MARC Record from marc_nuls

LEADER: 05505cam 22003254a 4500
001 9920466620001661
005 20150423130149.0
008 000229s2001 nyua b 001 0 eng
010 $a 00026631
020 $a0814405681
035 $a(CSdNU)u92273-01national_inst
035 $a(Sirsi) l00026631
035 $a(Sirsi) l00026631
035 $a(Sirsi) 01-AAL-3361
035 $a 00026631
040 $aDLC$cDLC$dDLC$dOrPss
042 $apcc
050 00 $aTS 170$bH66 2001
100 1 $aHooks, Ivy F.
245 10 $aCustomer-centered products :$bcreating successful products through smart requirements management /$cIvy F. Hooks & Kristin A. Farry.
260 $aNew York :$bAMACOM,$cc2001.
300 $axxxi, 272 p. :$bill ;$c24 cm.
504 $aIncludes bibliographical references (p. 261-266) and index.
505 0 $aIntroduction: Managers and Requirements -- Requirements: Structure for Success -- Why Johnny Can't Write Requirements: Cultural, Educational, and Management Influences of Requirement Definition -- American Culture -- Samples from Other Cultures -- Corporate Requirement Management Myths -- The Individual -- What Is the Solution? -- The View from the Top: Steps to Creating and Managing Good Requirements -- Why Adopt a Process? -- Requirements for a Requirement Definition Process -- What Process? -- What Is the Manager's Role? -- Just the Beginning -- Creating a Shared Vision: Scoping the Project Up Front -- Why Scope? -- How Do You Communicate Scope? -- How Much Effort Should You Invest in Defining Scope? -- What is the Manager's Role in Scope Definition? -- Scoping Success -- One Day in the Life of A Product: Using Operational Concepts to Improve Requirement Quality -- Why Should You Develop Operational Concepts? -- How Do You Develop Operational Concepts? -- Beyond Basic Usage -- The Abnormal -- Human Interface Detail -- Assessing Completeness -- Early Validation Opportunities -- What Is the Manager's Role in Operational Concepts? -- Operational Concepts Have High Return on Investment -- Collision Course: Identifying and Managing Interfaces -- Why Define External Interfaces So Soon? -- How Do You Identify Interfaces Early? -- The External Interfaces -- The Internal Interfaces -- Document, Document! -- What Is the Manager's Role with Interfaces? -- Ignoring Interface Issues Makes Them Bigger -- Be Careful What You Ask For: Writing Good Requirements -- Why Are Individual Requirements So Important? -- How Do You Recognize the Good? -- The Bad and the Ugly -- What Is the Manager's Role in Writing Requirements? -- A Review Mindset -- Theirs But to Reason Why: The Value of Recording Rationale -- Why Record Rationale? -- What Should Rationale Include? -- How and When Should You Capture Rationale? -- What Is the Manager's Role in Rationale? -- The Rationale for Rationale -- Everything in Its Place: Levels, Allocating, and Tracing Requirements -- What Are Requirement Levels? -- Why Is Writing Requirements to Levels Important? -- What Is Allocation? -- Why a Top-Down Requirement Allocation? -- What Is Traceability? -- Why Start Tracing Requirements Now? -- How Do You Get Every Requirement in the Right Place at the Right Time? -- What Is the Manager's Role in Levels, Allocation, and Traceability? -- Wrapping Up with Neat Packages -- But Will It Work? Thinking Ahead to Verification -- Why Look at Verification during Requirement Definition? -- How Do You Address Verification during Requirement Definition? -- What Is the Manager's Role in Assessing Verification? -- Verifying Your Assessment -- A Needle in a Haystack: Formatting Requirements -- What's Wrong with Just a List of Requirements? -- What Are the Requirements for a Requirement Format? -- How Do You Tailor? -- What Is the Manager's Role in Formatting Requirements? -- Maintaining Perspective among the Piles of Paper -- Drawing a Line in the Sand: Preparing to Baseline Requirements -- What's the Big Deal about a Baseline? -- Drawing the Line -- All at Once or Step-by-Step? -- What Is the Manager's Role in Baselining? -- The Bottom Line on Drawing the Line -- Not All Requirements Are Created Equal: The Case for Prioritizing Requirements -- The Case for Early Prioritization -- Selling the Concept of Prioritizing Requirements -- How Do You Prioritize Requirements? -- What Is the Manager's Role in Prioritizing Requirements? -- The Bottom Line on Prioritizing Requirements -- Keeping Sane: Automating Requirement Management -- Why Automate? -- How Do You Automate? -- What Is the Manager's Role in Automating Requirement Management? -- No Magic Here -- Death, Taxes, and Requirement Change: Managing Change -- Why Formal Change Control? -- How Do You Control Change? -- What Is the Manager's Role in Change Management? -- A Balancing Act -- Cap'n, Are We There Yet? Measuring Requirement Quality -- Why Measure Requirement Quality? -- Using Common Data for Quality Measurement -- The Fifth Amendment Syndrome -- What Is the Manager's Role in Measuring Requirement Quality? -- Measurement Is the Foundation of Improvement -- It Can Happen on Your Watch: Making Changes in an Organization's Requirement Definition Process -- The Process -- The Culture -- The Pitfalls -- The Price.
650 0 $aNew products.
650 0 $aProduction management.
650 0 $aProduction planning.
700 1 $aFarry, Kristin A.
948 $a04/25/2001$b05/16/2001
999 $aTS 170 H66 2001$wLC$c1$i31786101418645$d4/9/2004$f4/9/2004$g1 $lCIRCSTACKS$mNULS$n1$rY$sY$tBOOK$u5/16/2001