Automated teller machines (ATMs) can be used to illustrate a wide range of requirements (Figure 9.1 Automated Teller Machine. ATM ). What are some of the physical features of these machines, and what kinds of functions do they perform for the bank’s customers? Why did banks put these systems in place? What are the high-level business requirements?
The following represents one possible example of each type of requirement as they would be applied to a bank’s external ATM.
- ATM functional requirement: The system will enable the user to select whether or not to produce a hardcopy transaction receipt before completing a transaction.
- ATM non-functional requirement: All displays will be in white, 14-point Arial text on black background.
- ATM technical requirement: The ATM system will connect seamlessly to the existing customer’s database.
- ATM user requirement: The system will complete a standard withdrawal from a personal account, from login to cash, in less than two minutes.
- ATM business requirement: By providing superior service to our retail customers, Monumental Bank’s ATM network will allow us to increase associated service fee revenue by 10% annually on an ongoing basis.
- ATM regulatory requirement: All ATMs will connect to standard utility power sources within their civic jurisdiction, and be supplied with an uninterrupted power source approved by the company.
The effective specification of requirements is one of the most challenging undertakings project managers face. Inadequately specified requirements will guarantee poor project results.
Documenting requirements is much more than just the process of writing down the requirements as the user sees them; it should cover not only what decisions have been made, but why they have been made, as well. Understanding the reasoning that was used to arrive at a decision is critical in avoiding repetition. For example, the fact that a particular feature has been excluded, because it is simply not feasible, needs to be recorded. If it is not, then the project risks wasted work and repetition, when a stakeholder requests the feature be reinstated during development or testing.
Once the requirements are documented, have the stakeholders sign off on their requirements as a confirmation of what they desire. While the project manager is responsible for making certain the requirements are documented, it does not mean that the project manager performs this task. The project manager enlists the help of all the stakeholders (business analysts, requirement analysts, business process owners, customers and other team members) to conduct the discussions, brain-storming, and interviews, and to document and sign off the requirements. The project manager is responsible only for enabling the process and facilitating it. If the project manager feels that the quality of the document is questionable, his or her duty is to stop the development process.
The project manager reviews the requirements, incorporates them into the project documentation library, and uses them as an input for the project plan.
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