Easyjet Seat Planner Requirements: Your Ultimate Guide

Every project that runs over budget or slides past its deadline can usually trace the damage back to one place: fuzzy requirements. Before you draw a single timeline or assign a task, you need a shared, written agreement on what the project must deliver and, just as importantly, what it will not. This guide walks through how to gather, define, and lock down project requirements so the rest of your plan rests on solid ground rather than assumptions.

Want expert help putting this into practice? EasyProjectPlanner can guide you through it.

Why requirements come before the plan

A plan is only as trustworthy as the requirements underneath it. If you schedule work around a vague goal like "build a better onboarding flow," every estimate is a guess and every stakeholder pictures something different. Requirements turn ambition into specifics: what the deliverable does, who it serves, how you will know it is finished, and which constraints are non-negotiable.

Requirements split into two useful buckets. Functional requirements describe what the product or outcome must do — "users can reset their own password." Non-functional requirements describe qualities and constraints — performance, security, accessibility, budget ceilings, and deadlines. Both matter. Teams that capture only the functional side routinely discover, too late, that the thing they built is too slow, too expensive, or non-compliant.

How to gather requirements without missing anything

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Good requirements are elicited, not simply handed over. Sponsors often know the outcome they want but not the detail, so your job is to draw it out. A reliable sequence:

• Interview the stakeholders individually. Talk to the sponsor, the end users, and anyone who has to live with the result. Different roles surface different needs.
• Run a workshop to reconcile conflicts. Individual interviews expose contradictions; a group session forces trade-offs into the open while everyone is in the room.
• Study what already exists. Current processes, competitor products, and past project documents reveal requirements people forget to mention because they take them for granted.
• Write user stories. The format "As a [role], I want [action] so that [benefit]" keeps every requirement tied to a real person and a real reason.

Capture everything in one place as you go. Requirements scribbled across email threads and chat messages are requirements you will lose.

Making requirements testable

A requirement you cannot verify is a wish. Each one should be specific enough that two reasonable people would agree on whether it has been met. Compare "the report should load quickly" with "the report loads in under two seconds for a data set of 10,000 rows." The second can be tested; the first will spawn arguments at delivery.

A practical test is the INVEST checklist, borrowed from agile teams. A strong requirement is Independent, Negotiable, Valuable, Estimable, Small, and Testable. If a requirement fails several of those, it is usually too big or too vague and needs to be split or sharpened. Attach clear acceptance criteria to each item — the exact conditions under which you will accept it as done — so that "finished" is defined before work starts, not debated after.

Setting scope and drawing the boundary

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Requirements tell you what to build; scope tells you where to stop. The most valuable line in any requirements document is often the "out of scope" list. Writing down what you are deliberately not doing prevents the slow creep of small additions that quietly doubles the workload.

Prioritise ruthlessly, because not every requirement is equal. The MoSCoW method sorts items into Must have, Should have, Could have, and Won't have this time. The "Must have" set defines a viable delivery; everything else is negotiable when time or budget tightens. Agreeing this ranking early gives you a pre-approved way to cut scope under pressure instead of cutting quality in a panic.

Watch for these common requirement failures:

• Solution disguised as a requirement. "We need a Salesforce integration" is a solution; the requirement is the outcome it serves. Ask why until you reach the real need.
• Assumed agreement. Silence in a meeting is not consent. Confirm understanding in writing.
• Gold-plating. Adding features nobody asked for because they seem nice inflates cost and risk with no return.
• Ignoring the edge cases. The happy path is easy; the errors, empty states, and exceptions are where projects stall.

Managing changes once work begins

Requirements will change — markets shift, users learn, sponsors reconsider. The goal is not to freeze them forever but to change them deliberately. Establish a lightweight change process: any new or altered requirement is logged, its impact on schedule and budget is assessed, and someone with authority approves or declines it. This keeps the door open to genuinely useful changes while blocking the informal "can you just add..." requests that wreck plans.

Maintain a single source of truth for the current, approved requirements, and give it a version number. When a dispute arises about what was agreed, you point to the document rather than to memory. A short weekly review of open change requests keeps the backlog from becoming a bottleneck.

Be especially wary of the change that arrives disguised as a clarification. "We always assumed it would also do X" is often a genuinely new requirement wearing the costume of an old one, and waving it through because it sounds minor is how scope doubles a teaspoon at a time. Treat every "just a small tweak" with the same brief impact check you apply to a formal request. The check need not be heavy — an honest sentence on what it costs in time and money is usually enough — but it must happen before anyone says yes, because the alternative is a plan that erodes invisibly while everyone believes it is holding.

Finally, connect each requirement forward to the work that satisfies it. This traceability — requirement to task to test — means that at delivery you can demonstrate every promised outcome and prove nothing was quietly dropped. Tools such as EasyProjectPlanner make that link visible, so a change to one requirement immediately shows which tasks, milestones, and dates it touches.

Requirements are not paperwork you complete to satisfy a process. They are the contract between what people imagined and what you will actually build. Invest the time to gather them thoroughly, write them so they can be tested, bound the scope explicitly, and control how they change. Do that, and the plan you build on top of them stands a real chance of surviving contact with reality.