The most expensive software mistakes are made before anyone watches a demo. Teams that shop without a clear list of requirements end up dazzled by features they don't need and blind to gaps that matter. Defining requirements first is the single highest-leverage step in any technology purchase.
Start with the problem, not the product
Write down the specific problems you're trying to solve. "We want a new EMR" is not a requirement; "clinicians spend too long documenting visits" and "we lose revenue to claim denials" are. Anchoring on problems keeps the evaluation grounded and gives you a way to judge whether a tool actually helps.
Categories of requirements to capture
- Functional: the tasks the tool must perform (e-prescribing, scheduling, telehealth).
- Workflow: how those tasks fit your specific clinical and front-office routines.
- Technical: integrations, data formats, devices, and connectivity.
- Security & compliance: encryption, access control, audit logs, BAA.
- Constraints: budget shape, timeline, and staff capacity for change.
Separate must-haves from nice-to-haves
| Requirement | Type | Why |
|---|---|---|
| Signed BAA available | Must-have | Required for PHI |
| Integrates with current billing | Must-have | Avoids manual re-entry |
| Specialty note templates | Must-have | Workflow fit |
| Built-in self-scheduling | Nice-to-have | Helpful, not essential |
| Custom branding | Nice-to-have | Cosmetic |
Involve the people who'll use it
Requirements written only by leadership or IT miss the friction that front-line staff feel every day. Pull a short list of needs from clinicians, schedulers, and billers. The people who will live in the software know which workflows make or break their day, and their buy-in matters at go-live. This is also where you'll catch hidden must-haves that executives wouldn't think of.
Connect requirements to compliance
Some requirements aren't optional because regulation makes them necessary. If the tool will handle protected health information, security safeguards and a Business Associate Agreement are must-haves, not preferences. HHS guidance on the HIPAA Security Rule outlines the kinds of administrative, physical, and technical safeguards that should appear on your requirements list from the start, rather than being discovered during contract review.
Write requirements you can test
Vague requirements are nearly useless because every vendor can claim to meet them. "Easy to use" or "good support" can't be verified; "a clinician can complete a routine visit note in under five minutes" and "phone support answered within one business day, in writing" can. The discipline of writing each requirement as something you could actually observe in a trial transforms your evaluation. It converts marketing claims into testable assertions and gives you a clear pass/fail to apply during a proof of concept. Before you finish your list, reread each item and ask: how would I prove a tool meets this? If you can't answer, sharpen the requirement until you can.
Keep the list a living document
Requirements aren't a one-time artifact you file away after the demo. As you evaluate tools, you'll discover needs you hadn't articulated and assumptions that turn out to be wrong. Update the list as you learn. Just as importantly, freeze it before the final decision so a persuasive vendor can't quietly redefine "essential" to match whatever their product happens to do well. A requirements list that bends to fit the front-runner has stopped doing its job. The list exists to keep your decision anchored to your needs, not the loudest sales pitch.
The takeaway
Define your requirements before you shop, organized by function, workflow, technical needs, security, and constraints. Distinguish true must-haves from nice-to-haves, involve the people who'll use the tool, and bake compliance needs in from day one. With a clear list in hand, every demo becomes a test against your needs instead of a sales pitch you have to resist.