Master EasyJet Seat Planner Requirements for Perfect Travel Plans

Every project runs on requirements, whether or not anyone writes them down. The difference is that unwritten requirements live in people's heads, drift over time, and turn into arguments at the worst possible moment. Gathering requirements well — and anchoring them to clear milestones — is how you replace "I thought you meant" with a shared, verifiable understanding of what you're building. It's unglamorous work, and it's where the outcome of a project is quietly decided.

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

The three kinds of requirements

Requirements aren't all the same, and treating them as one undifferentiated list is a common early mistake. It helps to sort them into three buckets, because each is discovered differently and each fails differently.

• Functional requirements describe what the thing must do: "users can reset their password by email." These are the most obvious and the easiest to capture.
• Non-functional requirements describe how well it must do it: speed, reliability, security, accessibility, capacity. These are routinely forgotten and expensive to retrofit. "The page loads in under two seconds under normal load" is a requirement, not a nice-to-have.
• Constraints are the fixed boundaries you can't negotiate: a regulatory rule, a required technology, a hard budget, a launch tied to an external event.

Writing all three down explicitly prevents the classic failure where a project meets every functional requirement and still gets rejected because it's too slow, too clunky, or breaks a rule nobody mentioned.

Getting requirements out of people's heads

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Stakeholders almost never hand you clean requirements. They give you solutions ("add a dropdown here"), symptoms ("this is confusing"), and wishes ("make it modern"). Your job is to dig underneath to the real need. The most powerful tool is stubborn curiosity — asking "why" and "what happens if we don't" until you reach the actual outcome someone cares about.

• When someone requests a specific solution, ask what problem it solves. Often a simpler solution serves the real need better.
• Ask for concrete examples: "walk me through the last time this went wrong." Stories reveal requirements that abstract questions miss.
• Talk to the people who'll actually use the thing, not just the people who commissioned it. They frequently want different things.
• Watch for the requirements nobody says out loud because they're "obvious" — those are the ones that bite hardest.

Capture what you hear and read it back in your own words. "So if I understand right, you need X so that Y — is that correct?" This simple confirmation loop catches misunderstandings while they're still cheap to fix. It also protects you from the trap of silent assumptions, where each side quietly fills a gap differently and only discovers the mismatch when the finished work lands wrong.

Writing requirements that can be verified

A requirement you can't test is a wish. The discipline that separates a usable requirement from a vague one is that a usable requirement includes how you'll know it's satisfied. "The search should be fast" is untestable. "Search returns results within one second for a catalog of 10,000 items" is a requirement you can build against and verify.

Good requirements are specific, measurable where possible, and free of hidden assumptions. Avoid weasel words like "user-friendly," "robust," or "seamless" unless you define what they mean concretely. And keep each requirement atomic — one requirement per statement — so you can track, prioritize, and test each independently rather than arguing about a paragraph that bundles five ideas together.

Prioritizing when you can't have everything

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You will always have more requirements than time. Pretending otherwise is how projects quietly overcommit and then miss everything at once. Prioritization is not optional; it's the act of deciding, on purpose and in advance, what happens if you run short. A simple, honest ranking beats an elaborate scoring system nobody trusts.

A widely used approach sorts requirements into must-have, should-have, could-have, and won't-have-this-time. The discipline is in being ruthless about the top category: if everything is a must-have, the label is meaningless and you've made no decision at all. Force stakeholders to distinguish what the release genuinely cannot ship without from what they'd simply prefer. The "won't-have-this-time" list is especially valuable, because it records decisions so they don't get relitigated every week.

Anchoring requirements to milestones

Requirements tell you what to build; milestones tell you when meaningful chunks of it should be provably done. A milestone isn't a task — it's a verifiable checkpoint that marks real progress, like "authentication complete and tested" or "beta released to first ten customers." Tying groups of requirements to milestones transforms a long, formless project into a series of achievable steps with clear finish lines.

• Make each milestone binary: it's either met or it isn't, with no "mostly done."
• Space milestones so that no stretch of the project goes too long without a real checkpoint — momentum and early warning both depend on it.
• Use each milestone as a natural moment to re-check requirements against reality and re-prioritize what remains.
• Tie stakeholder reviews to milestones so feedback arrives at defined points instead of randomly.

Milestones also protect you politically. When you hit "beta released" on schedule, you have concrete evidence of progress that no amount of "we're about 60% there" can match. They convert vague reassurance into demonstrable fact.

Keeping requirements alive

Requirements gathered once and filed away rot quickly. As you build, you learn things that change what's needed, and stakeholders change their minds as they see real progress. Treat your requirements as a living record: when something changes, update the document, note who approved it, and check whether it affects your milestones or your priorities. Uncontrolled change is scope creep; controlled, visible change is just good management.

The practical challenge is keeping requirements, priorities, milestones, and the people responsible all connected as things shift. A planning tool like EasyProjectPlanner helps by keeping requirements linked to the milestones and tasks that satisfy them, so when a priority changes you can see immediately what it affects. Do the upfront listening well, write requirements you can actually verify, prioritize honestly, and anchor it all to real milestones — and you'll spend your project delivering rather than arguing about what "done" was supposed to mean.