Typical starting point
We frequently encounter the following picture: requirements are created in parallel in Word, Excel, JIRA and Confluence – every stakeholder documents in their own tool. During the implementation phase, new changes keep surfacing, and clarification between the business side and IT ties up a disproportionate share of resources. The first-pass acceptance rate is low, and many sprints end in re-work.
The typical brief we receive: establish a consistent, workable RE setup within a few weeks – without stopping ongoing sprint operations.
How we typically proceed
Six weeks, five clear steps – one senior consultant at the interface between the business side, product owner and development teams:
- Assessment (week 1) – an inventory of all requirements documents, stakeholder interviews, friction-point heatmap.
- Template and tool consolidation (weeks 2–3) – uniform templates for user stories, acceptance criteria and non-functional requirements, JIRA as the single source of truth.
- Stakeholder workshops (week 4) – five workshops with the business side, architecture and test, consensus on commitment and the review process.
- Pilot in a sub-project (week 5) – applying the new templates and processes in a sub-project, monitoring the effects.
- Rollout plan and training (week 6) – a written rollout plan for the remaining teams plus a one-day training session per team.
Typical impact figures
These are the orders of magnitude we typically see a few months after the end of an engagement in comparable mandates:
The range depends on the starting point. We clarify reliable expectations for your case in the quick check.
Typical engagement framework
