Effective Requirements Practices
暫譯: 有效的需求實踐

Ralph R. Young

Effective Requirements Practices
  • 出版商: Addison Wesley
  • 出版日期: 2001-03-18
  • 定價: $1,500
  • 售價: 6.0 折 $900
  • 語言: 英文
  • 頁數: 400
  • 裝訂: Paperback
  • ISBN: 0201709120
  • ISBN-13: 9780201709124
  • 相關分類: 專案管理 PM、軟體工程

    • 立即出貨(限量)

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商品描述


Description

The best-practices guide to software requirements for every project leader and stakeholder.

  • 10 breakthrough techniques that reduce risk and eliminate cost overruns.
  • Practical mechanisms, methods, tools, and templates from one of the world's leading software project managers.
  • Extensive coverage of the human issues associated with enterprise-scale software development projects.
More than 25% of all software projects still fail outright -- costing organizations billions of dollars. One key reason: a failure to effectively define project requirements. In this book, leading enterprise software project manager Ralph Young brings together today's best techniques for gathering requirements, presenting solutions for every project role and stakeholder -- technical and business. Young demonstrates how to identify initial requirements, prioritize and specify requirements, iterate specifications to achieve greater clarity; identify the best ways each requirement can be met; and verify and validate requirements prior to coding. He offers proven techniques for establishing positive partnerships and effective communication with business managers, technical professionals, and software users; handling changes that occur during the course of a project; maintaining a project's momentum in the face of corporate politics and other obstacles; and much more. The book includes comprehensive templates that can be used to improve existing software requirements processes -- or to establish entirely new processes. For all project stakeholders: IT executives, project managers, software engineers, application developers, testers, quality specialists, integrators, even software consumers.

Ralph R. Young is Director of Software Engineering, Systems and Process Engineering, at PRC, Inc., where he leads a team of senior software engineers who provide technical expertise enterprise-wide, addressing the organization's most challenging development problems.

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Table Of Contents

List of Figures.
Foreword.
Preface.
Acknowledgments.

I. Background.

1 Introduction.
The State of the Industry Today.
The Need to Use Effective Requirements Practices.
The Requirements Process.
What is a Process?
What Is the Requirements Process?

Benefits of a Process Approach.
Pitfalls of Using a Process Approach.
About This Book.
Roles.
Key Terms.
A Requirements Taxonomy.
Systems and Software Engineers.
Intended Audience.
Recommended Mind-set for Readers of This Book.
The "Team," the "Project," and the "Project Manager".
Footnotes in This Book.
Key References and Suggested Readings.

Upcoming Topics.
Summary.
Key References and Suggested Readings.

II Recommended Requirements Practices.


2 Commit to the Approach.
What Do We Mean by Commitment?
How Can Commitment Be Attained and Maintained?
Recommendations to Assist in Evolving the Partnering Approach.
Involve Managers with Authority in the Partnering Workshop.
Develop a Requirements Plan.
Utilize a Set of Mechanisms, Methods, Techniques, and Tools.
Work Toward a Quality Culture.

Summary.
Key References and Suggested Readings.

3 Establish and Utilize a Joint Team Responsible for the Requirements.
What Is a "Joint Team"?
What Does the Joint Team Do?
How Is the Joint Team Created?
Who Should Be on the Joint Team?
How Often Should the Joint Team Meet?
What Metrics Need to Be Created and Tracked?
Calculating Return on Investment (ROI) from Using Effective Requirements Practices.
Customer and Supplier Roles.
Summary.
Key References and Suggested Readings.

4 Define the Real Customer Needs.
Recommendations to Facilitate Getting to the Real Requirements.
Invest More in the Requirements Process.
Train PMs to Pay More Attention to the Requirements Process.
Identify a Project Champion.
Define the Project Vision and Scope.
Identify a Requirements Engineer and Utilize Domain Experts to Perform Requirements Engineering Tasks.
Train Developers Not to Make Requirements Decisions and Not to Gold Plate.
Utilize a Variety of Techniques to Elicit Customer and User Requirements and Expectations.
Use Cases.
Train Requirements Engineers to Write Good Requirements.
The Impact of Requirements Errors.
The Importance of Requirements to Program Costs.
What Is a Good Requirement?
Document the Rationale for Each Requirement.
Utilize Methods and Automated Tools to Analyze, Prioritize, and Track Requirements.
Approaches, Tools, and Methods for Prioritizing Requirements.
Collect Requirements from Multiple Viewpoints.
Consider the Use of Formal Methods When Appropriate.

Pitfalls.
Summary.
Key References and Suggested Readings.

5 Use and Continually Improve a Requirements Process.
What Is a Process?
How Is a Process Designed?
Why Is a Requirements Process Needed?
Goals of Requirements Engineers.
A Sample Requirements Process.
How Can Organizations Create or Tailor a Requirements Process?
Tailoring of Processes.
Web Support: An Organizational Process Asset Library.
Summary.
Key References and Suggested Readings.

6 Iterate the System Requirements and Architecture Repeatedly.
The System Engineering Process.
Recommendations.
Consider the "Designability" of the System When Addressing the Requirements.
Allocate Requirements to Functional Partitions, Objects, People, or Support Elements to Support Synthesis of Solutions.
Utilize a System Architecture Process.
Consider Open Systems Standards.

Guidelines for "Architecting".
Another View.
Summary.
Key References and Suggested Readings.

7 Use a Mechanism to Maintain Project Communication.
Setting the Stage.
Natural Human Tendency.
A Proactive Approach to Achieve Effective Communication.
An Example Mechanism.
When Negativism Shows Up.
Another Valuable Mechanism‹Brown Bags.
Guidelines for Effective Meetings.
Guidelines for Effective E-mail Communication.
The Value of a Common Vocabulary.
The Use of Vertical Experts.
Avoid Multiple Locations.
A Final Recommendation.
Summary.
Key References and Suggested Readings.

8 Select Familiar Methods and Maintain a Set of Work Products.
The Foundation for System Development.
What Are the Candidate Methods and Techniques?
Which Methods and Techniques Are Best?
Use of Function Points for Software Estimation.
Quality Function Deployment.
What Comprises the Requirements Specification?
The Rationale for Prioritizing Requirements.
Summary.
Key References and Suggested Readings.

9 Perform Requirements Verification and Validation.
V&V Terminology.
The Importance of V&V.
V&V Planning.
Verification Methods.
V&V Techniques.
Using Traceability to Support Verification.
A Structured Approach to Testing.
Recommendations.
Pitfalls.
Summary.
Key References and Suggested Readings.

10 Provide an Effective Mechanism to Accommodate Requirements Changes.
Why Such Emphasis?
Planning for Changes in Requirements.
The Recommended Mechanism.
Requirements Leakage.
Focus on What Counts!
How Much Can Requirements Change?
A Way to Deal with Requirements Creep Contractually.
Other Recommendations.
Summary.
Key References and Suggested Readings.

11 Perform the Development Effort Using Known, familiar Proven Industry, Organizational, and Project Best Practices.
What's All the Fuss?
What Can We Do About It?
Recommendations.
Provide to the Development Team an Understanding of the Relevant Policies, Processes, and Procedures to Be Used.
Utilize a Practical, Effective Project Management Approach.
Ensure That Selected Members of the Development Team Have Domain Knowledge.
Perform the Development Effort Using Known (Trained), Proven Processes, Mechanisms, Methods, Techniques, and Tools.
Provide and Utilize Mechanisms to Foster Effective Communications Throughout the Development Team.
Utilize Peer Reviews and Inspections to Remove Defects from Processes and Work Products.
Ensure That Configuration Management Is Effective.
Foster an Independent QA Role That Proactively Assists and Supports the Development Team and Provides Value to the Project.
Ensure That Subcontractors Are Managed So That Their Contributions Are Effective.
Use Appropriate, Useful Metrics to Manage the Project.
Ensure That a Systematic Approach to Involving the Customer in This Entire Effort Is Working.
Manage Processes Quantitatively. Also, Use a Defect Prevention (DP) Process, a Technology Change Management (TCM) Process, and a Process Change Management (PCM) Process. Perform Extensive Reinsertion and Reuse Throughout the Organization.

Musings on Project Management.
Summary.
Key References and Suggested Readings.

III.What to Do Next.


12 How to Proceed.
Common Issues.
Key Factors in Addressing These Issues.
The Customer.
Requirements as a Key Driver to Any Systems or Software Effort.
Financing Improvements in the Requirements Process.
Survival of the Fittest.
Management Awareness and Expectations.
Metrics.
The Development Team.

Where to Start.
How to Prioritize Needed Efforts.
Relationship of the Recommended Effective Requirements Practices to the CMM.
But I Have So Many Things to Do....
What If We Are "Further Along" on Our Project?
Summary.
Key References and Suggested Readings.
Epilogue.
List of Acronyms.
Glossary.
Credits.
Bibliography.

Author Index.
Subject Index. 0201709120T04062001.


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商品描述(中文翻譯)

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描述


每位專案負責人和利害關係人的最佳實踐指南。


  • 10 種突破性技術，降低風險並消除成本超支。

  • 來自全球領先的軟體專案經理的實用機制、方法、工具和範本。

  • 廣泛涵蓋與企業級軟體開發專案相關的人問題。

超過 25% 的軟體專案仍然完全失敗，這使得組織損失數十億美元。 一個關鍵原因是：未能有效定義專案需求。 在本書中，領先的企業軟體專案經理 Ralph Young 整合了當今收集需求的最佳技術，為每個專案角色和利害關係人提供解決方案——無論是技術還是商業。 Young 展示了如何識別初步需求、優先排序和具體化需求、迭代規範以達到更高的清晰度；識別滿足每個需求的最佳方法；以及在編碼之前驗證和確認需求。他提供了建立積極夥伴關係和與商業經理、技術專業人員及軟體使用者進行有效溝通的經驗技術；處理專案過程中發生的變更；在面對企業政治和其他障礙時保持專案的動力；以及更多內容。本書包括全面的範本，可用於改善現有的軟體需求流程——或建立全新的流程。適用於所有專案利害關係人：IT 高管、專案經理、軟體工程師、應用開發人員、測試人員、品質專家、整合者，甚至是軟體消費者。

Ralph R. Young 是 PRC, Inc. 的軟體工程、系統與流程工程部門的主任，他領導一支高級軟體工程師團隊，提供全企業的技術專業知識，解決組織最具挑戰性的開發問題。

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目錄


圖表清單。
前言。
序言。
感謝。

I. 背景。

1 介紹。
當前行業狀況。
使用有效需求實踐的必要性。
需求流程。
什麼是流程？
需求流程是什麼？



流程方法的好處。
使用流程方法的陷阱。
本書介紹。
角色。
關鍵術語。
需求分類法。
系統和軟體工程師。
目標讀者。
本書讀者的建議心態。
‘團隊’、‘專案’和‘專案經理’。
本書中的註腳。
關鍵參考文獻和建議閱讀。



即將討論的主題。
總結。
關鍵參考文獻和建議閱讀。

II 建議的需求實踐。





2 承諾於方法。
我們所說的承諾是什麼？
如何獲得和維持承諾？
協助演變夥伴關係方法的建議。
在夥伴工作坊中讓有權限的經理參與。
制定需求計畫。
利用一套機制、方法、技術和工具。
朝向質量文化努力。



總結。
關鍵參考文獻和建議閱讀。


3 建立並利用一個負責需求的聯合團隊。
什麼是‘聯合團隊’？
聯合團隊的職責是什麼？
如何建立聯合團隊？
誰應該在聯合團隊中？
聯合團隊應該多久開會一次？
需要創建和追蹤哪些指標？
計算使用有效需求實踐的投資回報率 (ROI)。
客戶和供應商的角色。
總結。
關鍵參考文獻和建議閱讀。


4 定義真正的客戶需求。
促進獲得真正需求的建議。
在需求流程中投入更多資源。
訓練專案經理更加關注需求流程。
識別專案冠軍。
定義專案願景和範圍。
識別需求工程師並利用領域專家執行需求工程任務。
訓練開發人員不要做出需求決策，也不要過度設計。
利用多種技術來引出客戶和使用者的需求與期望。
使用案例。
訓練需求工程師撰寫良好的需求。
需求錯誤的影響。
需求對程式成本的重要性。
什麼是良好的需求？
記錄每個需求的理由。
利用方法和自動化工具來分析、優先排序和追蹤需求。
優先排序需求的方法、工具和技術。
從多個觀點收集需求。
在適當的情況下考慮使用正式方法。



陷阱。
總結。
關鍵參考文獻和建議閱讀。


5 使用並持續改進需求流程。
什麼是流程？
如何設計流程？
為什麼需要需求流程？
需求工程師的目標。
一個範例需求流程。
組織如何創建或調整需求流程？
流程的調整。
網路支援：組織流程資產庫。
總結。
關鍵參考文獻和建議閱讀。


6 反覆迭代系統需求和架構。
系統工程流程。
建議。
在處理需求時考慮系統的‘可設計性’。
將需求分配給功能分區、物件、人員或支援元素，以支持解決方案的綜合。
利用系統架構流程。
考慮開放系統標準。



‘架構’的指導方針。
另一種觀點。
總結。
關鍵參考文獻和建議閱讀。


7 使用機制維持專案溝通。
設定舞台。
自然的人類傾向。
主動的方式以實現有效溝通。
一個範例機制。
當消極情緒出現時。
另一個有價值的機制‹Brown Bags。
有效會議的指導方針。
有效電子郵件溝通的指導方針。
共同詞彙的價值。
使用垂直專家。
避免多個地點。
最後的建議。
總結。
關鍵參考文獻和建議閱讀。


8 選擇熟悉的方法並維持一套工作產品。
系統開發的基礎。
候選方法和技術是什麼？
哪些方法和技術是最佳的？
使用功能點進行軟體估算。
品質功能展開。
需求規範的組成是什麼？
優先排序需求的理由。
總結。
關鍵參考文獻和建議閱讀。


9 執行需求驗證和確認。
V&V術語。
V&V的重要性。
V&V計畫。
驗證方法。
V&V技術。
使用可追溯性支持驗證。
結構化測試方法。
建議。
陷阱。
總結。
關鍵參考文獻和建議閱讀。


10 提供有效機制以適應需求變更。
為什麼如此強調？
規劃需求變更。
建議的機制。
需求洩漏。
專注於重要的事情！
需求可以變更多少？
一種合約上處理需求膨脹的方法。
其他建議。
總結。
關鍵參考文獻和建議閱讀。


11 使用已知、熟悉的行業、組織和專案最佳實踐進行開發工作。
為什麼這麼多的爭論？
我們能做些什麼？
建議。
向開發團隊提供相關政策、流程和程序的理解。
利用實用、有效的專案管理方法。
確保開發團隊的選定成員具備領域知識。
使用已知（受訓）、經過驗證的流程、機制、方法、技術和工具進行開發工作。
提供並利用機制以促進開發團隊之間的有效溝通。
利用同儕評審和檢查來消除流程和工作產品中的缺陷。
確保配置管理有效。
促進獨立的 QA 角色，主動協助和支持開發團隊，並為專案提供價值。
確保對分包商的管理，使其貢獻有效。
使用適當、有用的指標來管理專案。
確保在整個過程中以系統化的方法讓客戶參與。
定量管理流程。此外，使用缺陷預防 (DP) 流程、技術變更管理 (TCM) 流程和流程變更管理 (PCM) 流程。在整個組織中進行廣泛的再插入和重用。



對專案管理的思考。
總結。
關鍵參考文獻和建議閱讀。

III. 接下來該怎麼做。





12 如何進行。
常見問題。
解決這些問題的關鍵因素。
客戶。
需求作為任何系統或軟體工作的關鍵驅動力。
為需求流程的改進提供資金。
適者生存。
管理層的認知和期望。
指標。
開發團隊。



從哪裡開始。
如何優先考慮所需的努力。
建議的有效需求實踐與 CMM 的關係。
但我有這麼多事情要做....
如果我們的專案‘進展更快’呢？
總結。
關鍵參考文獻和建議閱讀。
附錄。
縮寫清單。
詞彙表。
感謝。
B
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