Business analysis following IREB in an FDFA project
In an FDFA project on its network abroad, Leutrim Miftaraj works as business analyst. A first focus was structuring the client’s existing requirements catalogue following IREB and preparing it for formal acceptance.
- Organisation
- Federal Department of Foreign Affairs (FDFA)
- Sector
- Federal administration
- Role
- Business analyst and IREB expert
Starting point
In large projects, requirements often emerge over a long time and from many sources. Before they become the basis for implementation or procurement, they must be unambiguous, complete and ready for acceptance, and open questions must be visible rather than hidden in wording.
Approach
The existing requirements catalogue was structured following IREB principles: unambiguous wording, separation of requirements and solution proposals, priorities and traceable sources.
Open points were recorded explicitly and assigned to the responsible units so the client can decide on approval with a complete basis.
In parallel, business analysis is being established in the project as a repeatable practice.
Outputs
- Requirements catalogue structured following IREB
- List of open points with responsibilities
- Basis for formal acceptance by the client
Lessons learned
- Making open points visible is more valuable than a catalogue that looks more complete than it is.
- A clear IREB structure speeds up alignment because everyone knows where to find what.
- In public administration, discretion and care with content matter as much as method.
Methods
- IREB CPRE
- Anforderungsmanagement
- Abnahmevorbereitung
This case study describes Leutrim Miftaraj’s work in the mandate. It contains no confidential content and is not an endorsement by the organisation named.