Needs Assessment and Requirements Gathering Process Development

, , , ,
Requirements gathering with requirements in the center and components feeding in (User needs, market opportunities, compliance and technology opportunities)

About the Engagement 

In June 2013, following the occurrences of Hurricanes Irene and Lee, and Superstorm Sandy, a state-level disaster recovery organization was created to focus on recovery and rebuilding efforts for effective areas of New York State. The agency’s aid focused on four areas: housing recovery, small business, community reconstruction and infrastructure. 

Business Problem 

In the beginning, the agency’s goal was to deliver benefits to citizens as quickly as possible. As a result, business processes and business requirements were developed with the best knowledge and understanding at the time. These original processes and requirements were adequate but not the optimal business processes and technology.  

The engagement team identified three areas of focus: current-state assessment and analysis, future-state requirements and optimization, and change management, recognizing that software development processes were not formalized and therefore created challenges upstream and downstream. 


The first challenge was managing a large group of stakeholders with competing priorities, interests, and understanding of pain points. Another challenge was maintaining varying agile, hybrid-agile and waterfall software development lifecycle approaches, since multiple systems, or lack of, were used inefficiently. The final challenge was staff proficiency with systems and this challenge showcased the need to develop strategies to support staff in their use of systems and applications.  

Project Impacts and Outcomes 

The engagement team worked across various programs, each with multiple departments, and shared services to gain an understanding of the existing pain points with user flows and the system interfaces to understand current-state processes. From there, the team developed future-state user flows and system requirements (e.g., screens, field requirements, etc.) with the goal of optimized workflows. To support staff learning, usage, and understanding the team implemented training and presentations with associated documentation for reference. Staff were trained in quality assurance and quality check procedures. Following this, the team worked with the agency to architect the ideal technology solution, which resulted in an organizational shift to more consumer-driven software development business processes. To complement the future-state recommendations for optimization, the team created a change management roadmap and detailed plan. The team enabled the client to actualize the vision and meet the goal of confidently delivering software enhancements meeting programmatic needs, on-time, and within budget. Through implementation of the change management initiatives across the Software Development Lifecycle (SDLC), the client’s improved internal processes have enabled staff to ensure better communication and efficient workflows. In addition, the enterprise software and underlying technology are flexible and robust for ongoing needs. Ultimately, the client is able to meet programmatic needs on time and on budget. 







Posted on

January 31, 2024