Table of Contents

• Chapter 1: Some Fundamental Truths 
• Chapter 2: The Requirements Process
• Chapter 3: Scoping the Business Problem
• Chapter 4: Business Use Cases
• Chapter 5: Investigating the Work
• Chapter 6: Scenarios
• Chapter 7: Understanding the Real Problem
• Chapter 8: Starting the Solution
• Chapter 9: Strategies for Today’s Business Analyst
• Chapter 10: Functional Requirements
• Chapter 11: Non-functional Requirements
• Chapter 12: Fit Criteria and Rationale
• Chapter 13: The Quality Gateway
• Chapter 14: Requirements and Iterative Development 
• Chapter 15: Reusing Requirements
• Chapter 16: Communicating the Requirements
• Chapter 17: Requirements Completeness
• Appendix A: Volere Requirements Specification Template
• Appendix B: Stakeholder Management Templates
• Appendix C: Function Point Counting: A Simplified Introduction
• Appendix D: Volere Requirements Knowledge Model

About the Author

Suzanne Robertson and James Robertson have, over many years, helped hundreds of companies improve their requirements techniques and move into the fast lane of system development. Their courses and seminars on requirements, analysis, and design are widely praised for their innovative approach. The Robertsons are principals of the Atlantic Systems Guild, a well-known consultancy specializing in the human dimensions of complex system building. They are also the coauthors of Requirements-Led Project Management (Addison-Wesley, 2005).

James Robertson and Suzanne Robertson have, over many years, helped hundreds of companies improve their requirements techniques and move into the fast lane of system development. Their courses and seminars on requirements, analysis, and design are widely praised for their innovative approach. The Robertsons are principals of the Atlantic Systems Guild, a well-known consultancy specializing in the human dimensions of complex system building. They are also the coauthors of Requirements-Led Project Management (Addison-Wesley, 2005).