In this chapter, we explored scoping, defining requirements, and RTM, along with their connection with business processes and subprocesses. While some implementations may consider a requirement document a good enough artifact to continue on the project, we have seen that with a structured approach to documenting requirements, maintaining its traceability ensures that the entire project team is bonded more closely to the goals, and hence, there is a greater chance of achieving success.

While sharing insights on various requirement gathering techniques, we highlighted the need to listen well, lead the discussion, and negotiate the must-have requirements. The answer to fundamental questions (why, what, when, where, who, and how) and requirement ownership ensures that a proper analysis is performed. This leads to the right selection of the solution mapping, approaches, Independent Software Vendor (ISV) solutions, enhancements, and so on, thereby leading to the preparation of the solution blueprint, which is the backbone of the project.

The key deliverables from this chapter that we expect you to address are RTM (comprising business processes and requirements), solution blueprint, and key decisions captured in a log.

In the next chapter, we will cover effectively addressing configurations and data management by defining strategies and planning for them. You will also learn about golden configuration, various data management techniques, data cleansing, and quality validation recommendations.

We will cover the key topics from a solution perspective on data entities and data packages, LCS--configuration and data manager, Process Data Packages (PDP), and VSTS.