Project Requirements: A Guide to Best Practice: A Guide to Best Practices [Hardcover]

Project Requirements: A Guide to Best Practices provides project managers with a direct, practical strategy to overcome requirements challenges and manage requirements successfully.

Project Requirements: A Guide to Best Practices gives project managers tools they can assimilate and apply easily to improve project success rates, reduce development costs, reduce rework, and accelerate time to market. Based on experience and best practices, this valuable reference will help you:

• Clarify real requirements before you initiate project work

• Improve management of project requirements

• Save time and effort

• Manage to your schedule

• Improve the quality of deliverables

• Increase customer satisfaction and drive repeat business

Ralph R. Young, DBA, is an active leader and contributor in systems, software, and process engineering. Dr. Young is the director of Engineering Process Improvement, Systems and Process Engineering, Defense Group at Northrop Grumman Information Technology, a leading provider of systems-based solutions. He supports internal and external projects to improve their capabilities to use process improvement techniques, implement effective requirements practices, and develop innovations to facilitate project management. Dr. Young is a graduate of the University of New Hampshire and earned a Master of Arts in economics and a Doctorate in Business Administration at The George Washington University. He is the author of Effective Requirements Practices (Addison-Wesley, 2001) and The Requirements Engineering Handbook (Artech House, 2004).

Key Requirements Success Factors • Partnering for Success • Requirements-Related Project Startup Issues • Fostering Effective Teamwork • Coaching the Project's Requirements Manager and Requirements Analyst • Clear Communication: The Key to Project Success • The "Right" Amount of Discipline and Process • Continuous Improvement • The Project Manager's Role Concerning Quality • Requirements, Risk, and the Project Manager