Before embarking on a project, it is imperative to know what outcome (product) the company wants. This product needs to be described as thoroughly as possible. Requirements for larger, more complex projects can number into the thousands. Conducting preliminary analysis makes it possible to identify all requirements and what needs to be done to fulfil them. For larger projects, collating goals is one of the most important stages in the project’s life cycle. Compiling and structuring these goals efficiently will avoid mistakes later down the line.

We conduct a series of structured interviews with clients to identify and assess exactly what they want in their finished product. This assessment will demonstrate if the goal is integral to the system the client wants. This stage is vital because any error at this point may necessitate redesigning the product during or after the development process, incurring high costs.

Documents drawn up in the goal assessment process:

• The goal identification document describes how we will identify and classify project stakeholders and how we plan to understand what they want from the product. This document also defines any unique features of the goal identification and verification process.
• The goal assignment document describes how we highlight the most important goals for specific subsystems in the development process, including software and hardware components or multiple software subsystems.
• The goal prioritization document describes the techniques and tools used to prioritize goals and edit and adjust the remaining goals.
• The project concept and scope document helps the project supervisor and business analyst make sense of the project’s goals, metrics, concepts and other necessary factors.
• The usage document sets a standard format for defining the tasks that users need to perform using the program.
• A software specification document is a structured and coherent way of organising functional and non-functional goals.
• Goal review checklist. Formal review of goal documents.

Only after collating all systematic, functional and non-functional goals will our company get to work bringing them to life. However, these goals are in a constant process of review, and we can modify them where necessary.