Manage requirements of the project’s product components and ensure alignment between those requirements and the project’s plans and work products.
Establishes organizational expectations for managing requirements and identifying inconsistencies between the requirements and the project plans and work products.
Requirements management processes manage all requirements received or generated by the project, including both technical and nontechnical requirements as well as requirements levied on the project by the organization.
In particular, if the Requirements Development process area is implemented, its processes will generate product and product component requirements that will also be managed by the requirements management processes.
Throughout the process areas, where the terms “product” and “product component” are used, their intended meanings also encompass services, service systems, and their components.
When the Requirements Management, Requirements Development, and Technical Solution process areas are all implemented, their associated processes can be closely tied and performed concurrently.
The project takes appropriate steps to ensure that the set of approved requirements is managed to support the planning and execution needs of the project. When a project receives requirements from an approved requirements provider, these requirements are reviewed with the requirements provided to resolve issues and prevent misunderstanding before requirements are incorporated into project plans. Once the requirements provider and the requirements receiver reach an agreement, commitment to the requirements is obtained from project participants. The project manages changes to requirements as they evolve and identifies inconsistencies that occur among plans, work products, and requirements.
Part of managing requirements is documenting requirements changes and their rationale and maintaining bidirectional traceability between source requirements, all product and product component requirements, and other specified work products.
All projects have requirements. In the case of maintenance activities, changes are based on changes to the existing requirements, design, or implementation. In projects that deliver increments of product capability, the changes can also be due to evolving customer needs, technology maturation and obsolescence, and standards evolution. In both cases, the requirements changes, if any, might be documented in change requests from the customer or end users, or they might take the form of new requirements received from the requirements development process. Regardless of their source or form, activities that are driven by changes to requirements are managed accordingly.
In Agile environments, requirements are communicated and tracked through mechanisms such as product backlogs, story cards, and screen mock-ups. Commitments to requirements are either made collectively by the team or by an empowered team leader. Work assignments are regularly (e.g., daily, weekly) adjusted based on progress made and as an improved understanding of the requirements and solution emerge. Traceability and consistency across requirements and work products are addressed through the mechanisms already mentioned as well as during start-of-iteration or end-of-iteration activities such as ‘retrospectives” and “demo days.”
Organizations may choose to purchase a requirements management process and procedures rather than develop them. Using the Causal Analysis and Resolution process, they can tailor the process to fit their organization.