Information requirements determination (IRD) is often considered the most important phase of IS development. Research directed at the cognitive challenges of IRD has presented a variety of narrative and diagrammatic tools for eliciting information and representing requirements. However, none of these addresses the cognitive processes used by systems analysts when assessing the sufficiency of the information acquired during IRD. This research identifies the stopping rules employed by analysts to decide when to stop gathering requirements for system development. Experimental findings show that the cognitive limitations of analysts result in flawed application and evaluation of stopping rules, producing premature termination of the IRD process. Further, the results show that the use of a strategic prompting tool reduces the risk of premature stopping by the analyst.