Manage Your Work To Meet Requirements Innovation
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Wikipedia
Management (or managing) is the administration of an organization, whether it is a business, a non-profit organization, or a government body. It is the art and science of managing resources of the business.
Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees (or of volunteers) to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources. “Run the business” and “Change the business” are two concepts that are used in management to differentiate between the continued delivery of goods or services and adapting of goods or services to meet the changing needs of customers – see trend. The term “management” may also refer to those people who manage an organization—managers.
Some people study management at colleges or universities; major degrees in management includes the Bachelor of Commerce (B.Com.), Bachelor of Business Administration (BBA.), Master of Business Administration (MBA.), Master in Management (MSM or MIM) and, for the public sector, the Master of Public Administration (MPA) degree. Individuals who aim to become management specialists or experts, management researchers, or professors may complete the Doctor of Management (DM), the Doctor of Business Administration (DBA), or the PhD in Business Administration or Management. In the past few decades, there has been a movement for evidence-based management.
Larger organizations generally have three hierarchical levels of managers, in a pyramid structure:
- Senior managers such as members of a board of directors and a chief executive officer (CEO) or a president of an organization sets the strategic goals and policy of the organization and make decisions on how the overall organization will operate. Senior managers are generally executive-level professionals who provide direction to middle management, and directly or indirectly report to them.
- Middle managers such as branch managers, regional managers, department managers, and section managers, who provide direction to the front-line managers. They communicate the strategic goals and policy of senior management to the front-line managers.
- Line managers such as supervisors and front-line team leaders, oversee the work of regular employees (or volunteers, in some voluntary organizations) and provide direction on their work. Line managers often perform the managerial functions that are traditionally considered as the core of management. Despite the name, they are usually considered part of the workforce and not part of the organization’s management class.
In smaller organizations, a manager may have a much wider scope and may perform several roles or even all of the roles commonly observed in a large organization.
Social scientists study management as an academic discipline, investigating areas such as social organization, organizational adaptation, and organizational leadership.
The English verb “manage” has its roots by the XV century French verb ‘mesnager’, which often referred in equestrian language “to hold in hand the reins of a horse”. Also the Italian term maneggiare (to handle, especially tools or a horse) is possible. In Spanish, manejar can also mean to rule the horses. These three terms derive from the two Latin words manus (hand) and agere (to act).
The French word for housekeeping, menagerie, derived from manager (“to keep house”; compare menage for “household”), also encompasses taking care of domestic animals. Menagerie is the French translation of Xenophon’s famous book Oeconomicus (Greek: Οἰκονομικός) on household matters and husbandry. The French word management (or management) influenced the semantic development of the English word management in the 17th and 18th centuries.
Requirements management is the process of documenting, analyzing, tracing, prioritizing and agreeing on requirements and then controlling change and communicating to relevant stakeholders. It is a continuous process throughout a project. A requirement is a capability to which a project outcome (product or service) should conform.
The purpose of requirements management is to ensure that an organization documents, verifies, and meets the needs and expectations of its customers and internal or external stakeholders. Requirements management begins with the analysis and elicitation of the objectives and constraints of the organization. Requirements management further includes supporting planning for requirements, integrating requirements and the organization for working with them (attributes for requirements), as well as relationships with other information delivering against requirements, and changes for these.
The traceability thus established is used in managing requirements to report back fulfillment of company and stakeholder interests in terms of compliance, completeness, coverage, and consistency. Trace abilities also support change management as part of requirements management in understanding the impacts of changes through requirements or other related elements (e.g., functional impacts through relations to functional architecture), and facilitating introducing these changes.
Requirements management involves communication between the project team members and stakeholders, and adjustment to requirements changes throughout the course of the project. To prevent one class of requirements from overriding another, constant communication among members of the development team is critical. For example, in software development for internal applications, the business has such strong needs that it may ignore user requirements, or believe that in creating use cases, the user requirements are being taken care of.
Requirements traceability is concerned with documenting the life of a requirement. It should be possible to trace back to the origin of each requirement and every change made to the requirement should therefore be documented in order to achieve traceability. Even the use of the requirement after the implemented features have been deployed and used should be traceable.
Requirements come from different sources, like the business person ordering the product, the marketing manager and the actual user. These people all have different requirements for the product. Using requirements traceability, an implemented feature can be traced back to the person or group that wanted it during the requirements elicitation. This can, for example, be used during the development process to prioritize the requirement, determining how valuable the requirement is to a specific user. It can also be used after the deployment when user studies show that a feature is not used, to see why it was required in the first place.
At each stage in a development process, there are key requirements management activities and methods. To illustrate, consider a standard five-phase development process with Investigation, Feasibility, Design, Construction and Test, and Release stages.
In Investigation, the first three classes of requirements are gathered from the users, from the business and from the development team. In each area, similar questions are asked; what are the goals, what are the constraints, what are the current tools or processes in place, and so on. Only when these requirements are well understood can functional requirements be developed.
In the common case, requirements cannot be fully defined at the beginning of the project. Some requirements will change, either because they simply weren’t extracted, or because internal or external forces at work affect the project in mid-cycle.
The deliverable from the Investigation stage is a requirements document that has been approved by all members of the team. Later, in the thick of development, this document will be critical in preventing scope creep or unnecessary changes. As the system develops, each new feature opens a world of new possibilities, so the requirements specification anchors the team to the original vision and permits a controlled discussion of scope change.
While many organizations still use only documents to manage requirements, others manage their requirements baselines using software tools. These tools allow requirements to be managed in a database, and usually have functions to automate traceability (e.g., by allowing electronic links to be created between parent and child requirements, or between test cases and requirements), electronic baseline creation, version control, and change management. Usually such tools contain an export function that allows a specification document to be created by exporting the requirements data into a standard document application.