Collegiate Sports Paging System Requirements Management Plan Version 1.0 Revision History
TopicsIntroduction
PurposeThis document presents the manner in which requirements will be tracked through to testing for the project. ScopeThe document pertains to all phases of the project. Definitions, Acronyms and AbbreviationsSee Glossary ReferencesNone. Requirement Artifacts
and Requirement Types
Requirement Attributes
Set after negotiation and review by the project management team. Tracks progress during definition of the project baseline.
Set by Marketing, the product manager or the business analyst. All requirements are not created equal. Ranking requirements by their relative benefit to the end user opens a dialogue with customers, analysts and members of the development team. Used in managing scope and determining development priority.
Set by the development team. Because some features require more time and resources than others, estimating the number of team or person-weeks, lines of code required or function points, for example, is the best way to gauge complexity and set expectations of what can and cannot be accomplished in a given time frame. Used in managing scope and determining development priority. Set by development team based on the probability the project will experience undesirable events, such as cost overruns, schedule delays or even cancellation. Most project managers find categorizing risks as high, medium, and low sufficient, although finer gradations are possible. Risk can often be assessed indirectly by measuring the uncertainty (range) of the projects teams schedule estimate. Set by analyst and development team based on the probability the feature will change or the team’s understanding of the feature will change. Used to help establish development priorities and determine those items for which additional elicitation is the appropriate next action. Records the intended product version in which the feature will first appear. This field can be used to allocate features from a Vision document into a particular baseline release. When combined with the status field, your team can propose, record and discuss various features of the release without committing them to development. Only features whose Status is set to Incorporated and whose Target Release is defined will be implemented. When scope management occurs, the Target Release Version Number can be increased so the item will remain in the Vision document but will be scheduled for a later release. In many projects, features will be assigned to "feature teams" responsible for further elicitation, writing the software requirements and implementation. This simple pull down list will help everyone on the project team better understand responsibilities. This text field is used to track the source of the requested feature. Requirements exist for specific reasons. This field records an explanation or a reference to an explanation. For example, the reference might be to a page and line number of a product requirement specification, or to a minute marker on a video of an important customer interview. Set after negotiation and review by the project management team. Tracks progress during definition of the project baseline.
Set by Marketing, the product manager or the business analyst. All requirements are not created equal. Ranking requests by their relative benefit to the end user opens a dialogue with customers, analysts and members of the development team. Used in managing scope and determining development priority.
Set by the development team. Because some requests require more time and resources than others, estimating the number of team or person-weeks, lines of code required or function points, for example, is the best way to gauge complexity and set expectations of what can and cannot be accomplished in a given time frame. Used in managing scope and determining development priority. Set by development team based on the probability the project will experience undesirable events, such as cost overruns, schedule delays or even cancellation. Most project managers find categorizing risks as high, medium, and low sufficient, although finer gradations are possible. Risk can often be assessed indirectly by measuring the uncertainty (range) of the projects teams schedule estimate. Set by analyst and development team based on the probability the request will change or the team’s understanding of the feature will change. Used to help establish development priorities and determine those items for which additional elicitation is the appropriate next action. The implementation of this request is assigned to a member of the project team. This text field is used to track the source of the request. Requirements exist for specific reasons. This field records an explanation or a reference to an explanation. For example, the reference might be to a page and line number of a product requirement specification, or to a minute marker on a video of an important customer interview. Set after negotiation and review by the project management team. Tracks progress during definition of the project baseline.
Set by the development team. Because some needs require more time and resources than others, estimating the number of team or person-weeks, lines of code required or function points, for example, is the best way to gauge complexity and set expectations of what can and cannot be accomplished in a given time frame. Used in managing scope and determining development priority. Set by development team based on the probability the project will experience undesirable events, such as cost overruns, schedule delays or even cancellation. Most project managers find categorizing risks as high, medium, and low sufficient, although finer gradations are possible. Risk can often be assessed indirectly by measuring the uncertainty (range) of the projects teams schedule estimate. Set by analyst and development team based on the probability the need will change or the team’s understanding of the need will change. Used to help establish development priorities and determine those items for which additional elicitation is the appropriate next action. Records the intended product version in which the need will first be met. This field can be used to allocate features from a Vision document into a particular baseline release. When combined with the status field, your team can propose, record and discuss various features of the release without committing them to development. Only needs whose Status is set to Incorporated and whose Target Release is defined will be met. When scope management occurs, the Target Release Version Number can be increased so the item will remain in the Vision document but will be scheduled for a later release. This text field is used to track the source of the need. Requirements exist for specific reasons. This field records an explanation or a reference to an explanation. For example, the reference might be to a page and line number of a product requirement specification, or to a minute marker on a video of an important customer interview. Set after negotiation and review by the project management team. Tracks progress during definition of the project baseline.
Set by Marketing, the product manager or the business analyst. All requirements are not created equal. Ranking use-cases by their relative benefit to the end user opens a dialogue with customers, analysts and members of the development team. Used in managing scope and determining development priority.
Set by the development team. Because some use-cases require more time and resources than others, estimating the number of team or person-weeks, lines of code required or function points, for example, is the best way to gauge complexity and set expectations of what can and cannot be accomplished in a given time frame. Used in managing scope and determining development priority. Set by development team based on the probability the project will experience undesirable events, such as cost overruns, schedule delays or even cancellation. Most project managers find categorizing risks as high, medium, and low sufficient, although finer gradations are possible. Risk can often be assessed indirectly by measuring the uncertainty (range) of the projects teams schedule estimate. Set by analyst and development team based on the probability the use-case will change or the team’s understanding of the use-case will change. Used to help establish development priorities and determine those items for which additional elicitation is the appropriate next action. Records the intended product version in which the use-case will first appear. This field can be used to allocate use-cases from a Use Case Survey document into a particular baseline release. When combined with the status field, your team can propose, record and discuss various use-cases of the release without committing them to development. Only use-cases whose Status is set to Incorporated and whose Target Release is defined will be implemented. When scope management occurs, the Target Release Version Number can be increased so the item will remain in the Vision document but will be scheduled for a later release. In many projects, use-cases will be assigned to teams responsible for further elicitation, writing the software requirements and implementation. This simple pull down list will help everyone on the project team better understand responsibilities. This text field is used to track the source of the requested use-case. Requirements exist for specific reasons. This field records an explanation or a reference to an explanation. For example, the reference might be to a page and line number of a product requirement specification, or to a minute marker on a video of an important customer interview. Set after negotiation and review by the project management team. Tracks progress during definition of the project baseline.
Set by Marketing, the product manager or the business analyst. All requirements are not created equal. Ranking requirements by their relative benefit to the end user opens a dialogue with customers, analysts and members of the development team. Used in managing scope and determining development priority.
Set by the development team. Because some specifications require more time and resources than others, estimating the number of team or person-weeks, lines of code required or function points, for example, is the best way to gauge complexity and set expectations of what can and cannot be accomplished in a given time frame. Used in managing scope and determining development priority. Set by development team based on the probability the project will experience undesirable events, such as cost overruns, schedule delays or even cancellation. Most project managers find categorizing risks as high, medium, and low sufficient, although finer gradations are possible. Risk can often be assessed indirectly by measuring the uncertainty (range) of the projects teams schedule estimate. Set by analyst and development team based on the probability the specification will change or the team’s understanding of the specification will change. Used to help establish development priorities and determine those items for which additional elicitation is the appropriate next action. Records the intended product version in which the specified attribute or feature will first appear. This field can be used to allocate specifications into a particular baseline release. When combined with the status field, your team can propose, record and discuss various specifications of the release without committing them to development. Only specifications whose Status is set to Incorporated and whose Target Release is defined will be implemented. When scope management occurs, the Target Release Version Number can be increased so the item will remain in the supplemental specification document but will be scheduled for a later release. In many projects, specified attributes or features will be assigned to teams responsible for further elicitation, writing the software requirements and implementation. This simple pull down list will help everyone on the project team better understand responsibilities. Traceability Criteria ![]()
Features will be traced to use cases. Requirements will be traced to use cases and/or supplemental specifications. User needs will be traced to use cases and/or supplemental specifications. Use-cases will be traced to test cases.
Figure -1 - Traceability diagram |
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Rational Unified
Process |