How We Do Business Analysis at LANARS – And Why It Matters

Behind every successful tech product lies a clear understanding of its purpose, audience, and functionality. That clarity doesn’t happen by accident — it’s the result of a structured, thoughtful Business Analysis process.

At LANARS, we treat Business Analysis as a strategic discipline, not a checkbox. It guides our decisions, aligns stakeholders, and helps deliver digital products that are not only functional but meaningful.

Here’s a closer look at how we approach Business Analysis — and why it’s one of the most valuable investments in the development journey.

Step-by-Step Breakdown:

Kickoff & Requirements Elicitation

Every collaboration starts with setting the right foundation. During the kickoff meeting, we gather everyone involved in the project — stakeholders, product owners, analysts, and sometimes even technical leads. This meeting helps us align on the business goals, project vision, challenges, and expectations.

But the real discovery begins with requirements elicitation. We conduct a combination of interviews, workshops, and research sessions to gather insights from all relevant parties:

• What are the business pain points this product aims to solve?
  
  
• Who are the end users, and what do they expect?
  
  
• What would make this project a success?
  
  

This phase is less about listing features and more about uncovering intent. We dive into the why behind each requirement, making sure we’re solving the right problems, not just building what’s asked for on the surface.

The outcome? A deep, shared understanding of the product’s purpose — one that informs every next step.

Requirements Mapping

Once we’ve collected input from stakeholders and users, the next step is to organize and structure it into clear, actionable categories. This isn’t just documentation — it’s about making sense of complexity and laying the groundwork for smart design and development.

We typically map requirements into five main groups:

• Business requirements – the high-level goals and business outcomes the product should achieve.
  
  
• User requirements – user roles, needs, and desired outcomes.
  
  
• Functional requirements – specific features, actions, and system behaviors.
  
  
• Non-functional requirements – performance, usability, reliability, security, and other system qualities.
  
  
• Transition requirements – temporary or one-time requirements like training, deployment, or data migration.
  
  

This mapping helps ensure nothing critical gets lost in translation. It also reduces ambiguity, provides traceability, and supports effective scope management later during development.

User Scenarios & Wireframes

A product isn’t just a list of features — it’s an experience. That’s why we go beyond the theoretical and start visualizing how real users will interact with it.

We create detailed user scenarios that reflect real-world usage patterns and needs. These are narratives that describe how users with specific roles and goals would use the product in specific situations. From there, we design wireframes to show how the interface supports those journeys.

Wireframes help to:

• Test assumptions and ideas early without the cost of design and development.
  
  
• Ensure that the user experience aligns with actual workflows.
  
  
• Facilitate early feedback from clients and internal stakeholders.
  
  

By focusing on real interaction flows — not just screens — we bring the product to life early in the process and reduce the risk of usability issues later.

Tech Feasibility Check

Ideas are powerful, but they must be feasible. That’s why we loop in our technical team during the analysis phase to conduct a technical feasibility check.

During this step, developers assess:

• Can this feature be implemented within the given timeframe and budget?
  
  
• Are there third-party services or APIs we’ll need to integrate with?
  
  
• Are there potential performance or scalability concerns?
  
  
• What technical constraints or trade-offs should we be aware of?
  
  

Early technical involvement helps eliminate surprises later in the process. It allows us to define a realistic MVP, prioritize features based on technical complexity, and adapt the product vision if needed — before development starts.

It also encourages tighter collaboration between analysts, designers, and developers, resulting in better decisions all around.

Documentation

All the insights we’ve gathered don’t live in someone’s head — they’re compiled into a clear, structured, and actionable Software Requirements Specification (SRS).

This document serves as the central reference point for everyone on the team, answering critical questions like:

• What exactly are we building — and why?
  
  
• Who are the users, and what do they expect?
  
  
• What are the rules, constraints, and priorities?
  
  

The SRS also includes use cases, acceptance criteria, user flows, and sometimes diagrams or visual artifacts.

Good documentation ensures:

• Smooth handovers between analysis, design, and development.
  
  
• No loss of context when team members change.
  
  
• Consistent understanding throughout the entire product lifecycle.
  
  

It’s not about bureaucracy — it’s about clarity, accountability, and shared understanding.

Why It Matters

Business Analysis is more than a planning phase — it’s a strategic safeguard. Here’s why we emphasize it at LANARS:

• It reduces uncertainty. When everything is clearly defined, there’s less room for guesswork, miscommunication, or scope creep.
  
  
• It prevents costly rework. Catching gaps or flaws in logic early saves significant time and money down the line.
  
  
• It ensures alignment. Everyone — from stakeholders to developers — shares a common understanding of what’s being built and why.
  
  
• It accelerates delivery. With clear direction and fewer roadblocks, teams can move faster and more confidently.
  
  
• It supports future growth. A well-analyzed foundation makes it easier to scale, pivot, or adapt the product over time.
  
  

In essence, Business Analysis helps you build the right product — not just a functional one, but one that actually solves real problems, meets user needs, and achieves business goals.

Curious how this would look for your project?

If you're launching a new product or thinking about improving an existing one, we’d love to show you how our Business Analysis approach can give your team the clarity and direction it needs.

Let’s talk — and make your vision real.