Full title | Identify, analyse and manage requirements |
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Objective | Extract and manage requirements based on the informal needs expressed by stakeholders |
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Applicability | This practice is essential in the early phases of the project when core requirements are identified and defined. Later, it is an important practice when new features are requested. |
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Context | The practice applies to all projects. If the needs of stakeholders have not been identified previously, then this practice becomes the core part of the requirements elicitation strategy. |
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Addressed elements in SMM | |
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Actions | - Formulate requirements based on the needs expressed by the stakeholders
- Each requirement reflects a single feature or constraint of the system
- Identify dependencies among the needs expressed by different stakeholders and reconcile them before defining requirements.
- Identify dependencies between the identified requirements
- Define testable verification criteria for each requirement
- Define and manage priorities for the requirements (in collaboration with stakeholders)
- Maintain and manage traceability links between requirements and the needs
- Use tools to support the management of requirements
- Give priority to the tools available and supported within the organization (Jira, wiki)
- If possible, use the versioning and dependency-tracking capabilities of the tool
- Validate the requirements with stakeholders
- Obtain explicit approval from the key stakeholders, and at least implicit approval from the remaining ones
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Risks | - Requirements are not verifiable
- Requirements cannot be translated into test conditions/test cases
- The progress of the project cannot be appropriately tracked
- Feature regression is likely to happen.
- Requirements cannot be traced back to the needs of stakeholders
- Stakeholders may lose orientation in the project's priorities and key directions
- Some requirements may become orphaned and not backed by the stakeholders
- Some needs may not be addressed appropriately by the requirements
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Related practices | |
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