Find the Perfect Requirements Management Tool: How to avoid common mistakes

Selecting the right requirements management tool (RM tool) is crucial for quality and efficiency in product development and business processes.

But many companies stumble here: The goals are unclear, the focus is on detailed functions instead of actual use cases, management is not involved, too many providers are considered, and finally they rely on demo versions that say little about the actual benefits in everyday life. A strategic approach can make it much easier to choose a suitable tool and minimize the risk of these typical pitfalls.

This guide shows you the key steps to help you find the best solution.

1. Clarify why an RM tool is needed

The first step is to define exactly which problems an RM tool should solve and what should be improved as a result. Typical examples include inconsistencies in requirements, which cost a lot of time and nerves, or lack of traceability, which leads to chaos and misunderstandings. In such cases, an RM tool can ensure traceability, enable version control, or improve collaboration between departments. But without a clear definition of problems and objectives, the benefits of the tool remain nebulous, and the project often fails in the implementation phase or never gains the necessary support from management.

Example: A medium-sized mechanical engineering company found that changes in requirements were poorly documented during the project period. Through an RM tool, the company wanted to improve change tracking and ensure that everyone involved was always up to date.

2. Define key use cases

A crucial next step is to focus on the main use cases that the RM tool should support. Instead of thinking in terms of individual functions such as “assigning requirements” or “Excel export,” overarching use cases should be prioritized, such as “change management,” “traceability of all requirements,” or “mapping compliance requirements.” If you lose yourself in detailed functions, you risk losing focus on the actual purpose of the tool.

Example: For the mechanical engineering company, the use case “Understanding and documenting changes in requirements” was decisive. The aim was to ensure that everyone involved could see and track all changes to avoid misunderstandings.

3. Ensure management support and budget

Without the express support of management and a clear budget approval, an RM tool selection process should not even be started. Implementation often requires significant investments and possibly a change in existing processes. If management is not behind it, it will be difficult to consistently implement the implementation within the company. Clear resources are also required so that the tool is used in the long term and integrated into the existing system landscape.

Example: The mechanical engineering company was able to convince management that the new tool would contribute to increasing efficiency in the long term. A budget was then released for selection and implementation, and management committed to supporting the implementation.

4. Review and pre-selection

The market for RM tools is manageable, with less than ten truly serious solutions developed specifically for requirements management worldwide. It makes little sense to consider tools that only cover the topic in a rudimentary way. Instead, you should rely on providers whose solutions are specifically focused on requirements management and offer established functions. In this phase, some providers can be excluded from the outset: A tool such as IBM DOORS, for example, is designed more for large corporations and is usually oversized for medium-sized companies, while a tool such as ReqSuite® RM is less suitable for global automotive companies.

Example: The company found that Jama Connect offered all essential features, but was unnecessarily complex and costly for its scale. The focus was therefore on providers who specialize in medium-sized companies.

5. Individual product presentations

After pre-selection, it makes sense to personally contact the manufacturers of the tools in question. They should have the opportunity to present their products based on the company's specific use cases. Long feature lists are not very effective and are hardly suitable for pre-selection. However, an individual product presentation provides a better understanding of the tool's performance and usability. In addition, direct communication with manufacturers provides valuable insights into their support and development prospects.

Example: The mechanical engineering company invited two vendors to present the tools in detail and to test their adaptability to the company's internal processes.

6. Pilot project and decision

Finally, it is recommended to carry out an individual pilot project with the 1-2 remaining tools over a few months. Testing a free demo version is usually not enough to evaluate the suitability for everyday use. A pilot project, on the other hand, allows the tool to be tested under real conditions and to measure user acceptance. This also makes it clear whether the tool actually offers the promised benefits.

Example: After the pilot project, the mechanical engineering company opted for a tool that enabled rapid familiarization and could be easily integrated into the existing IT landscape.

Conclusion

Choosing an RM tool requires careful planning and a clear vision of objectives. Anyone who defines the most important requirements, secures management support and makes a strategic pre-selection can find a tool that contributes to more efficient and comprehensible development in the long term. Typical mistakes such as a comprehensive market review of tools that only marginally address the issue of requirements management, or evaluation based on feature lists and free demo versions should be avoided.