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Preface to the Third Edition xxi Foreword to the First Edition xxiii Acknowledgments xxv
Chapter 1: Some Fundamental Truths 1 in which we consider the essential contribution of requirements Truth 1 1 Truth 2 2 Truth 3 3 Truth 4 4 Truth 5 5 Truth 6 6 Truth 7 7 Truth 8 7 Truth 9 8 Truth 10 8 Truth 11 9 What Are These Requirements Anyway? 9 The Volere Requirements Process 11
Chapter 2: The Requirements Process 13 in which we present a process for discovering requirements and discuss how you might use it The Requirements Process in Context 14 A Case Study 15 Project Blastoff 15 Trawling for Requirements 17 Quick and Dirty Modeling 19 Scenarios 20 Writing the Requirements 20 Quality Gateway 22 Reusing Requirements 23 Reviewing the Requirements 23 Iterative and Incremental Processes 24 Requirements Retrospective 25 Evolution of Requirements 26 The Template 27 The Snow Card 29 Your Own Requirements Process 31 Formality Guide 32 The Rest of This Book 33
Chapter 3: Scoping the Business Problem 35 in which we establish a definition of the business area to be changed, thereby ensuring that the project team has a clear vision of what their project is meant to achieve Project Blastoff 35 Formality Guide 38 Setting the Scope 38 IceBreaker 41 Scope, Stakeholders, and Goals 43 Stakeholders 44 Other Stakeholders 50 Finding the Stakeholders 54 Goals: What Do You Want to Achieve? 54 Constraints 59 Naming Conventions and Definitions 60 How Much Is This Going to Cost? 61 Risks 62 To Go or Not to Go 63 Blastoff Meetings 64 Summary 65
Chapter 4: Business Use Cases 67 in which we discuss a fail-safe way of partitioning the work and so smooth the way for your requirements investigation Understanding the Work 67 Formality Guide 69 Use Cases and Their Scope 69 The Scope of the Work 70 Business Events 73 Why Business Events and Business Use Cases Are a Good Idea 75 Finding the Business Events 78 Business Use Cases 80 Business Use Cases and Product Use Cases 82 Summary 85
Chapter 5: Investigating the Work 87 in which we come to an understanding of what the business is doing, and start to think about what it might like to do Trawling the Business 87 Formality Guide 89 Trawl for Knowledge 89 The Business Analyst 91 Trawling and Business Use Cases 92 The Brown Cow Model 93 The Current Way of Doing Things (How-Now) 94 Apprenticing 98 Business Use Case Workshops 99 Interviewing the Stakeholders 102 Looking for Reusable Requirements 106 Quick and Dirty Process Modeling 107 Prototypes and Sketches 109 Mind Maps 116 The Murder Book 119 Video and Photographs 120 Wikis, Blogs, Discussion Forums 122 Document Archeology 123 Family Therapy 125 Choosing the Best Trawling Technique 125 Finally
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Chapter 6: Scenarios 129 in which we look at scenarios, and how the business analyst uses them to communicate with the stakeholders Formality Guide 129 Scenarios 130 The Essence of the Business 135 Diagramming the Scenario 138 Alternatives 139 Exceptions 140 What if? Scenarios 142 Misuse Cases and Negative Scenarios 142 Scenario Template 143 Summary 145
Chapter 7: Understanding the Real Problem 147 in which we "think above the line" to find the true essence of the business, and so deliver the right product-one that solves the right problem Formality Guide 149 The Brown Cow Model: Thinking Above the Line 149 Solving the Right Problem 156 Moving into the Future 157 How to Be Innovative 160 Systemic Thinking 162 Value 165 Personas 166 Challenging Constraints 169 Innovation Workshops 171 Brainstorming 173 Back to the Future 174
Chapter 8: Starting the Solution 177 in which we bring the essence of the business into the technological world of the implementation Iterative Development 179 Essential Business 179 Determine the Extent of the Product 180 Consider the Users 181 Designing the User Experience 183 Innovation 184 Sketching the Interface 188 The Real Origin of the Business Event 189 Adjacent Systems and External Technology 190 Cost, Benefit, and Risks 194 Document Your Design Decisions 195 Product Use Case Scenarios 196 Putting It All Together 199
Chapter 9: Strategies for Today''s Business Analyst 203 in which we consider strategies for the business analyst to guide requirements discovery in today''s changing environments Balancing Knowledge, Activities, and People 204 Common Project Requirements Profiles 204 How Much Knowledge Is Needed Before Each Breakout? 205 External Strategy 206 Iterative Strategy 210 Sequential Strategy 212 Your Own Strategy 215 Sharpening Your Requirements Skills 215 Summary 222
Chapter 10: Functional Requirements 223 in which we look at those requirements that cause the product to do something Formality Guide 224 Functional Requirements 225 Uncovering the Functional Requirements 225 Level of Detail or Granularity 228 Description and Rationale 229 Data, Your Secret Weapon 231 Exceptions and Alternatives 233 Conditional Requirements 234 Avoiding Ambiguity 234 Technological Requirements 237 Grouping Requirements 237 Alternatives to Functional Requirements 238 Requirements for COTS 241 Summary 242
Chapter 11: Non-functional Requirements 245