Another great Dilbert – http://dilbert.com/strips/comic/2006-02-26/ I won’t show the cartoon here, but here’s a quote from the first two panels: Pointy-haired boss: Why is your project four months behind? Dilbert: I still don’t have the user’s requirements because she’s a complete nut-job. […] This cartoon does point out the critical […]
Communication / Consulting / Requirements / Requirements gathering
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The Reason Why
Seth Godin has a post titled The Reason. In each of his examples, Seth asks and answers the reason why we do things that don’t have an obvious rationale.
Requirements elicitation is about asking why. When we ask why correctly, we get great insight, which enables great requirements, which can yield great software. When we ask why incorrectly, we can get a great big mess.
Communication / Requirements gathering / Slightly off-topic
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Symbolism and Communication
Symbolism and communication
One of the challenges in successful communication comes from the way people use symbols as part of the organization of their thoughts. Symbolic thinking and reasoning is an incredibly efficient process. It allows us to create representational views of the world that allow us to process much more information than our brains have evolved to handle.
What does this have to do with requirements?
We see from our earlier post on requirements gathering techniques that communication is central to the most important requirements elicitation methods. Understanding how people associate ideas symbolically helps us communicate more effectively.
Austin TX / Process Improvement / Requirements / Requirements management software / Software development / Software requirements specification / UX
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iRise – software prototyping tool
We received a comment from Tom Humbarger at iRise on an earlier post, which led us to take a look at their site. iRise provides a tool for rapid prototyping of web-based applications, and there’s an overview of the products available. They have iRise Studio which allows people to create […]
Requirements / Slightly off-topic
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Dilbert does product managers
http://www.dilbert.com/comics/dilbert/archive/dilbert-20060129.html We won’t copy the image of the cartoon – but we’ll tell you that it opens with Alice: “I’ll need to know your requirements before I start to design the software.” ObRelatedTopic: How to interview when gathering requirements Great Dilbert products The latest book (Nov 2005) from Scott Adams, […]
Communication / Consulting
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Top Five Ways To Be A Better Listener
Effective listening skills yield great requirements The better you are at listening, the more people will want to tell you. If you’ve ever watched The Actor’s Studio, you’ve heard over and over that the most important skill in acting is reflective listening. A marriage counselor will tell you that step […]
Communication / Consulting / Requirements / Requirements gathering / Software requirements specification
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How To Interview When Gathering Requirements
We previously stressed the importance of understanding why something is a requirement. Unfortunately, we can’t just ask “why why why?!” until we reach the end of the chain. This won’t be any more effective for us now than it was when we were in kindergarden. Eventually, our listeners will get frustrated, or worse, defensive.
Communication / Consulting / Lists / Requirements / Requirements gathering / Software development / Software requirements specification
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Top Five Requirements Gathering Tips
Interviewing, Brainstorming, Documenting Use Cases, Prototyping, and Analyzing Documents are our top-five tips. Read more for details
Communication / Consulting / Requirements
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Stay away from my users!
We’ve dealt with user representatives who believed that they knew better than the users. We’ve dealt with people afraid to let consultants talk to the users, because the consultants might mis-set expectations and create bad will when the development team fails to deliver. We’ve dealt with over-protective information-hogs, who don’t want to telegraph their moves, for risk that they might lose control of the project, or lose credit for the project to someone else. How do we get past these barriers?