The Most Expensive Document You’ll Never Write
Most custom software projects that go over budget share the same root cause. It’s not bad developers. It’s not scope creep (though that’s a symptom). It’s vague requirements.
“We want something like Salesforce but simpler.” That sentence has cost businesses millions, collectively. It sounds like a requirement. It’s actually a wish.
The Standish Group found that clear requirements are one of the three biggest predictors of project success. Projects with well-defined specs are 35% more likely to deliver on time and budget. Projects without them? Over a third get abandoned entirely.
You don’t need a 200-page specification. You need a document clear enough that your development partner can build from it without guessing.
What a Requirements Document Actually Is
A software requirements document (SRD) describes what the software should do, for whom, and under what constraints. Not how it should be built. That’s your developer’s job.
Think of it as a contract between your business needs and the technical team. It answers three questions: who uses this system, what do they need to accomplish, and how do we know it’s working?
The Minimum Viable Requirements Document
Skip the 50-page templates you find online. For an SMB project, you need six sections. That’s it.
1. Business Context (1 page)
What problem are you solving? Why now? What happens if you don’t solve it?
Be specific. “Our quoting process takes too long” is vague. “Generating a customer quote currently takes 2.5 hours of manual work across 3 systems, and we lose 15% of prospects because we can’t respond within 24 hours” is a requirement.
Include the cost of the current situation. Hours wasted per week, revenue lost, errors caused. This gives your developer context for trade-off decisions.
2. Users and Roles (half a page)
Who uses the system? List every user type with a one-sentence description.
- Operations manager: creates and manages quotes, views all customer data
- Sales rep: creates quotes for their accounts only, cannot modify pricing rules
- Customer: views their quotes, approves or requests changes
- Admin: manages user accounts and system configuration
Don’t skip this. Role-based access control is one of the biggest sources of mid-project scope changes when it’s not defined upfront.
3. Functional Requirements (2-5 pages)
What should the system do? Write each requirement as a user story or a simple statement.
“As a sales rep, I can create a new quote by selecting products from the catalog, adjusting quantities, and applying customer-specific discounts.” That’s clear. Testable. Unambiguous.
Avoid implementation language. Don’t say “use a React dropdown component.” Say “the user selects from a list of available products.” How it gets built is not your problem to solve.
Group requirements by feature area. Quote creation, customer management, reporting, notifications. Each group should have 5-15 specific requirements.
4. Non-Functional Requirements (half a page)
Performance, security, and operational expectations.
How fast should it respond? “Pages load within 2 seconds for 95% of requests” is measurable. “It should be fast” is not.
How many concurrent users? How much data will it process? What uptime do you need? If you’re in a regulated industry, what compliance standards apply?
5. Integrations (half a page)
What existing systems does this software need to talk to? For each integration, note the system name, what data needs to flow, and in which direction.
Example: “SAP ERP - pull product catalog and pricing daily. Push completed orders in real-time. Read-only access to customer master data.”
Integrations are where budgets expand silently. Every undocumented integration discovered mid-project adds weeks and thousands of euros.
6. What’s Out of Scope (half a page)
Equally important: what are you explicitly not building? This prevents the “while we’re at it” conversations that derail timelines.
“Phase 1 does not include: mobile app, multi-language support, AI-powered recommendations, integration with legacy warehouse system.” Clear boundaries protect both sides.
The Three Mistakes That Derail Requirements
Describing solutions instead of problems. “Build a dashboard with 6 charts” is a solution. “Management needs weekly visibility into sales pipeline, quote conversion rates, and revenue forecasts” is a problem. Let your developer propose the solution.
Writing requirements by committee. Get input from stakeholders, absolutely. But one person owns the document. Otherwise you get contradictory requirements, gold-plating, and a spec that reads like a list of everyone’s pet features.
Treating the document as final. Requirements evolve. The goal isn’t to lock everything down before writing a single line of code.
It’s to lock down enough that your team can build the first iteration confidently. Build in a change management process: new requirements get evaluated for cost and timeline impact before they’re added.
How to Work With Your Development Partner
A good agency won’t just accept your requirements document. They’ll push back on it. That’s a green flag.
Expect them to ask clarifying questions, identify gaps, suggest simpler approaches, and flag requirements that are more expensive than you realize. This is the discovery phase doing its job.
After discovery, you should have a refined requirements document that both sides agree to. This becomes the basis for estimation, planning, and development.
For guidance on choosing the right partner for this process, read our guide on how to evaluate a software development partner. And for the broader context, see our complete guide to custom software development.
A Template You Can Use Today
If you want a head start, write one paragraph for each of these:
- What’s the problem costing your business today?
- Who are the 3-5 types of users?
- What are the 10 most important things the system needs to do?
- What systems does it need to connect to?
- What are you explicitly not building in version 1?
That’s a requirements document. Not perfect. But infinitely better than “we want something like Salesforce but simpler.”
Starting a custom software project? Let’s work through your requirements together. We run structured discovery workshops that turn vague ideas into actionable specs. No commitment, just clarity.
