“Encouraging Innovation through Thought Process & Social Collaboration.” © All WWRR

Sunday, January 5, 2014

Book Reviews | Software Requirements Third Edition

Software Requirements

                                                                  Third Edition

Authors:  Karl Wiegers | Joy Beatty
Publisher: Microsoft Press | O’Reilly Media, Inc. 
Reviewer | Blogger: Virginia Benedict

Target Audience

Business Analyst | Requirements Engineers | Software Architects | 
Developers | Project Managers | Stake Holders | Anyone who is interested in achieving greater business success with the help of automation |


Anyone with a keen interest in architecting an adaptive and progressive business.

Book Structure

Introduction | 32 Chapters | A well-defined Glossary | 3 Appendices | References | 637 Pages

This structure is highly comprehensive and enticing for beginners and experienced professionals alike.  I can see that both Karl Wieggers and Joy Beatty have an in depth command of the subject matter thus could presented from top to bottom, edge to center and vice verse.  

Illustrations and Figures

In addition, to outstanding illustrations, the authors provide supporting use cases and case studies

 Companion Content

 Templates | Check Lists | Spreadsheets | Other Job Aids

Reviewer | Blogger Comments

As technological advances continue to evolve, so does the need for software development methodologies.  Likewise, as re-architected socio-economic strategies emerge, the need for adaptive business models and analytic methodologies must follow suit.

If you have read the prior two editions of "Software Requirements" and have found them to expand your subject matter knowledge base, you will want to incorporate this expanded third edition into your reference library.  I recommend reading this work individually then reviewing and discussing each chapter as a team prior to commencing any software development project.  I personally recommend centering all team discussions from a security and compliance stance.

The third edition is informative and because they build powerful illustrated instructional arguments, the authors make it easy to understand and retain the concepts and methodologies presented.  Additionally, I like their conversational literary style.  I feel as is the authors are addressing me personally.

The text is well indexed and I particularly like how the authors reference associated concepts and definitions between chapters.

About the Authors

Karl Wiegers - @karlwiegers
Karl Wiegers is a software consultant, trainer, and an award-winning author of eight books and a repertoire of articles.  He has provided training and consulting services worldwide on many aspects of software development, management, and process improvement.

Joy Beatty - @joybeatty
Joy Beatty has co-authored important works that address the realm of business analysis and agile software requirements.  As a subject matter expert Beatty has guided major organizations in the building of business analysis centers of excellence. 

Beatty has worked with numerous Fortune 500 companies spanning the semi-conductor, computer manufacturing, defense, and retail industries. She is responsible for developing new service offerings that change the way their customers create requirements. She has also adapted ideas from using games in training to create courses on topics including requirements best practices, elicitation and visual models and delivered training to over 700 individuals in industry.    

Too Big to Succeed?

In Stream of Thought™...

Too Big to Succeed? 

~ Virginia Benedict
   Market Engineering Strategist

We have witness through time, that when companies get too big they become decentralized by default.  Decentralization in oversized companies gives way to disorganized and unproductive practices. That is simply because as the enterprise becomes decentralize, it begins to lose control of its mission, its visibility across business units becomes blurred, and its human assets lose focus and their interests shift to personal goals instead of the goals of the Enterprise.  
  • HR Assets become unmanageable
  • Security takes a toll
  • The enterprise becomes disenfranchised from its business model and goals
  • Quality Control of both products and services becomes a serious liability
Moving into 2014 companies will need proactively to assess their goals and objectives.  If as a business leader you think that the markets have changed and you are adopting, think again… change has not begun to scratch the surface.