Requirements-led project management: discovering David's Slingshot
Requirements are a crucial ingredient of any successful project. This is true for any product--software, hardware, consumer appliance, or large-scale construction. You have to understand its requirements--what is needed and desired--if you are to build the right product. Most developers recognize the truth in this statement, even if they don't always live up to it. Far less obvious, however, is the contribution that the requirements activity makes to project management. Requirements, along with other outputs from the requirements activity, are potent project management tools. In Requirements-Led Project Management,Suzanne and James Robertson show how to use requirements to manage the development lifecycle. They show program managers, product and project managers, team leaders, and business analysts specifically how to: Use requirements as input to project planning and decision-making Determine whether to invest in a project Deliver more appropriate products with a quick cycle time Measure and estimate the requirements effort Define the most effective requirements process for a project Manage stakeholder involvement and expectations Set requirements priorities Manage requirements across multiple domains and technologies Use requirements to communicate across business and technological boundaries In their previous book, Mastering the Requirements Process,the Robertsons defined Volere--their groundbreaking and now widely adopted requirements process. In this second book, they look at the outputs from the requirements process and demonstrate how you can take advantage of the all-important links between requirements and project success.
2 pages matching quirements in this book
Results 1-2 of 2
What people are saying - Write a review
We haven't found any reviews in the usual places.
7 other sections not shown
4—Learning adjacent system attributes brainstorming build business analysts business event Capers Jones Chapter client communicate consider constraints context diagram context model Contextual Design continuous partial attention cost customers deliver discover effective ensure entity essence example existing systems Federal Express fit criterion Fred Brooks function point counting hands-on user ideas identify implementation input interface investing in requirements Kgotla knowledge model look means measure ments meta-manager Mythical Man-Month nonfunctional requirements organization output potential practices for PSI problem project managers project sociology project team prototype quirements relevant requirements activity requirements analysts requirements practices requirements process response right product risk scenarios scope creep shown in Figure shows simulation social envelope software prototypes solution specification stakeholder map stored data systems thinking talk team roles techniques template things ticket tion understand write