Stakeholder Requirement Gathering: The Art (and sometimes Chaos) of Getting the Right Story

By Vuyiswa Mahlasela

 

If business analysis had an Olympic sport, requirement gathering would probably be the one that leaves you sweaty before you have even started running. On paper, it’s easy, talk to the people involved, note down what they want and pass it along. Simple… Except it’s not.

In practice, it’s more like being a translator, detective and therapist all at once. You are trying to pull the real needs out of conversations that are part facts, part assumptions and sometimes part wishful thinking. You must do it without making anyone feel like you’re interrogating them.

It’s Not Just About Asking Questions

Sure, you can walk into a meeting with a neat little checklist, “What’s the process? What’s  the problem? What’s the goal?” But most stakeholders don’t give you clean, ready to use information or answers.

They will tell you what they think they want, but it might not be what is actually going to solve the problem. This is where you learn to listen for what is missing, not just what is said.

 

Things You Will See All the Time

The “We Have Always Done It This Way”

You ask why a step exists and you get, “Because it’s always been there.” No one is actually sure if it’s useful anymore.

 

The Big Wishlist

Everything sounds nice to have until you show the cost, the timeline and the impact on the team. Suddenly, the list shrinks fast.

 

The Quiet Goldmine

Some stakeholders barely speak up in meetings. Later, during the implementation of the project, they drop a detail that changes the whole solution.

 

Tools That Actually Save You

1. Process Maps – Lay out the steps visually. People will spot mistakes instantly when they see them drawn out.
2. User Stories – Keeps requirements clear and easy to use: “GIVEN a [user], WANTS [goal] THEN so that [reason].”
3. “Roleplay” – Sounds silly but acting through a process can reveal gaps you never imagined.

 

A Few Helpful Tips

1. Pause Before Moving On – People often remember key details right after you stop talking.
2. Repeat What You Heard – You will be surprised how often someone says, “Oh no, that is not what I meant.”
3. Write It Down Immediately – That important detail you are sure you will remember? You won’t.

Conclusion

Requirement gathering is not just about collecting information but also about building a shared understanding. Done right, it saves time, prevents rework and keeps scope creep to a minimum. Done wrong… well, let’s just say you will be revisiting those conversations much sooner than you would like.

It’s not glamorous, but it’s the part of business analysis where good relationships, attentive listening and a bit of healthy curiosity make all the difference.