| Foreword | p. xi |
| Preface | p. xv |
| Acknowledgments | p. xix |
| The Importance of Requirements | p. 1 |
| What Are Requirements and Why Are They Important? | p. 1 |
| Why Plan? | p. 3 |
| A Suggested Strategy | p. 3 |
| Requirements Activities in the System Life Cycle | p. 3 |
| Investment in the Requirements Process | p. 5 |
| A Process Approach | p. 6 |
| The Requirements Plan | p. 7 |
| Factors Affecting Your Career Decisions | p. 10 |
| A Comment Concerning Small Projects | p. 11 |
| Summary | p. 11 |
| Case Study | p. 12 |
| References | p. 13 |
| The Roles of the RA | p. 15 |
| Suggested Roles of the RA | p. 15 |
| Summary | p. 23 |
| Case Study | p. 24 |
| References | p. 25 |
| Skills and Characteristics of an Effective RA | p. 27 |
| Skills of the RA | p. 27 |
| Characteristics of an Effective RA | p. 34 |
| Summary | p. 42 |
| Case Study | p. 43 |
| References | p. 44 |
| Types of Requirements | p. 45 |
| Views of Requirements Types | p. 45 |
| Definitions and Descriptions of Requirements Types | p. 48 |
| Business Requirements | p. 49 |
| Stated Requirements Versus Real Requirements | p. 50 |
| User Requirements | p. 50 |
| High-Level or System-Level Requirements | p. 50 |
| Business Rules | p. 50 |
| Functional Requirements | p. 51 |
| Nonfunctional Requirements | p. 52 |
| Derived Requirements | p. 52 |
| Design Requirements and Design Constraints | p. 52 |
| Performance Requirements | p. 53 |
| Interface Requirements | p. 53 |
| Verified Requirements | p. 53 |
| Validated Requirements | p. 53 |
| Qualification Requirements | p. 53 |
| The "Ilities" and Specialty Engineering Requirements | p. 53 |
| Unknowable Requirements | p. 54 |
| Product Requirements | p. 54 |
| Process Requirements | p. 54 |
| Logistics Support Requirements | p. 54 |
| Environmental Requirements | p. 55 |
| System, Subsystem, and Component Requirements | p. 55 |
| Terminologies to Avoid | p. 55 |
| Source or Customer Requirements | p. 55 |
| Nonnegotiable Versus Negotiable Requirements | p. 55 |
| Key Requirements | p. 56 |
| Originating Requirements | p. 56 |
| Other Guidelines | p. 56 |
| Examples of Requirements Types | p. 56 |
| Summary | p. 57 |
| Case Study | p. 57 |
| References | p. 60 |
| Gathering Requirements | p. 61 |
| Plan the Approach | p. 62 |
| Summary | p. 104 |
| Case Study | p. 104 |
| References | p. 105 |
| Best Practices for Requirements Development and Management | p. 109 |
| Summary | p. 123 |
| Case Study | p. 123 |
| References | p. 126 |
| The RA's Specialty Skills | p. 127 |
| Summary | p. 159 |
| Case Study | p. 163 |
| References | p. 164 |
| An Integrated Quality Approach | p. 169 |
| Business Drivers for Quality | p. 170 |
| Management's Role | p. 170 |
| Guiding Principles | p. 171 |
| Priority Management | p. 172 |
| The Components of an Integrated Quality Approach | p. 172 |
| Quality Improvement Techniques | p. 173 |
| The PDCA Cycle | p. 179 |
| How to Design a Process | p. 180 |
| Teamwork | p. 187 |
| Summary | p. 189 |
| Case Study: An Example of Quality Improvement Sidetracked | p. 189 |
| References | p. 191 |
| A Vision for Requirements Engineering | p. 193 |
| How Should We Support PMs? | p. 197 |
| How Should We Support Customers? | p. 198 |
| How Should We Support Developers? | p. 198 |
| Summary | p. 199 |
| Case Study | p. 200 |
| References | p. 202 |
| Moving Forward: Knowable Requirements, Manageable Risk | p. 205 |
| Where to Go from Here | p. 207 |
| Moving Forward | p. 209 |
| A Requirements Mandala | p. 212 |
| Summary | p. 213 |
| Case Study | p. 213 |
| References | p. 215 |
| Glossary | p. 217 |
| List of Acronyms | p. 227 |
| Bibliography | p. 233 |
| About the Author | p. 243 |
| Index | p. 245 |
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