Requirements Management and Requirements Engineering: You Can't Have One Without the Other
With more attention being given to process, requirements management processes have received a fair amount of study over the past few years. On the other hand, there also have been significant advances in requirements engineering, with the recognition that the development of a good software product is very difficult without a well-engineered set of requirements.
When Telepathy Won't Do: Requirements Engineering Key Practices
© 2000 by Karl E. Wiegers. All rights reserved.
When Telepathy Won't Do: Requirements Engineering Key Practices
© 2000 by Karl E. Wiegers. All rights reserved.
Implementing Requirements Traceability
This work was supported in part by grants from the Office of Naval Research project on Engineering of Complex Systems, by the Naval Surface Warfare Center Dahlgren Division, and by a cooperation grant on empirical and theoretical foundations for requirements traceability, jointly funded by the German DAAD and the US National Science Foundation.
Double Duty Metrics: Using Functional Sizing to Gauge Requirements Completeness
There are many approaches for defining software requirements, including scope models, joint application design (JAD) sessions, requirements management, prototyping, rapid application development (RAD), and others. Given a degree of rigor, and with experienced developers and users involved, these techniques deliver a set of documented user requirements.
Disaster Looks Good to Me: Validating Technical Requirements for Nontechnical Project Managers
As companies commit to an enterprise-wide project focus (see Cutter IT Journal, January 2000), business project managers are finding themselves in the position of managing technical subprojects. In today's world, it is hard to imagine a project that does not have an IT component.
Defining Test Requirements for Automated Software Testing
© 2000 by Daniel J. Mosley. All rights reserved.
Developing a Global IT Sourcing Strategy
This Executive Report describes the fundamentals of building a global IT sourcing organization. We, the authors, spent the last two years building such an organization (which we will refer to as IT Sourcing in this report) for a Fortune 100 pharmaceutical company.
Developing a Global IT Sourcing Strategy
This Executive Report describes the fundamentals of building a global IT sourcing organization. We, the authors, spent the last two years building such an organization (which we will refer to as IT Sourcing in this report) for a Fortune 100 pharmaceutical company.
Developing a Global IT Sourcing Strategy
The accompanying Executive Report discusses an emerging IT function we refer to as global IT sourcing, along with the steps, processes, and tools needed to build such a corporate IT function. The authors spent the past two years building such an organization for a Fortune 100 pharmaceutical company.
Developing a Global IT Sourcing Strategy
The accompanying Executive Report discusses an emerging IT function we refer to as global IT sourcing, along with the steps, processes, and tools needed to build such a corporate IT function. The authors spent the past two years building such an organization for a Fortune 100 pharmaceutical company.
Establishing Effective Service-Level Metrics
Software development, enhancement, and maintenance outsourcing arrangements are established on the basis of a contractual partnership, with both sides having a vested interest in the success of the business relationship. The measure of that success can be defined as the effective and efficient delivery of services for a fair market price.
Establishing Effective Service-Level Metrics
Software development, enhancement, and maintenance outsourcing arrangements are established on the basis of a contractual partnership, with both sides having a vested interest in the success of the business relationship. The measure of that success can be defined as the effective and efficient delivery of services for a fair market price.
Bureaucracy or Benefit? Involving Support Functions in IT Outsourcing
They can be a bane or a benefit to outsourcing projects -- those oft-abused internal support functions of procurement, finance, legal, and human resources (HR). To some project managers, these support function groups mean valuable working hours spent for little return; yet those project managers that have experienced the benefits of these groups know that the value of the support is usually worth the investment.
Bureaucracy or Benefit? Involving Support Functions in IT Outsourcing
They can be a bane or a benefit to outsourcing projects -- those oft-abused internal support functions of procurement, finance, legal, and human resources (HR). To some project managers, these support function groups mean valuable working hours spent for little return; yet those project managers that have experienced the benefits of these groups know that the value of the support is usually worth the investment.
Requirements Management and Requirements Engineering: You Can't Have One Without the Other
Requirements Management and Requirements Engineering: You Can't Have One Without the Other
When Telepathy Won't Do: Requirements Engineering Key Practices
© 2000 by Karl E. Wiegers. All rights reserved.
When Telepathy Won't Do: Requirements Engineering Key Practices
© 2000 by Karl E. Wiegers. All rights reserved.
