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Introduction toRequirements – The Critical DetailsThat Makeor BreakaProject
1-800-COURSESwww.globalknowledge.com
Expert Reference Series of White Papers
 
Introduction
Every project an organization undertakes has requirements.It doesn’t matter if it’s building hardware solu-tions,developing software solutions,installing networks,protecting data,or training users - for the project tobe a success,knowing what the requirements are is an absolute must.Requirements exist for virtually any components of a project or task.For example,a project may require specif-ic methods,expertise levels of personnel,or the format of deliverables.This whitepaper will discuss the variouskinds of information technology requirements,their importance,the different requirement types,the concept of requirements engineering and the process for gathering requirements.
What Are Requirements?
The IEEE Standard 1233-1998,IEEE Guide for Developing System Requirements Specifications,defines a well-formed requirement as a statement that:•States system functionality (a Capability)•Can be validated•Must be met or possessed by a system•Solves a customer problem•Achieves a customer objective•Is qualified by measurable Conditions and bounded by ConstraintsSpecifically,a well-formed requirement should contain:•Capability•Condition(s)•Constraint(s)According to the Oxford American Dictionary:
Capability
as a noun is defined as the capability of doing something;or a power or ability,i.e.,“the capabili-ty of bringing the best out in people”or “the capability to increase productivity;”however,when used with anadjective,a capability describes a facility on a computer for performing specific tasks,i.e.,“the computer has agraphics capability.”
Condition
as a noun is defined as the state of something,especially with regard to its appearance,quality,orworking order,i.e.,“the wiring is in good condition,”or “the bridge is in an extremely dangerous condition.”Acondition can also be a state of affairs that must exist or be brought about before something else is possible
Richard Frederick, PMP, MCP, MSF Practitioner, IT Portfolio Manager
Introduction to Requirements – The CriticalDetails That Make or Break a Project
Copyright ©2007 Global Knowledge Training LLC. All rights reserved.Page2
 
orpermitted,i.e.,“for a member to borrow money,three conditions have to be met,”or “all personnel shouldcomply with this policy as a condition of employment,”or “I'll accept your offer on one condition.”
Constraint
as a noun is defined as a limitation or restriction,i.e.,“the availability of water is the main con-straint on food production”or “time constraints make it impossible to do everything.”
Importance of Requirements
The Foundation
Wherever there are people,there are problems.
Different institutions are created to solve these unique,large-scale problems:government,healthcare,trans-portation,telecommunications,etc.These institutions,utilizing a “systems approach”for planning,organizing,and controlling resources,initiate projects to focus on “specific objectives”or components of their problems.Requirements are the documented needs of a project that are gathered to identify the specific constraints(scope) of each project component and act as the foundation for everything else that occurs in a project.
Project Failure
Requirements are considered by many experts to be the major reason projects do not achieve the triple con-straint of “on-time,on-budget,and high quality.”Very few projects do an effective job of identifying andcarrying through the project and all the requirements correctly.Various studies have shown that failure to meet requirements is the biggest problem in projects.Most defectsoccur during the requirements phase.Project teams need to do a much better job on requirements if they wishto develop quality projects on-time and on-budget.
The Problem
Since the invention of computers,there have been three primary issues to meeting project requirements.First,the technology learning curve is advancing much faster than the business learning curve.,In other words,while technology concepts are changing rapidly,business management concepts have not changed at thesame pace.Second,there is a huge disconnect in the language between business people and technology people.Eachgroup has its own taxonomy (glossary) for how to operate.Third,because businesses are so reliant on technology,itis more important than ever that the two environ-ments align together to insure that the systems being built match the requirements of the business needs.
Alignment
An institution's ability to efficiently align resources and business activities with strategic objectives can meanthe difference between succeeding and just surviving.The world is cut-throat.To achieve strategic alignment,institutions are “projectizing”their business to monitorperformance more closely and make better business decisions about their overall work portfolio.
Copyright ©2007 Global Knowledge Training LLC. All rights reserved.Page3
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