An Integrated Requirements Management Process – Governing Cost & Risk in Business Analysis
Anyone working in Business Analysis, Enterprise Architecture, IT Governance and Audit, IT Service Management, Project Management and Software Engineering.
This book is intended for business analysts and service management professionals who seek to provide good governance. It provides guidance on incorporating best practice advice for the gathering and analysis of requirements, and the subsequent design and delivery of solutions under one Integrated Requirements Process (IRP) reducing cost and risk to the organisation, while improving the delivery of business value according to good governance. It advocates the use of a centralised, corporate-wide IRP register (IRPR) based on a repository of all requirements, treated as corporate assets and part of the service knowledge management system (SKMS) used by IT service management (ITSM).
Intermediate – advanced.
I think this book is a must for the audience noted above. This book aims to provide a unified view of the requirements and solutions production process and it achieves it.
As Peter says in the introduction to the book, there are a plethora of similar, but often conflicting, approaches to requirements. Various roles such as business analysts, software engineers, project managers, ITSM practitioners etc. have produced recommendations for the management of requirements – but only from their perspective.
Frameworks such as COBIT 5, ITIL and BABOK all have a part to play in the area of requirements management. However none provide an end-to-end IRP. The IRP described in this publication is a process that can be integrated with all of the aforementioned frameworks. In fact, it could be considered a new framework in itself.
The IRP ensures that solutions are delivered which are well engineered according to the requirements and that those requirements are gathered and managed effectively. The IRP unites the advice given in COBIT 5, ITIL and BABOK in order to provide one single process that manages the entire lifecycle of all requirements, not just across a single project or programme but the entire enterprise or corporation.
It is the enterprise approach that I really liked about the IRP. It ensures that all requirements whether they be generated by Incident Management, Demand Management, Business Relationship Management, Problem Management, Continual Service Improvement etc. are registered. Whether they are progressed or not, they are still captured and tracked. This enables trend analysis if similar requirements emerge in the future.
The IRP allows the reuse, tracking, splitting and merging of requirements. It allows for the management of late requirements. The process evaluates and validates requirements and then manages them throughout the lifecycle. All this, from an enterprise perspective rather than the siloed perspective, which exists in most, if not all organisations.
Rating: 5 stars out of 5.