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Links 1 through 10 of 25 by Jonathan Babcock tagged analysis

Pierson Requirements Group’s customers have found that they are able to capture 93 – 95% of the business requirements functionality by using a collaborative requirements method and by creating and validating paper prototypes with the business community.

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How do you get requirements right? Do you have to be clairvoyant to do requirements engineering?\n\nAt JAOO Aarhus 2008 Chris Rupp talked about exactly that and why it is so hard to get requirements right. She talked about different approaches to reading the customers mind, how you can match the techniques to your project based on the biggest threat in the project and how to ask the right questions to identify defects in a delivered requirements document.

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The primary conundrum in requirements analysis is simple: how can you be sure that you understand what the user said or wrote? Analysts have to master the terminology and domain of the customers. Only customers can verify that analysts have done so. This is made more difficult by many forces

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Methods & Tools is a free magazine with PDF and text issues with practical knowledge, information and resources on software development and software engineering.

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A problem statement is a concise introductory statement about the topic you are presenting. It's your controlling idea, tying together and giving direction to all other elements. Use it to persuade the reader that your thesis is a valid one.

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Understand the architecturally significant aspects of business analysis on which a project architect should focus.

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Interesting insight into 3 distinct types of requirements: Conscious Requirements - Problems that the new system must solve; Unconscious Requirements - Already solved by the current system; Undreamed of Requirements - Would be a requirement if we knew it

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Scott Sehlhorst takes on CNET over an article implying in a roundabout way that the reason Microsoft's new Live e-mail platform has fizzled is that change is inherently a negative thing. He argues "[t]he whole change is bad argument is a red herring. The

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Tips on making your objectives Specific, Measurable, Attainable, Realistic, and Timebound.

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By repeatedly asking the question "Why" (five is a good rule of thumb), you can peel away the layers of symptoms which can lead to the root cause of a problem. Very often the ostensible reason for a problem will lead you to another question. You may find

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