Requirements Creep is the term developers use to describe the dreaded increase

Requirements creep is the term developers use to

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Requirements Creep is the term developers use to describe the dreaded increase in requirements over time.
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5. Change Management for Requirements, Cost, and Schedule. As stated many times in this book, customers are likely to ask for changes to the requirements as the project evolves for many reasons, including a better understanding of what is wanted after trying a prototype, changing market conditions for the project, and so on. The challenge for the project manager is keep the requirement documents, the schedule, and cost predictions up-to-date as the project changes. Thus, version control systems are needed for evolving documents as well as for programs, so the norm should be checking in the revised documentation along with the revised code. 6. Ensuring Implementation Matches Requirement Features. The Agile process consolidates these many major tasks into three tightly coupled ones: User Stories, acceptance tests in Cucumber, and the code that comes from BDD/TDD process. Thus, there is little confusion in the relationship between particular stories, tests, and code. However, plan-and-document methodologies involve many more mechanisms without tight integration. Thus, we need tools that allow the project manager to check to see if the implementation matches the requirements. The relationship between features in requirements and what is implemented is called requirements traceability . Tools that implement traceability essentially offer cross-references between a portion of the design, the portion of the code that implements the feature, code reviews that checked it, and the tests that validate it. If there is both a high-level SRS and a detailed SRS, forward traceability refers to the traditional path from requirements to implementation, while backwards traceability is the mapping from a detailed requirement back to a high-level requirement. 7. Risk Analysis and Management. In an effort to improve the accuracy of cost estimation and scheduling, plan-and-document methodologies have borrowed risk analysis from the business school. The philosophy is that by taking the time up front to identify potential risks to the budget and schedule, a project can either do extra work to reduce the changes of risks or change the plan to avoid risks. Ideally, risk identification and management occurs over the first third of a project. It does not bode well if they are identified late in the development cycle. Risks are classified as technical, organizational, or business. An example of a technical risk might be that the relational database chosen cannot scale to the workload the project needs. An organizational risk might be that many members of the team are unfamiliar with J2EE, which the project depends upon. A business risk could be that by the time to project is complete, the product is not competitive in the market.
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  • Spring '19
  • Dr.Marcos

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