Mastering software project requirements : a framework for successful planning, development & alignment

Content: PREFACESECTION I: IDENTIFYING & UNDERSTANDING THE BUSINESS SOLUTIONCHAPTER 1: IDENTIFYING THE SOLUTION    Defined Verses Undefined Solution Starting Points    Defining the Business Need, Vision & Mission    Managing to the Exception    Understanding Business Architecture    Benefits Realization PlanningCHAPTER 2: STAKEHOLDER INVOLVEMENT & MANAGEMENT    The Seinfeld Approach to Requirements    Setting & Managing Expectations    Beyond RACI: Getting Sponsors, Business Owners and User Groups Involved    RACI Matrix    Why Some People Contribute and Others Don't    Why Opportunity Alone Does Not Equal Contribution and Increase Participation    Types of Participation    Creating the Right Conditions and Environment Increases Participation    Informational Activities    Input FunnelsSECTION II: REQUIREMENTS PLANNING & MANAGEMENTCHAPTER 3: THE EVOLUTION OF REQUIREMENTS ON A PROJECT    Inherent Project Risks to Requirements    Risks from Project Inception    Risks from Project Resources    5 Critical Requirements Steps That Get Missed: What Business Analysts Are Not Doing (Consistently)     Research    Gap Assessment (vs. Gap Analysis)     Ambiguity Management    Requirements Validation    Facilitated Sign-Off    Quantifying Effectiveness of Requirements Activities    The Golden Rules of Requirements    Attributes of Great RequirementsCHAPTER 4: REQUIREMENTS MANAGEMENT & DEVELOPMENT STRATEGY   Developing a Requirements Management Strategy   Planning Requirements Management   Preparing for Requirements Management   Requirements Management Activities   Tools and Techniques for Requirements Management   Traceability   Change Control   Ambiguity Management   Requirements Management Tool   Naming & Numbering ConventionsCHAPTER 5: ESTABLISHING METRICS & BENCHMARKS   Inputs for Metrics and Benchmarking   Outputs as Quantifiable Results   Measuring Requirements Effectiveness   Calculating the Requirements Effectiveness Index   Calculating the Requirements Quality Index   Calculating the Requirements Productivity Index   Business Priority & Criticality   Functional Complexity   Estiminating Requirements ActivitiesSECTION III: ALL THINGS REQUIREMENTSCHAPTER 6: ELICITATION   From Business Objective and Problem, to Scope and Requirements   Inputs & Outputs of Elicitation   Knowing Where to Find Sources for Requirements   Why Each Source Is Valuable in Elicitation   Tribal Knowledge   Project Scope   Project Charter   Project Plan   High Level Requirements   Business Architecture Documentation   Enterprise Architecture Documentation   What Information Is Collected During Elicitation?    The Risks of Excluding Business Analysts in Implementing COTS   How Is This Information Used During Elicitation?    What Artifacts and Deliverable Will Be Created In Elicitation?    High- to Mid-Level Requirements Evolution (Refinement)    Tools and Techniques for Defining the Future State   Business Process Modeling   Business Rule Scope and Dependencies   Who Will Use the Artifacts and Deliverables From Elicitation?    How Are the Artifacts and Deliverables from Elicitation Used?    Tasks & Activities of Eliciting Requirements   Joint Application Development (JAD) SessionsCHAPTER 7: ANALYSIS   Inputs & Outputs for Analysis   How Is This Information Used During Analysis   Business Process Models   Current State Definition   Future State Definition Outline   Business Architecture   Enterprise Architecture   What Artifacts Are Created During Analysis?    Scenario Definition   Gap Analysis   Cause and Effect Tables   Who Will Use the Artifacts & Deliverables?    How Will the Artifacts & Deliverables Be Used?    Gap Analysis   Scenarios   Activity Diagrams   Use Case Definition Outlines   Cause and Effect Tables   Exit Criteria For AnalysisCHAPTER 8: SPECIFICATION   Writing Testable Requirements   Inputs/Outputs of Specification   What Artifacts and Deliverables are Created in Specification?    Requirements Document   Who Signs Off on Low Level Requirements?    Finalized Business Rules   Business Rules Refinement   Use Case Definition/Refinement   Who Will Use the Artifacts and Deliverables from Specification?    How the Artifacts and Deliverables from Specification can be Utilized - Contributed by James Canter   Tasks and Activities of the Specification Stage   Business Rules   Low-Level Requirements Document   Individual Requirement Structure   Updating Use Cases   Future State Definition Refinement   Exit Criteria for SpecificationCHAPTER 9: VALIDATION   Inputs & Outputs of Validation   What Artifacts & Deliverables Are Created in Validation?    Who Signs Off on Validation?    Requirement Traceability   Tasks & Activities In Validation   Assessing Business Criticality and Priority   Techniques for Validating Requirements   Cause & Effect (Decision) Tabling   Scenarios   Use Cases   Ambiguity Reviews and Tracking   Tools and Techniques for Ambiguity Reviews   Ambiguity Workshops   Numbering Requirements   Facilitated Sign-Off of Requirements   Exit Criteria for Requirements ValidationSECTION IV: IN CONTEXT OF PROJECT & ARCHITECTURE METHODOLOGIESCHAPTER 10: IMPLICATIONS OF AGILE ON REQUIREMENTS   Misconceptions About Agile   Impacts of Agile on Requirements   Strengths of Agile   Risks of Agile SDLCCHAPTER 11: IMPLICATIONS OF WATERFALL ON REQUIREMENTS   Misconceptions About Waterfall   Impacts of Waterfall on Requirements   Using Waterfall to Manage Change   Change Management   Change Control   Strengths of Waterfall   Risks of Waterfall SDLCCHAPTER 12: IMPLICATIONS OF WAGILE ON REQUIREMENTS   Misconceptions About WAgile   Impacts of WAgile on Requirements   Strengths of WAgile   Risks of WAgile SDLCCHAPTER 13: IMPLICATIONS OF TOGAF ENTERPRISE ARCHITECTURE ON REQUIREMENTS   Misconceptions About TOGAF   Impacts of TOGAF on Requirements   Strengths of TOGAF EA Methodology   Risks of TOGAF EA MethodologyCHAPTER 14: HOW BUSINESS ANALYSIS CAN LEVERAGE DO-178C AVIATION ENGINEERING SPECIFICATIONS   DO-178 Framework   Software Planning Process   Software Development Process   Software Requirements Process   Software Design Process   Software Coding Process   Integration Process   Traceability   Correctness, Confidence and Control Process   Verification   Configuration Management   Quality Assurance   Transferrable DO-178 Elements (Applicability & Implications To Commercial Software)    Strengths of DO-178APPENDIX A: WRITING EFFECTIVE EMAILSAPPENDIX B: SAMPLE DOCUMENT TEMPLATES   Ambiguity Log Content Sample   BA Deliverables and Artifacts Index Content Sample   Business Rules Content Sample   Change Control Log Document Content Sample   Current State Document Content Sample   Future State Definition Document Content Sample   GAP Analysis Content Sample   High Level Requirements Document Content Sample   Requirements Document Content Sample   Requirements Risk Assessment Document Content Sample