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IBM Top 10 Traps Software Development

IBM Top 10 Traps Software Development

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Published by jiturbide
IBM Top 10 Traps Software Development
IBM Top 10 Traps Software Development

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Published by: jiturbide on Feb 11, 2010
Copyright:Attribution Non-commercial


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Requirements definition and managementWhite paper
October 2009
Getting requirements right: avoidingthe top 10 traps.
Getting requirements right: avoiding the top 10 traps.
Page 2
2 Don’t get caught  4 Trap 1: scope creep5 Trap 2: asking customers what they want 6 Trap 3: inability to adapt tochange7 Trap 4: failure to communicateeffectively 8 Trap 5: failure to communicatefrequently 9 Trap 6: unwieldy documentsand too much information11 Trap 7: hidden project artifacts12 Trap 8: ambiguous requirements13 Trap 9: failure to measure and assess requirements processes14 Trap 10: isolating your requirements15 Conclusion
Don’t get caught
 A trap is a position or situation rom which it is dicult or impossible to escape.Getting caught in sotware development requirement traps can have dire conse-quences or the survival o your business. The traps o bad requirements denitionand management result in cost overruns, missed deadlines, poorly designed prod-ucts and, ultimately, a ailure to deliver what the customer needs.Unortunately, requirement traps are all too common, and their inuence isconsiderable. The State o the IT Union Survey
explored the developmentmanagement practices that teams applied to either stay out o trouble or addressproblems ater they are discovered. The online survey o respondents reveals howoten development teams anticipate that they’ll all into traps. They pad budgetsand schedules. They change initial estimates to match actual results. And theyrequest additional resources. Figure 1 reveals the lengths teams and team leaderswill go to deal with these traps.
Getting requirements right: avoiding the top 10 traps.
Page 3
Development teams anticipate the traps of requirements management and intentionally subvert the creation of accurate budgets and timelines.
Products today increasingly depend on sotware to deliver their value. A brakesensor on a car, a home appliance, a medical device—these products all containsotware that plays an increasingly important role. The products are becoming smarter, and they involve more people and teams outside the typical value chain.Smarter management o the requirements processthe oundation o efectivesotware delivery—is increasingly important or delivering these smart products.This white paper presents 10 common and devastating mistakes that project teamsmake in dening and managing requirements. More important, it discusses howto avoid these traps so you can get your requirements right and develop the rightproduct on time and within budget.
Indicated that their project teams will extend theschedule so as to deliver on the promised scopeDescope towards the end of the project tomeet the deadlineHave a flexible budget from the beginning of the projectChange the original schedule to reflect the actual resultsPad the budgetHave a flexible schedule from the beginning of the projectHave a flexible scope from the beginning of the projectWill ask for extra fundsAvoid “scope creep” whenever possible via a “change management” processChange the original estimate to reflect the actual resultsTake a stage-gate approach to funding72%10%12%13%18%18%26%32%34%39%63%10 20 30 40 50 60 70 80
State of the IT Union Survey
Poor requirements management results in inconsistent project outcomes.

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