Requirements Specification
A good requirements specification sets the direction for the product, but it should not lock the project in place. Over the course of development you learn more about the technology, the users and the market. That is why we treat requirements as a living foundation that can be validated, prioritised and adjusted along the way without losing control of the project.
Requirements Specification
A requirements specification that keeps pace with development
In an ideal world, every development project starts with a complete requirements specification in which every function, interface, technical requirement and user need is known in advance. Reality rarely looks like that.
A living document
Adjusted as you learn more
Testable requirements
Linked to acceptance criteria
Prioritised
The critical first, the rest later
Controlled
Consequences known before the change
You learn as you go
When you develop a new tech product, you keep learning. A sensor may turn out not to deliver the expected precision. A communication technology uses more power than expected. A mechanical solution takes up too much space. Or customers testing an early prototype show that a feature you thought was important actually matters less than something else entirely.
A living tool, not a static document
That is why we do not see the requirements specification as a static document that is written once and then defended for the rest of the project. We see it as a living tool that defines the boundaries of the product and gives the project team a shared picture of what is to be developed, how it should work, and when a solution can be considered approved.
Concrete requirements that can be tested
That does not mean requirements should be loose or vague. Quite the opposite. Good requirements must be concrete enough to be understood, prioritised and tested. If, for example, a product must last a year on its battery, work within a specific temperature range or respond within a defined time, that must be stated clearly. Wherever possible, we link requirements to acceptance criteria and tests, so that you can later document whether the requirement has actually been met.
When requirements change
But requirements can change. That can happen for technical reasons, because development uncovers new possibilities or limitations. Changes can also come from the market. When customers or users get the chance to test prototypes along the way, valuable feedback often follows, and it should shape the product's next version. That is precisely one of the advantages of testing early, rather than presenting the customer with the finished product only at the end.
What matters is not avoiding change, but managing it in a controlled way
When a requirement changes, you need to understand the consequences. Does the change affect the electronics, the software or the mechanics? Does it require new tests? Does it affect the production cost, the certification or the schedule? Is it necessary for the first launch, or can it wait for a later release? A structured requirements specification makes it possible to ask those questions and make the decision on an informed basis.
Prioritise the requirements for the first launch
That is why we prioritise requirements. Not every requirement needs to be met in the first version. Some are fundamental to the product's function or safety. Others are important to the user experience, and some may be wishes that are better saved for a later version. That makes it possible to keep the focus on launch and avoid spending the development budget on features that are not yet needed.
Agile development with MoveForward
This is where an agile project model suits technical product development well. At Move, our MoveForward model can be used to divide the project into manageable phases, in which requirements, risks and technical choices can be validated continuously. The biggest uncertainties can be investigated early, and the results can be used to adjust both the requirements specification and the plan ahead.
A shared steering tool
In this way the requirements specification is not just a document for the developers. It becomes a shared steering tool for management, the product team, the developers and, later, test and production. It can connect business goals, user needs, technical solutions and concrete tests.
The right requirements at the right time
The goal is not the perfect requirements specification on day one. The goal is to have the right requirements at the right time, and a process that lets you keep learning without losing direction, budget or control of the project.
Frequently asked questions
Does the requirements specification have to be finished before development starts?
No. There needs to be a sufficient basis to start the project in the right direction, but the requirements can be elaborated and adjusted as you learn more.
Can requirements change during a development project?
Yes. That is normal in product development. What matters is that changes are assessed and handled in a controlled way, so that the consequences for engineering, cost, schedule and testing are known.
How do you know whether a requirement has been met?
Wherever possible, we link requirements to clear acceptance criteria and tests. That makes it possible to verify objectively whether the product meets the requirement.
How do you handle feedback from customers?
Feedback from prototypes and market trials can lead to new or changed requirements. They should be prioritised together with the existing requirements and assessed against the upcoming release.
Do all requirements need to be in the first product version?
No. An important part of project management is distinguishing between critical requirements for the first launch and features that can come later. That protects both progress and the development budget.
How does MoveForward fit into the work on requirements?
MoveForward can be used as a framework for validating requirements and risks through the phases of the project. That makes it possible to learn along the way and adjust course without losing structure and momentum.
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