Okay, now we're going to get into really the meat of the vision and scope document. So the first section is the business requirements section. There's a lot of different areas of the business requirements section. So you'll notice as we go through them in this course, that we have different sections that are numbered differently so that you can recognize what is part of the business requirements and then what are part of the next sections. So for business requirements, you see that we have the number one here and that there's going to be multiple sections below that. The first one being one dot one, which is background, then we'll have a one dot two, a one dot three, a one dot four, etc.

But all of those because they fall under that one dot are all part of the business requirements section of the vision. Scope template. So let's take a look at background which is the very first thing in our business requirements section. So background means what is the background related to this project, which is really what caused the business stakeholder to feel like they needed to initiate a project, what is the thing that is making them feel like we need to do something about this? So I've got an example here for you to take a look at. So in our example, the background is currently Acme, Inc. does not have a consolidated website for guests to learn about Acme Inc, and sign up as a customer or learn about an order products.

Existing customers must access a number of different websites, many of which are not mobile friendly to order products. Additionally, the corporate market Team currently manages these different website properties. And we do not have access to a tool that meets our needs. So publishing updates is cumbersome. So what does this say? What is the background telling us?

The background is telling us about what the problem is that they're having that caused them to feel like a change was unnecessary. So the background should include that type of information. For example, let's say you got a background statement that says, currently, Acme, Inc does not have a consolidated website for guests to learn about Acme and sign up as a customer or learn about new order products. And that's all it said, basically, that first sentence was there and everything else wasn't there. What would that tell you? Is that enough background information to say, What is the problem?

And why do we feel like we need a change it doesn't give you enough detail, it basically makes me say So what? Why is that a problem that we don't have a website where they can learn about the products. So we really need that follow up statement of the customers have to go to different websites, most of them are not mobile friendly, that tells you right there that there's a problem. And then also that the team has to manage all of those sites, and that they don't really have a tool that does that for them. All of that would be missing if you only had that first sentence. So if you as a VA, get a vision and scope statement from a stakeholder and you're looking at it, you say, you know what, this doesn't really tell me what the actual problem is.

I can't tell from this background statement, why they felt like they needed to have a change. Then you need to go back to that stakeholder and use those be a skill set. You have to elicit more information. meishan from them to help them better define that background information. As an example, you could go to them and say, Hey, Sally, I've got your document, you've got some great information in here. But I feel like we could expand on the background a little bit.

I had some questions when I read it. And then you just ask what your questions are based on what that statement is that's there. So for example, if we went back to the example I gave of the first sentence here in this example, then I would basically say to her, why is it a problem that we don't have a consolidated website, what problem is being created by that, and then she's probably going to give you the rest of this information. So as a BA, sometimes you have to use those skills to elicit information, even in the very beginning with the vision and scope template if you are documenting the vision and scope and somebody else says to you that this does doesn't really give you enough information, then you may need to go back to the stakeholder and say, You know what, I need more information here because Fred said that he had some questions about this still.

So that says to me that I don't have enough information here. But you should always be questioning your own information. So when you write a section in a document, you should say, is there anything here that isn't clear? Is there any more information that would be helpful? Have I made any assumptions here where somebody else could assume something different, you want to make sure that whatever you're documenting is clear. And you want to help other people be as clear as possible when they're supplying you with documentation that's going to be used by the project team.

And especially that's going to be used by you as that starting off point for getting requirements. So make sure that background information is clear, because that's the very beginning of your vision and scope document. You want to have that clear statement of facts. What that problem is that they're having