Page 254 - Software and Systems Requirements Engineering in Practice
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                                                     2 E Q U I R E M E N T S ç - A N A G E M E N T ç

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        ç ç                             # # H A P T E R ç     ç ç  2  E  Q  U  I  R  E  M  E  N  T  S  ç  -  A  N  A  G  E  M  E  N  T  ç
                          v  0LAN  FOR  NAVIGATIONAL  FACILITIES   !S  PROJECTS  GET  LARGE   THE
                             VOLUME  OF  DOCUMENTATION  ASSOCIATED  WITH  THE  PROJECT  CAN
                             MAKE DOCUMENT MANAGEMENT UNWIELDY  &OR EXAMPLE  WHAT
                             HAPPENS  IF  A  REQUIREMENT  IS  ADDED  THAT  CROSS CUTS  OTHER
                             REQUIREMENTS  .AVIGATION TECHNIQUES SHOULD BE DEFINED THAT
                             WILL ENSURE THAT IMPORTANT INFORMATION IS NOT LOST  AND THAT
                             THERE IS NO DUPLICATION OF EFFORT
                          v  #AREFULLY  DEFINE  THE  REQUIREMENTS  DATABASE  SCHEMA
                             2EQUIREMENTS DATABASES ARE A GOOD SOURCE OF PROJECT METRICS
                             BUT QUERY RETRIEVAL IS ONLY AS GOOD AS THE METRICS BUILT IN AND
                             ADHERENCE TO THE PROCESS TO RECORD THEM  &OR EXAMPLE
                             v  0ERCENT  OF  REQUIREMENTS  FAILING  REVIEW  BECAUSE  OF
                               AMBIGUITY  !N  EXCESSIVE  NUMBER  OF  REQUIREMENTS  THAT
                               DO NOT PASS REVIEW BECAUSE OF AMBIGUITY INDICATES THAT
                               ANALYSTS  HAVE  NOT  HAD  ENOUGH  TRAINING  IN  REQUIREMENTS
                               WRITING OR PERHAPS NEED ADDITIONAL MENTORING  !MBIGUOUS
                               REQUIREMENTS ARE A MAJOR SOURCE OF SOFTWARE DEFECTS
                             v  0ERCENT  OF  REQUIREMENTS  FAILING  REVIEW  BECAUSE  OF
                               INCOMPLETENESS  4HIS CAN BE AN EARLY INDICATOR OF SEVERAL
                               PROBLEMS  NOT ENOUGH TIME IS BEING SPENT ON THE ANALYSIS
                               PHASE OF THE PROJECT  ANALYSTS MAY BE TIME BOXED OR RUSHED
                               TO  DELIVER   OR  SUBJECT  MATTER  EXPERTS  ARE  NOT  AVAILABLE
                               SUFFICIENTLY TO CLARIFY THE MATERIAL
                             v  0ERCENT OF REQUIREMENTS COVERED BY TEST CASES  4HIS IS A
                               MEASURE  OF  PROJECT  PROGRESS   )F  AUTOMATED  TRACING
                               MECHANISMS  ARE  IN  PLACE   A  PROJECT  DASHBOARD  CAN  BE
                               CREATED TO DISPLAY INDICATORS OF PROJECT PROGRESS
                          v  )NCLUDE BUSINESS GOALS AND POLICIES IN CHANGE MANAGEMENT
                             DEFINE  BUSINESS  ARTIFACTS  SUCH  THAT  REQUIREMENTS  TRACES  CAN
                             FLOW BACK TO ORIGINATING POLICIES OR GOALS


                       3UMMARY

                      )N THIS CHAPTER  WE HAVE INTRODUCED SOME OF THE PRACTICES USED FOR
                      REQUIREMENTS  MANAGEMENT   4HESE  PRACTICES  BECOME  INCREASINGLY
                      IMPORTANT  AS  PROJECTS  GROW  LARGER   2EQUIREMENTS  AND  2%  ARTIFACTS
                      MUST BE CONTROLLED AND TRACED  7HEN CHANGES ARE PROPOSED  PROCESSES
                      MUST BE USED TO ANALYZE THE IMPACTS OF THE CHANGES
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