Introduction
This module explains how to work with requirements. You have successfully progressed past the presales phase and are now moving forward with your project. Depending on the exact methodology that you choose to use, you might revisit working with requirements in each sprint or iteration. Frequently, this module will stay methodology agnostic and focus on how to collect and work with requirements.
In this module, you will learn about:
Leading requirements gathering workshops.
Differentiating between functional and non-functional requirements.
Confirming and finalizing requirements.
Introducing your customer
This module refers to the customer Woodgrove Bank, and the exercises and discussions throughout the lesson relate to this customer and how you can help them.
Woodgrove Bank has offices in 14 US States in addition to an office in the UK and another in Germany. Woodgrove Bank is a leading global financial services provider with an emphasis on commercial lending and investments. Administrative users work in the office and are never mobile. However, all mid-level managers need to be able to work from their home offices or while on site with a client. The team at Woodgrove feels overwhelmed with their disparate systems; therefore, they are looking for a solution that connects their data in a way that boosts financial success and customer satisfaction. With an internal-facing only deployment, Woodgrove Bank would have fewer regulatory concerns; however, each team within the bank would have their own responsibilities.
The following table describes Woodgrove Bank's customer-facing teams.
| Team | Description |
|---|---|
| Business Growth and Asset Management | Commercial accounts with less than USD 1 billion in annual transactions. Growth in this sense refers to the loans that are used to reinvest in the corporation. These customers share a group of account managers; they are not specifically assigned to an individual. |
| Fortune 500 | Each customer in this division is assigned a senior account manager as their primary contact for all banking matters. When a company is managed in this division, it remains here, even if it rolls off the Fortune 500. |
| Group Portfolio Management | This team manages the parent/child accounts under a common umbrella for firms with multiple organizations. |
| New Business Development | This division is primarily marketing for new business. When an account is qualified and active, it moves on to the appropriate management team. |
| Public Sector/Government/Higher Education | Woodgrove Bank is a preferred lender to many sovereign governments around the globe and to private universities. This team also tends to the high-volume, non-profit organizations that are serviced by the bank. |
| Consumer Lending | This team is the smallest because Woodgrove focuses on commercial products. However, high-volume consumer lending is available on a case-by-case basis. This team is not advertised to external prospects but is mostly used by the executives of corporate clients. |
| Relationship Managers | This team consists of members of each of the other teams, which ensures a consistent experience because accounts might move between teams and interact in other ways. This team also establishes best practices for users. |
| Escalation Call Center | The bank runs an all-day, every day call center. They have a five-person team (one manager and four customer service representatives) in each of their locations: Chicago, Frankfurt, and two teams in an outsourced center in Manila (the Philippines) who work an early and late shift to cover the Asia-Pacific (APAC) region. |
In addition to these teams, Woodgrove Bank has the standard set of C-Suite Executives who are involved with overall bank operations and supporting the teams as needed.
Woodgrove Bank is hoping to have the new system in a pilot phase so that the CEO can present initial results to the annual general meeting (AGM) in four months' time.