| Contents Notes |
Introduction: Managers and Requirements -- Requirements: Structure for Success -- Why Johnny Can't Write Requirements: Cultural, Educational, and Management Influences of Requirement Definition -- American Culture -- Samples from Other Cultures -- Corporate Requirement Management Myths -- The Individual -- What Is the Solution? -- The View from the Top: Steps to Creating and Managing Good Requirements -- Why Adopt a Process? -- Requirements for a Requirement Definition Process -- What Process? -- What Is the Manager's Role? -- Just the Beginning -- Creating a Shared Vision: Scoping the Project Up Front -- Why Scope? -- How Do You Communicate Scope? -- How Much Effort Should You Invest in Defining Scope? -- What is the Manager's Role in Scope Definition? -- Scoping Success -- One Day in the Life of A Product: Using Operational Concepts to Improve Requirement Quality -- Why Should You Develop Operational Concepts? -- How Do You Develop Operational Concepts? -- Beyond Basic Usage -- The Abnormal -- Human Interface Detail -- Assessing Completeness -- Early Validation Opportunities -- What Is the Manager's Role in Operational Concepts? -- Operational Concepts Have High Return on Investment -- Collision Course: Identifying and Managing Interfaces -- Why Define External Interfaces So Soon? -- How Do You Identify Interfaces Early? -- The External Interfaces -- The Internal Interfaces -- Document, Document! -- What Is the Manager's Role with Interfaces? -- Ignoring Interface Issues Makes Them Bigger -- Be Careful What You Ask For: Writing Good Requirements -- Why Are Individual Requirements So Important? -- How Do You Recognize the Good? -- The Bad and the Ugly -- What Is the Manager's Role in Writing Requirements? -- A Review Mindset -- Theirs But to Reason Why: The Value of Recording Rationale -- Why Record Rationale? -- What Should Rationale Include? -- How and When Should You Capture Rationale? -- What Is the Manager's Role in Rationale? -- The Rationale for Rationale -- Everything in Its Place: Levels, Allocating, and Tracing Requirements -- What Are Requirement Levels? -- Why Is Writing Requirements to Levels Important? -- What Is Allocation? -- Why a Top-Down Requirement Allocation? -- What Is Traceability? -- Why Start Tracing Requirements Now? -- How Do You Get Every Requirement in the Right Place at the Right Time? -- What Is the Manager's Role in Levels, Allocation, and Traceability? -- Wrapping Up with Neat Packages -- But Will It Work? Thinking Ahead to Verification -- Why Look at Verification during Requirement Definition? -- How Do You Address Verification during Requirement Definition? -- What Is the Manager's Role in Assessing Verification? -- Verifying Your Assessment -- A Needle in a Haystack: Formatting Requirements -- What's Wrong with Just a List of Requirements? -- What Are the Requirements for a Requirement Format? -- How Do You Tailor? -- What Is the Manager's Role in Formatting Requirements? -- Maintaining Perspective among the Piles of Paper -- Drawing a Line in the Sand: Preparing to Baseline Requirements -- What's the Big Deal about a Baseline? -- Drawing the Line -- All at Once or Step-by-Step? -- What Is the Manager's Role in Baselining? -- The Bottom Line on Drawing the Line -- Not All Requirements Are Created Equal: The Case for Prioritizing Requirements -- The Case for Early Prioritization -- Selling the Concept of Prioritizing Requirements -- How Do You Prioritize Requirements? -- What Is the Manager's Role in Prioritizing Requirements? -- The Bottom Line on Prioritizing Requirements -- Keeping Sane: Automating Requirement Management -- Why Automate? -- How Do You Automate? -- What Is the Manager's Role in Automating Requirement Management? -- No Magic Here -- Death, Taxes, and Requirement Change: Managing Change -- Why Formal Change Control? -- How Do You Control Change? -- What Is the Manager's Role in Change Management? -- A Balancing Act -- Cap'n, Are We There Yet? Measuring Requirement Quality -- Why Measure Requirement Quality? -- Using Common Data for Quality Measurement -- The Fifth Amendment Syndrome -- What Is the Manager's Role in Measuring Requirement Quality? -- Measurement Is the Foundation of Improvement -- It Can Happen on Your Watch: Making Changes in an Organization's Requirement Definition Process -- The Process -- The Culture -- The Pitfalls -- The Price. "This book will show you, as a manager, how to prevent failure by guiding and empowering your people to define and understand the right requirements early in the product development cycle." "Drawing on their 50 combined years of real-world product development experience in many industries - including aerospace, medical transportation, insurance, and military applications - the authors spell out exactly what's involved in "doing it right the first time." They provide tested methods for defining hardware and service products as well as software, a true rarity in handbooks on requirements."--Jacket. |
