If you’ve never encountered a major technical issue resulting in significant damage and/or downtime to your system, count yourself lucky and be forewarned. Let’s take a look at how these companies have responded to their issues.
Agile emerged in the early 2000’s as an alternative to the traditional waterfall-style management that many felt was at the root of common issues such as delays and poor internal communication. Closely related to emerging methodologies such as Extreme Programming and DSDM, Agile came on the scene with the publishing of the Agile Manifesto in 2001.
Coming off the heels of our three-headed discussion of requirements analysis, we’re going to branch out into some more project management-focused discussion. Namely, we’re going to talk about the Project Management Institute’s Project Management Body of Knowledge Guide, or PMBOK.
The three primary documents from this phase are the business requirements report, the conceptual systems design plan, and the strategy documents (training, testing, implementation, etc).
Avoiding problems with requirements gathering and analysis requires thorough communication with the customer at the start of development.
Requirements Gathering and Analysis is the critical first step of the classic Waterfall methodology of development. In a nutshell, this is the phase where the customer and stakeholders are consulted to lay out exactly what product or process is required and what that must consist of.
