Identification and documentation of IT requirements (Essay Sample)

Identification and Documentation of IT Acquisition Requirements: Challenges and Best Practices
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Identification and Documentation of IT Acquisition Requirements: Challenges and Best Practices
The success of Information Technology (IT) projects relies on identifying and documenting requirements and creating a work breakdown structure (WBS). However, these tasks can be challenging due to an inadequate understanding of the problem, solution, and effective communication with stakeholders. This essay discusses the challenges of identifying and documenting IT acquisition requirements, debates the effects of altering authorized specifics, and examines experiences in developing a WBS.
Among the challenging issues in identifying and documenting IT acquisition requirements is accurately capturing the needs of all stakeholders. Gasca-Hurtado et al. (2018) note that when IT requirements are unclear, a service provider may misunderstand the objectives and deliver a solution that does not meet the needs of the stakeholders. For example, if the requirement is to improve user experience, but it is not clearly defined, the service provider may focus on improving the aesthetics rather than the system functionality. It is essential to involve all stakeholders in the requirements elicitation process and to conduct regular reviews and testing of the requirements to ensure that they are clear, complete, and consistent to mitigate such a challenge (Gasca-Hurtado et al., 2018). Another essential aspect of IT acquisition is managing changes to the project requirements.
Altering IT specifics after approval but before contract signing with service providers is debatable. Some argue that changing project requirements could result in scope creep. Others believe that changes may be necessary to meet the evolving needs of stakeholders. According to Jung et al. (2018), a well-defined change management practice is essential when determining alterations to IT project specifics. For example, if a technology emerges that could upgrade the project, it may be prudent to include it in the accepted requirements (Jung et al., 2018). The type of contract also plays a role in determining the possibility of changing previously endorsed IT requirements (Jung et al., 2018). For instance, fixed-price contracts limit changes, while time and material-based contracts offer more adaptability to alterations. Ultimately, changes to IT project requirements require thorough evaluation and approval to avoid disrupting the project. Thus, developing a work breakdown structure (WBS) is crucial in project planning, although it may be challenging.
Dissecting a project into feasible tasks using a WBS guarantees that the project remains on its course (Fleming & Poole, 2016). I find it challenging to break down a project into smaller tasks, where team members can focus on smaller achievable tasks and finish them within a definite timeframe. For instance, pinpointing the precise task detail and ensuring all members' roles in the project are included in the WBS to avoid delays or additional costs. To overcome these challenges, I employ a methodical approach to WBS development (Fleming & Poole, 2016). Moreover, I involve all stakeholders in the WBS development process and conduct regular reviews and testing of the WBS to ensure that the WBS remains accurate and captures all the tasks.
Identifying and documenting IT acquisition requirements requires problem-understanding and accurate solutions. Ensuring all stakeholders' needs are accurate, complete, and consistent is critical. Developing a WBS is essential in planning an IT project,