- Paperback: 352 pages
- Publisher: Addison Wesley; 1 edition (20 Aug. 2004)
- Language: English
- ISBN-10: 032165904X
- ISBN-13: 978-0321659040
- Product Dimensions: 18.8 x 2.3 x 24.1 cm
- Average Customer Review: 5.0 out of 5 stars See all reviews (1 customer review)
Amazon Bestsellers Rank:
2,055,261 in Books (See Top 100 in Books)
- #1072 in Books > Business, Finance & Law > Management > Human Resources > Professional Development
- #3641 in Books > Computers & Internet > Computer Science > Programming > Software Design, Testing & Engineering > Software Architecture
- #3690 in Books > Computers & Internet > Computer Science > Programming > Software Design, Testing & Engineering > Functional Programming
- See Complete Table of Contents
Requirements-Led Project Management: Discovering David's Slingshot Paperback – 20 Aug 2004
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From the Back Cover
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.
About the Author
Suzanne Robertson and James Robertson have, over many years, helped hundreds of companies improve their requirements techniques and move into the fast lane of system development. Their courses and seminars on requirements, analysis, and design are widely praised for their innovative approach. The Robertsons are principals of the Atlantic Systems Guild, a well-known consultancy specializing in the human dimensions of complex system building. They are also the coauthors of Requirements-Led Project Management (Addison-Wesley, 2005).
James Robertson and Suzanne Robertson have, over many years, helped hundreds of companies improve their requirements techniques and move into the fast lane of system development. Their courses and seminars on requirements, analysis, and design are widely praised for their innovative approach. The Robertsons are principals of the Atlantic Systems Guild, a well-known consultancy specializing in the human dimensions of complex system building. They are also the coauthors of Requirements-Led Project Management (Addison-Wesley, 2005).
Top Customer Reviews
Both books are excellent value for money.
You only need one of them.
As I write, I am 60 pages in. I have yet to find any fresh material that was not covered in 'Mastering The Requirements Process'
I'll persevere though; as the first book was so good. A little reinforcement and altered perspective never did any harm. who knows, perhaps I will develop fresh insights!
Most Helpful Customer Reviews on Amazon.com (beta) (May include reviews from Early Reviewer Rewards Program)
The book touches on important aspects of creating and managing software requirements such as writing testable requirements, creating use cases, drawing context diagrams, etc.
Some of the statements within the book are questionable. For instance (I'm paraphrasing), a requirement is not a requirement if you can't afford to build it. I've found that prejudicing requirements sessions with early budget and technical constraints is, at best, counter-productive.
Also, the discussion of the change control over requirements (and it's impact on the design, test plans, construction deliverables) is given short shrift within this text. The suggestion is made that if requirements were well done to begin with, there wouldn't be changes. Surely better requirements provide better requirements stability, but any project would benefit by a fairly robust requirements-led change control process.
The bottom line is this is a good text on software requirements and related practices, but not a classic text. For that you may have to look elsewhere.
The key message here is that if you get the requirements right, the project will fall into place and run much better. Requirements are key to getting good estimates, scheduling, aligning stakeholders, testing, etc. Well this is true, but hard. The Robertsons talk Agile talk but don't do the Agile walk. One of the keys to Agile is that full, complete, or even mostly complete requirements are a myth. Learn a little, build a little. The Robertsons change that to learn a lot, build a little. Not quite the same. I personally agree that we should learn more about the problem space of a software project than what some Agile methods call for. Then again, I don't reference Beck and Folwer as much as the Robertsons do.
What I personally am having difficulty doing is agreeing to the Robertsons advice to "invent" requirements. To me this is a slippery slope not worth going down. I think the requirements analyst's job is to fully understand the business problem space, perhaps better than the stakeholders themselves. I would like to leave it to the designers to invent the solutions. Sometimes that is the same person and that is OK by me. However, I think as an activity list, they should be different categories.
So, if you have read "Mastering the Requirements Process" and you are primarily interested in requirements techniques, there isn't much need to buy this book. If you are into project management and want a different viewpoint from many of the PM books out there, this may work for you.
The book covers conventional project management in a compelling and interesting way, and offers practical experienced based insights. Based on that I would give it five stars. The centering of the management process around requirements is a great idea. And the use of lo-fi prototypes is genius. So there is great content in here. But, unfortunately the distracting content and the sub-par quality of the illustrations leads me to give it a four out of five.
Still, if you are looking for a way to break out of the mold of your current development process. And you are looking for something that could lead to a more compelling product design for your customer. You may find the answer you are looking for in this book.
Project management and development is more an exercise is psychology than architecture. The Robertsons are aware of this and build their methods around human interaction.
I'm glad I read it. I learned quite a bit. The other books reccomended throughout this title are a great find and the recipe for the perfect dry martini is in fact quite accurate.
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