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Computerworld - One of the most difficult phases in project management is gathering business requirements from stakeholders. Requirements are often vague because it is difficult for customers to articulate their needs before they see the end product. When business customers and the project team have a relationship built on trust, they can work together more quickly to produce a product of value to the organization. But how do you go about building trust?
Before the formal requirements-gathering process begins, it is important to discuss the business context of the project with the sponsor. Requirements need to be gathered and managed in relation to the organization's overall vision and strategic direction. They must link to business goals and objectives. When requirements lack this linkage, which we call upwards traceability, there is a high likelihood that customers will request features and functions that not only are out of scope, but also promote their own agendas.
In addition to meeting business objectives, requirements should also solve business problems. One of the most common complaints from business analysts and project managers who gather requirements is that their customers bring them solutions and neglect the underlying problem. Often, the result is a solution that goes unused. Here are some questions to ask to uncover this business problem:

• What is the business pain?


• What is currently limiting you?


• How do you describe your need or problem?


• How did you first realize status quo wasn't good enough?


• What opportunity arose?


• What are you trying to solve?

Initial meetings with the sponsor to discuss the business and project vision, as well as the business problems, can be a helpful way to establish rapport and begin to build trust. Focusing on the business need and vision demonstrates business acumen, which in turn builds respect and leads to trust.

Techniques for Building Trust
There are a variety of techniques that are typically used in requirements elicitation. One of the most common is the facilitated session, in which a facilitator enables key stakeholders to articulate their requirements in a formal meeting. This approach has many advantages, including using the synergy of the group to build relationships and trust.
Another common technique is the one-on-one interview. This technique is a way for business analysts and project managers to meet individually with stakeholders. Through these individual meetings, trust can be built in several ways:
Assess commitment
Some stakeholders don't like to make decisions or agree to decisions in meetings. One-on-one meetings provide a safer venue to discuss real needs behind the stated -- and unstated -- needs.
Address individual concerns
Some people are more inclined to reveal their true concerns about the project and the other project stakeholders in one-on-one interviews, rather than in large groups. When elicitation is limited to facilitated sessions, these concerns go largely unaddressed.
Address negative behavior