Mastering the Requirements Process

James Robertson and Suzanne Robertson are two of the most respected names in business analysis and requirements discovery. During the Robertsons' careers, their books, templates, training, and consulting have helped hundreds of companies to upgrade their requirements discovery process. The Robertsons have written numerous books, among others the three previous editions of this book, Business Analysis Agility, and with their co-authors at the Atlantic Systems Guild, the acclaimed Adrenaline Junkies and Template Zombies. James and Suzanne live in London and France.

• Foreword xxiiiPreface xxvAcknowledgments xxviiAbout the Authors xxixPart I: Requirements Are the Root of Everything 1Chapter 1: Requirements Fundamentals 3Requirements Fundamental 1 3Requirements Fundamental 2 3Requirements Fundamental 3 4Requirements Fundamental 4 5Requirements Fundamental 5 5Requirements Fundamental 6 6Requirements Fundamental 7 6Requirements Fundamental 8 7Requirements Fundamental 9 7Chapter 2: Your Requirements Arena 9A Requirements Process 9Review 16Part II: Project Blastoff 19Chapter 3: Understand the Real Problem 23The Problem 24The Real Business Problem 25The Goal Statement 28Review 30Resources 31Chapter 4: The Value of Solving the Problem 33What Does Your Customer Value? 33Receiving Value 37Review 39Resources 39Chapter 5: Goals-Scope-Stakeholders 41Goals 42Scope 45A Presumed Solution 52The Context Diagram 53Stakeholders 57Review 63Resources 64Chapter 6: Customer Segments 65Customers and Their Segments 65Personas 68Prioritizing the Customer Segments 71Review 73Resources 73Chapter 7: Business Events 75Understanding the Work 76What Are Business Events? 77Why Business Events Are a Good Idea 82Finding the Business Events 82Ready-made Solutions 84Review 86Resources 86Chapter 8: Prioritizing the Business Events 87Priority, Priority, Priority 87Estimating Effort 89Prioritization Factors 91Approval Voting 93Business Analysis Planning 93Review 94Resources 95Chapter 9: To Go or Not to Go? 97The Likelihood of a Successful Project 98Ready-made Solutions 101Develop the Business Case 101To Go or Not to Go 106An Agile Approach to Blastoff 107Review 109Resources 109Part III: Prototyping for Requirements 111Chapter 10: Generating Sacrificial Candidate Solutions 115Multiple Candidates 115Review 118Resources 118Chapter 11: Prototypes, Prototypes, Prototypes 119Types of Prototypes 119Review 130Resources 130Chapter 12: Ready-Made Solutions 131Prototyping with Ready-Made Solutions 131Choosing Ready-Made Solutions 136Review 139Resources 140Chapter 13: Creative Candidate Solutions 141Creative Triggers 141Lateral Thinking 148Removing Constraints 148Combination 150Review 150Resources 150Chapter 14: Probing and Exploring the Candidates 153Probing 153Exploring 157Double-Loop Learning 161Review 164Resources 165Chapter 15: Using Prototypes as the Specification 167The Prototype as the Specification 168What to Do with the Prototype 169Evolutionary and Sacrificial Prototypes 171Review 172Part IV: Trawling for Requirements 173Chapter 16: The Essence of the Problem 177The Problem 177Abstraction 178Essence 178Ask Why—Again, and Again, and Again 180Referred Pain 182Disguised Problems 183Review 184Resources 185Chapter 17: Business Events and Business Use Cases 187Business Events 187The Business Use Case 190Trawling the BUCs 191The Desired Future BUC 192Prototyping and BUCs 193Describing the BUCs 193Review 194Resources 194Chapter 18: The Brown Cow Model 195How Now, Brown Cow? 195How to Use the Brown Cow Model 198Review 200Resources 200Chapter 19: Workshops 201BUC Workshops 201Mechanics of a Successful Workshop 203Review 206Resources 206Chapter 20: Scenarios 207What Is a Scenario? 207The Essence of the Business 212Alternatives 215Exceptions 216Misuse Cases and Negative Scenarios 218Review 218Resources 219Chapter 21: Stories 221The Business Event Story 221Review 230Resources 230Chapter 22: Business Process Models 231Notation 232Activity Diagrams 233Data Flow Diagrams 234Business Events and BUCs 236When to Use Process Models 238Review 240Resources 241Chapter 23: Stored Data 243Data Models 243CRUD Check 250Review 252Resources 252Chapter 24: Other Trawling Techniques 253Apprenticing 254Interviewing 255Business Rules 258Rich Pictures 260Creativity Workshops 261Document Archeology 262Customer Experience Analysis 264Review 266Resources 267Part V: Writing Good Requirements and Stories 269Chapter 25: Functional Requirements 271Uncovering the Functional Requirements 272Deciding the Solution's Functionality 273Writing the Requirements 275The Snow Card 278Technological Requirements 281Level of Granularity 281Conditional Requirements 282Avoiding Ambiguity 282Grouping Requirements in Your Specification 284Requirements for Ready-Made Products 284Review 285Resources 285Chapter 26: Non-functional Requirements 287PUCs and NFRs 289Non-functional Requirement Types 290Look and Feel Requirements: Type 10 291Usability and Humanity Requirements: Type 11 293Performance Requirements: Type 12 297Operational and Environmental Requirements: Type 13 299Maintainability and Support Requirements: Type 14 300Security Requirements: Type 15 302Cultural Requirements: Type 16 306Compliance Requirements: Type 17 308Finding the Non-functional Requirements 309Don't Write a Solution 313Review 314Resources 315Chapter 27: Fit Criteria and Rationale 317Why Does Fit Need a Criterion? 318The Rationale for the Rationale 320Finding Fit Criteria 322Scale of Measurement 323Fit Criteria for Non-functional Requirements 324Fit Criteria for Stories 333Fit Criteria for Functional Requirements 333Fit Criterion for Project Purpose 336Fit Criteria for Solution Constraints 336Review 337Resources 338Chapter 28: Writing Good Stories 339Business Event Stories 339Properties of Good Stories 341INVEST 345Non-functional Properties 346Review 347Resources 348Chapter 29: Acceptance Criteria 349Given/When/Then 349Who Writes the ACs, and When? 352Review 352Resources 353Part VI: Designing Business Solutions 355Chapter 30: Business Solutions 359Business Outcomes 360Review 363Resources 364Chapter 31: Determine the Extent of the Automation 365What Should You Automate? 365Iterative and Evolutionary Design 367Prototypes Can Help 368Architecture 370Review 371Resources 372Chapter 32: Designing Information and Functionality 373User Experience = Information + Functionality 374Review 376Resources 377Chapter 33: Designing Using Ready-Mades 379The Request for Proposal 379Selecting the Best Ready-Made 383Review 390Resources 390Part VII: Requirements Repository 391Chapter 34: Requirements Specification 395Structure of the Specification 396Resources 398Chapter 35: Story Map 399The Story Map 399Growing the Map 403Enhancing the Map 405Adding Non-functional Requirements to the Map 406Prioritizing the Map 408Using the Map Iteratively 410Review 411Resources 412Chapter 36: Quality Thinking 413Within Scope? 413Relevancy 415Completeness of a Requirement 417Testing the Fit Criteria 419Consistent Terminology 420Viability 421Requirement or Solution? 422Value of the Requirement 423Gold Plating 423Scope Creep and Your Project 424Review 426Resources 427Chapter 37: Completeness Check 429Have All Business Events Been Discovered? 430Define the Business Data 431CRUD Check 434Review 436Resources 436Chapter 38: Managing Requirements 437Traceability 437Tracking Status of Requirements 441Change Management 443Review 446Resources 446Part VIII: The Conduct of Business Analysis 449Chapter 39: Your Process 451Serial or Agile? 451A Common Language 452Making It Your Process 453Review 457Resources 458Chapter 40: The Importance of the Early Days 459Why Do Things Go Wrong? 459Resources 462Chapter 41: People 463Drivers of Human Behavior 463Review 466Resources 466Chapter 42: Systems Thinking 467Thinking About Systems 467Ripple Effects 469External Influences 470The Wider View 471Using Data to Find Missing Connections 472Review 472Resources 473Chapter 43: Artificial Intelligence (AI) 475Using AI for Requirements Discovery 475AI in Business Processes 478Review 480Resources 480Chapter 44: Learning as You Go 481Lessons Learned 481Review 483Resources 484Chapter 45: Requirements and Innovation 485The Value of Innovative Requirements 486An Innovation Process and Requirements 486A Culture for Innovation 488The Sanctity of the Incomplete Idea 490Innovation and Requirements 491Resources 492Appendix A: The Volere Requirements Specification Template 495Volere 499Requirement Types 499Testing Requirements 499The Snow Card 5001. The Purpose of the Project 5002. The Stakeholders 5033. Constraints 5084. Naming Conventions and Terminology 5155. Relevant Facts, Business Rules, and Assumptions 5166. The Scope of the Work 5197. Business Data Model and Data Dictionary 5248. The Scope of the Product 5289. Functional Requirements 532Non-functional Requirements 53510. Look and Feel Requirements 53511. Usability and Humanity Requirements 53612. Performance Requirements 54213. Operational and Environmental Requirements 54714. Maintainability and Support Requirements 55115. Security Requirements 55316. Cultural Requirements 55617. Compliance Requirements 558Project Issues 56018. Open Issues 56019. Ready-Made Solutions 56120. New Problems 56321. Tasks 56522. Migration to the New Product 56623. Risks 56824. Costs 56925. User Documentation and Training 57026. Waiting Room 57227. Ideas for Solutions 572Appendix B: Stakeholder Management Templates 575Stakeholder Map 575Stakeholder Template 577Appendix C: Volere Requirements Knowledge Model 579Using the Model 579Interpreting the Model 579Example Requirements Knowledge Model 580Dictionary for Requirements Knowledge Model 581Knowledge Model Annotated with Template Section Numbers 594Glossary 595Bibliography 601Index 607

"Suzanne and James Robertson have been Requirements Masters for many years. The fourth edition of their classic text brings an increased focus on business events, how events relate to stories, and prototyping. There's even a chapter on how AI could aid in requirements discovery. The conversational writing style makes the content easily accessible."--Karl Wiegers, PhD, co-author of Software Requirements and Software Requirements Essentials"I was delighted to get my hands on this edition of Mastering the Requirements Process. MRP, as it is affectionately known, has been the reference guide for many business requirements projects for near-on 20 years. But requirements processes are changing. Generative AI and more focus on creative thinking to innovate are becoming mainstream. This new edition integrates them all into MRP's comprehensive and easy-to-understand process guidance. A must for forward-thinking businesses."--Prof. Neil Maiden, Bayes Business School, City, University of London"The fourth edition of Mastering the Requirements Process is completely rewritten. It brings new insights into methods for requirements work in agile software development and how to work with AI. Instructive and relevant examples deepen the understanding of the complex subject, as well as making the book entertaining to read."--Aase Tveito, Senior Advisor, IT Department, The Arctic University of Norway"I love the emphasis on prototyping and 'fit criteria' in this new edition. There's so much practical common sense here. Whatever role you have on your project, if you want it to succeed, I suggest you read this book."--Nick de Voil, De Voil Consulting"This book is a hidden gem, not just for systems work, but for anyone dealing with people, especially knowledge workers. James and Suzanne show how to better figure out what is needed and how to better express that so people can understand, collaborate, and implement successfully."--Mike Russell, C-level executive and consultant"Suzanne and James Robertson have done it again! Their magisterial work on requirements has been renewed and refreshed for the world we live in now, to suit the wide range of approaches used. I particularly enjoyed the section on prototyping, covering a huge range from sketches to putting an analyst in a cardboard box! Throughout the book, you'll hear their hard-won experience guiding you on the best way to understand and deliver precisely what customers need. Bravo!"--Dr. Penny Pullan, author of Business Analysis and Leadership, Virtual Leadership, and Making Workshops Work"In this latest edition of Mastering the Requirements Process, James and Suzanne have taken the solid foundations of all their work on what constitutes good requirements and made it completely relevant and useful for today's organisations. The ecosystem of requirements elicitation, identification, communication, and implementation is evolving, and our requirements approaches have to adapt along with this evolution. James and Suzanne show how to do this in a way that is accessible, interesting, and practical for anyone involved in working with requirements for sociotechnical systems, irrespective of the development methodology or approach being used. Filled with examples and stories from their deep experience, Mastering the Requirements Process, Fourth Edition, warrants a place on the bookshelf (or ebook catalog) of anyone serious about producing good technology systems."--Shane Hastie, Global Delivery Lead, Softed, part of Skills Development Group"Requirements are the essential building blocks for developing successful products and services. However, defining well-formed and relevant requirements requires knowledge and skill that is founded on clear, up-to-date advice and guidance. This book provides such guidance, emphasising the importance of understanding the business context, identifying the actual problem to be solved, and avoiding the too-early leap to solutions, while also explaining that requirements are not waiting to be 'gathered' but require the skilful application of professional techniques. Written in their unique, engaging style, James and Suzanne Robertson’s new edition of Mastering the Requirements Process is both informative and comprehensive and is an essential reference guide for all requirements definition practitioners."--Dr. Debra Paul, CEO, AssistKD"As an inveterate modeler and signatory to the Agile Manifesto, I need a book that will tell me how to gather and test requirements in a manner that fits in with the particular development process that I am using on this project. This book does exactly that."--Stephen Mellor, independent consultant"Mastering the Requirements Process is an essential resource for business analysis and business architecture. For over 10 years, I have extensively used this methodology to develop bespoke requirements engineering and business architecture methodologies in both the not-for-profit and investment banking sectors. The Volere Methodology provides a solid theoretical foundation, enabling practitioners to adopt a systems thinking approach to accurately identify and define business problems before developing appropriate solutions. Its emphasis on Business Use Cases allows for a precise identification of problem scope and underlying business processes. In my current role, Volere's holistic approach has indirectly led to the development of a comprehensive Business Process Architecture, which has become a crucial strategic asset. The methodology's focus on thorough analysis and clarity has consistently enabled us to design effective, transformative solutions. Volere is an invaluable guide for any professional looking to enhance their requirements process and drive meaningful change within their organization. I have eagerly anticipated the fourth edition and look forward to applying its new guidance in practice."--Sukhdev Kandhola, Director of Business Analysis and Business Architecture"This book is the bible for product managers and business analysts alike. I've seen many projects fail or incur delays and extra costs due to missing requirements. This book teaches the most important skill: solving the right problem and delivering value to the business. The grail of product management."--Julien Andrieu, Product Manager"In 1999, I attended James Robertson's workshop on Mastering the Requirements Process in Austin, TX, unaware of the profound impact it would have on my career in the tech industry. The workshop included the comprehensive book of the same title, which I read from cover to cover, eager to apply its insights to my role at IBM. I was involved in software development projects, where overhauling the development process wasn't workable, but I could adapt elements of Volere to improve outcomes. This approach proved instrumental in two pivotal projects. The first project involved integrating our Japanese and U.S. hardware manufacturing ERP systems. This required clearly defined and testable requirements to ensure success. The stakes were high, but applying lessons learned from the workshop led to a remarkable 72% reduction in project duration and an 87% decrease in IT expenses, all while avoiding any critical failures. Our second major project was an extensive ERP upgrade that was crucial to IBM. Failure would jeopardize 14% of our most profitable revenue stream. Again, getting clearly defined and testable requirements was critical. We integrated elements of Volere into the project. As a result, we could have unit and regression testing focusing on testing instead of discovering missed requirements and/or incorrect requirements. By getting our requirements correct and complete right up front, we avoided downstream discovery. This resulted in the project being delivered on time and 63% under budget, with a successful delivery free of critical failures. These experiences underscored the value of mastering requirements gathering and analysis, lessons I've carried with me into retirement. My bookshelf still houses the first edition of Mastering the Requirements Process, alongside the third edition, while the second edition found a new home with a colleague seeking to enhance his skills in the field. As I reflect on these achievements, I await the fourth edition with anticipation, a testament to the enduring relevance of the principles I first encountered in 1999."--John H. Capron, Former Technical Team Leader and Development Manager, IBM