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Identifying and Documenting IT Acquisition RequirementsStudent Name Institution Affiliation1. Challenging Issues in Identifying and Documenting IT Acquisition Requirements The acquisition of information technology is seen as the simplest, quickest, and most powerful approach for a company to satisfy...

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Identifying and Documenting IT Acquisition Requirements

Student Name Institution Affiliation

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1. Challenging Issues in Identifying and Documenting IT Acquisition Requirements The acquisition of information technology is seen as the simplest, quickest, and most powerful approach for a company to satisfy its needs. Acquisitions may be successful and increase a company's competitive edge. It can, however, fail. The diversity of users and nonfunctional requirements are two of the most difficult challenges in information technology procurement. The requirements are ambiguous and incomplete. They are usually irrelevant to the developed system. User diversity In this instance, stakeholders may have differing perspectives on determining the organizational requirements of the new system application. They may describe organizational needs in a contradictory, incomplete, and complicated manner. If the stakeholders' decisions are poorly planned and conflicting, gaps may form, leading to security difficulties or problems. Furthermore, this problem arises as a result of stakeholders' understanding of the company's objectives. We may solve this problem by ensuring that all stakeholders understand the organization's aim, goal, mission, and vision (Gasca-Hurtado et al., 2018). When making a choice and establishing IT acquisition requirements, corporate stakeholders should include software developers. Non-functional requirement In this scenario, the primary focus of software procurement is on functional needs rather than quality criteria. Excessive information regarding policies, regulations and non-functional needs such as security and performance can lead to complexity. One of the most difficult

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difficulties that software developers confront is specifying specifics in the IT purchase process. It may solve this problem by establishing explicit policy guidelines and norms. 2. Contract A contract specifies each party's duties and responsibilities. One of the most common reasons for a party to modify the contract is to extend the time limit. The opposite party may alter the contract criteria to improve or lower the quality of the product (Jung et al., 2018). Parties may elect to alter the contract's requirements to change the delivery mechanism or payment mode. It should not be possible to add, eliminate, or modify requirements after the contract has been authorized and signed since the service provider may have begun carrying out their responsibilities. It may also cause delays in service delivery since both parties must discuss the requirements. Furthermore, adding, removing, or altering criteria will increase or decrease the cost and quality of the service. Since finances, resources, and other components have already been determined, it should not be feasible to add, eliminate, or modify requirements during a later project. When a need is added, eliminated, or modified, the project's cost will grow or decrease. The elements and resources required to execute the following project will also change. It is critical to thoroughly study the contract before signing to avoid adding, removing or altering its obligations. 3. Work Development Structure The work breakdown structure is mostly used to sketch out the project from start to finish. The fundamental purpose of a work breakdown structure is to divide deliverables and tasks (Fleming & Poole, 2016). I had some difficulty defining the activities required for each major activity while designing the work breakdown structure. It was simple to break out all of

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the resources and costs required for each activity. However, one of the biggest issues I encountered when designing the work breakdown structure was predicting how much time each job would take. To overcome this challenge, I approximated the labor cost using the average wage in the area where I worked on the project. In addition, I hired an IT company to enquire about the expected time for work. The dominance of the loud voices (Miller, 2008): I was building a work breakdown structure for another project with my team, and I saw many strong voices from team members. Some people dominated the debate sessions, not allowing others to speak. This problem was handled by looking for a facilitator who would allow each participant to contribute their points.

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Fleming, J. F., & Poole, K. W. (2016). NASA Work Breakdown Structure (WBS) Handbook. Retrieved from https://ntrs.nasa.gov/search.jsp?R=20160014629 Gasca-Hurtado, G. P., Arias, J. A. E., & Gómez, M. C. (2018). Technique for risk identification of software acquisition and information technologies. In Global Business Expansion: Concepts, Methodologies, Tools, and Applications. IGI Global. Jung, H., Kosmopoulou, G., Lamarche, C., & Sicotte, R. (2018). Strategic Bidding and Contract Renegotiation. International Economic Review. Retrieved from https://onlinelibrary.wiley.com/doi/abs/10.1111/iere.12368 Miller, D. P. (2008). Building a project work breakdown structure: Visualizing objectives, deliverables, activities, and schedules. CRC Press....