By Karl Wiegers
With undemanding, expert suggestion and useful ideas in accordance with real venture stories, this publication solutions a number of the tricky questions raised by way of pros. From suggestions for estimating and dealing with buyers to the nuts and bolts of documenting necessities, this crucial significant other offers builders, analysts, and executives the cosmic truths that follow to almost each software program improvement project.
realize how to:
- Make the company case for making an investment in greater specifications practices
- Generate estimates utilizing 3 particular techniques
- Conduct questions to elicit significant company and person requirements
- Clearly rfile venture scope
- Implement use instances, situations, and person tales effectively
- Improve inspections and peer reviews
- Write standards that steer clear of ambiguity
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Additional resources for More about software requirements : thorny issues and practical advice
Select product champions. You need to determine who will be the literal voice of the customer for each user class. I call these people product champions. Ideally, product champions are actual users who represent their user-class peers. See Chapter 6, “The Myth of the On-Site Customer,” for more about product champions. ■ Build prototypes. Prototypes provide opportunities for user representatives to interact with a simulation or portion of the ultimate system. ) Prototypes are far more tangible than written requirements specifications.
Each estimator’s judgment is based on his own interpretation of how large the story will be (recognizing that it is initially stated at a high level and will be elaborated and perhaps subdivided) and how long it would take to implement a typical story of that size. Cohn recommends having several developers participate in a story point estimation activity, similar to a Wideband Delphi estimation session. Such group estimation reveals differences of opinion about story size and the factors and assumptions that went into each estimate.
25 The Return. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 An Economic Argument . . . . . . . . . . . . . . . . . . . . . . . . 28 Managers often ask me what return on investment (ROI) they can expect from the money they spend on training, process improvement, and tools for requirements engineering. I can’t give them a nice, tidy answer. ” You can send everyone in your organization through the best training, develop the greatest processes, and buy top-tier tools.
More about software requirements : thorny issues and practical advice by Karl Wiegers