Demand development
A engineering process in a process of maturity level 3
purpose
The purpose of demand development (RD) is to generate and analyze customer, product, and product components.
Introduction
This process domain describes three types of demand: customer needs, product needs, and product requirements. These needs jointly state the requirements of the relevant officers, including associated with different product lifetime stages (eg, acceptance test criteria) and related to product characteristics (such as security, reliability, maintainability). Demand also states constraints caused by the selection of the design (for example, integration of commercial products).
Demand is the foundation of the design. The development of demand includes the following activities:
l Extraction, analysis, confirmation, and communication customer requirements, expectations, and constraints to obtain customer needs. What is the needs of customers explains?
l Collect and coordinate the requirements of the people
l Develop product survival needs
l Establish customer needs
l Establish the needs of the initial product and product components consistent with customer needs
This process domain is for all customer needs, not just product-level needs, because customers may also provide specific design requirements.
Customer demand is further refined to product and product components. In addition to customer needs, products and product components can be derived from selected design.
Recognition and refinement of the demand throughout the phase of the product survival. Design decisions, subsequent corrective measures, and feedback on product survival, and feedback must analyze their impact on derived and allocated demand.
The demand development process area includes three specific goals. "Development Customer Demand" specific target defines a set of customer needs for developing product requirements. "Development Product Demand" Specific Target Defines a set of products and product components for designing products and product components. "Analysis and Confirmation Demand" specific goals require the necessary analysis of customer, product, and product components to define, derive, and understand demand. Specific practices of the third specific target aimed to assist the first two specific goals. The process of "demand development" process and the process belonging to the "Technical Solution" may have a mutual recursive impact.
Analysis is also used to understand, define and select the needs of all levels in a candidate for competition. These analyzes include:
l Analyze the needs and needs of each product's survival phase, including the requirements of the relevant officers, the operation environment, and the safety of the overall expectations and satisfaction of customers and end users.
L sex, confidentiality, economic and other elements
l Develop a running concept
l Definition needs functionality
Functional definitions are also referred to as "functional analysis", different structural analysis in software development, and does not assume some functional software design. In object-oriented software design, it is related to the definition of the service. Function definitions, their logical combinations, and their association with the needs, known as "Functional Architecture".
It is repeatedly analyzed multiple times, gradually entering the level of layers in the product architecture until a sufficient details make the product detailed design, delivery, and testing. As a result of the analysis and operation concept (including functional, support, maintenance, and retirement cleaning), manufacturing or production concepts have produced more derivative needs, including considerations for the following:
l Various types of constraints
l technical restrictions
l cost and cost drive factors
l Time constraint and progress drive factors
l risk
l implied, but not being explicitly explicitly expressed by the customer or end user
l Developers - specific business considerations, rules, and factors introduced by law
The hierarchy of a logical entity (function and sub-function, object class and subclass) is established by iteration of the evolution of the operation concept. Demand is refined, derived, and assigned to these logic entities. Demand and logic entities are allocated to the product, product components, personnel, related processes, or services.
Related officers participated in demand development and analysis, providing them with visibility of demand evolution. This activity continues to ensure proper definitions. Related process domain
Regarding how to manage customer and product needs, obtain the consent of the demand provider, obtain more information on achieving the requirements, and more information for maintaining traceability, see the requirements management process domain.
For more information on how to use the demand development process, and how to use candidate solutions and design more information on how to refine and derive demand, see Technical Solution Process Area.
For more information on interface requirements and interface management, please refer to the product integration process.
For more information on how to verify the results of the product, see the verification process domain.
For more information on how to confirm the build product based on customer requirements, see the confirmation process.
For more information on how to identify and manage risks related to demand, see the risk management process.
For more information on how to ensure that key work products get control and management, please refer to the configuration management process.
Practice - Target Relation
Continuous hierarchical SG1 development customer demand SG1 development customer demand SP1.1-1 Collecting offers demand SP1.1-2 Asking SP1.1-2 Asking SP1.2-1 Development Customer Demand SP1.2-1 Developing Customer Demand SG2 Development Product Needs SG2 Development Product Needs SP2.1-1 Establishment of Products and Product Components SP2.1-1 Establishing Products and Product Components SP2.2-1 Allocation Product Components SP2.2-1 Allocation Product Components Demand SP2.3-1 Identification Interface Demand SP2.3-1 Identification Interface Demand SG3 Analysis and Confirmation Demand SG3 Analysis and Confirmation Demand SP3.1-1 Establishing Running Concepts and Scene SP3.1-1 Establishing Running Concepts and Scene SP3.2 -1 Establish the required functional definition SP3.2-1 Establishing the required functional definition SP3.3-1 Analysis SP3.3-1 Analysis SP3.4-3 Analysis Demand for Implementation of SP3.4-3 Analyze demand to achieve a balance SP3.5-1 confirmation demand SP3.5-2 confirmed demand SP3.5-2 with comprehensive method to confirm that demand GG1 reaches a specific target GP1.1 Complete basic practice GG2 institutionalization Process GG2 Institutionalization A man-established process GP2.1 establishes an organization's policy GP2.1 Establish an organization's policy GP2.2 program process GP2.2 program process GP2.3 Provide resources GP2.3 Provide resources GP2.4 Assignment Responsibilities GP2 .4 Allocation Responsibilities GP2.5 Trainers GP2.5 Trainers GP2.6 Management Configuration GP2.6 Management Configuration GP2.7 Identification and Configuration Configuration GP2.7 Identification and Configuration Related Conditioner GP2.8 Supervision and Control This process GP2.8 supervises and controls this process GP2.9 objective evaluation persisting GP2.9 Objective evaluation persisting GP2.10 with higher level management review status GG3 system with higher level management The defined process GP3.1 creates a defined process GP3.1 to establish a defined process C / ML3-5 GP3.2 Collection Improvement Information GG4 Institutionalization A Quantifiable Management Process GP4 .1 Establishment of the quantitative target GP4.2 Stabilized sub-process Enforcement GG5 Institutionalization A Optimization process GP5.1 guarantees a continuous process to improve the root cause of GP5.2 correction
Key practice of achieving goals
SG1 development customer needs
The requirements, expectations, constraints, and interfaces are collected and converted into customer needs.
Requirements (such as customers, end users, suppliers, builders, and testers) are the basis for determining customer needs. Requirements, expectations, constraints, interfaces, operation concepts, and product concepts are analyzed, coordinated, refined, and refining, eventually converted to a group of customer needs.
Requirements, expectations, constraints, and interfaces often do not recognize well, or have conflicts with each other. Due to the requirements of the interpretation, expectations, constraints, and restrictions should be clearly identified and understood, this purpose should be used to achieve this object throughout the project. In order to promote this interaction, it is often necessary to express their requirements and help resolve conflicts. Organized customer relationships or market sectors and members of the developing group from ergonomics or support can act as an agent. When creating and determining customer needs, environmental, legal, and other constraints should be considered. SP1.1-1 Collecting the needs of amenities
Identify and collect the requirements, expectations, constraints, and interfaces of all phases of the product survival cycle.
This basic activity receives the needs of customers to define what is needed or desired. These requirements may be stated in terms of technical terms, or may not be. They should target different product survival cycle activities and their impact on the product. .
SP1.1-2 presentation requirements
Propose the requirements, expectations, constraints, and interfaces of all stages of the product survival cycle.
Extraction requirements are not only collected in demand, but also include additional requirements that are actively identified and not explicitly proposed by customers. Additional requirements should be directed to different product survival cycle activities and their impact on the product.
Examples of techniques for making requests include:
l Technical demonstration
l Interface Control Working Group
l Technical Control Working Group
l Intermediate product review
l Q questionnaire, interview, and get running the scene from the end user
l Running and end user task analysis
l prototype and model
l brainstorm
l Quality function
l market survey
l beta test
l Extract from the source of documents, standards or stations.
l Observe existing products, environment, and workflow mode
l
l Business case analysis
l Reverse engineering (for legacy products)
Child practice
1. Attracting the relevant manner, using the method of requesting, expectations, constraints, and external interfaces.
SP1.2-1 Developing customer needs
Conversion of the requirements, expectations, constraints, and interfaces of the interference into customer needs.
For integrated products and process development representative of all phases of the product survival cycle should include business and technical functions. In this way, the concept and product concepts related to the product-related survival cycle process are simultaneously considered. In the case of their needs, the needs of business and technical impact will produce customer needs.
When documenting the identified customer needs, you must organize a variety of inputs from the customer, get missing information, and eliminate conflicts. Customer demand may include requests, expectations, and interfaces for verification and confirmation.
Typical work product
1. Customer demand
2. Customer constraints on implementation verification
3. Customers on implementation confirmation
Child practice
1. Transfer the requirements, expectations, constraints, and interfaces of the interface to documentation.
2. Define the constraints for verification and confirmation.
SG2 development product requirements
Customer demand is refined and elaborated in detail to develop products and product components.
Combined with the development and analysis of the concept of operation and analyzing customer needs to derive more detailed and accurate demand collections called "product and product components". The demand of product and product components describes the requirements associated with each product survival period. Export requirements comes from implicit ratings in the baseline of customer requirements rather than clear statements, considerations for problems, as well as selected architecture, design, and developers unique business considerations. Factors. Combined with successive demand sets and functional structures re-examine the demand, and refine the most desirable product concepts.
Demand is assigned to product features and product components, including objects, personnel, and processes. Demand to function, object, test, problem, or traceability of other entities is documentized. Allocation requirements and functions are the basis for integrated technology solutions. With the development of internal components, the interface of accessories is defined, and the interface needs are established.
For more information on how to maintain bidirectional trackability, see the two-way traceable specific practice of maintenance requirements for the demand management process.
SP2.1-1 Establishing Products and Product Components
Establish and maintain customer demand for products and product requirements. Customer demand may be expressed by the customer's terms, and may be a non-technical description. Product requirements are the expression of these demand technologies and can be used for design decisions. The first time House of Quality Functional Deployment has an instance of such a conversion, which maps the customer to the technical parameters. For example, "solid sound door" may be transformed into size, weight, fitting, damping, and resonant frequency.
Products and product components have explained how to meet customer, business, and project objectives and validity, availability.
Design constraints include the statutes of product components exported from design decisions rather than high-level requirements.
For software engineering, for example, application components that interact with a commercial database component must meet the interface requirements defined by the selected database. The needs of such product components usually cannot track the needs of higher levels.
The demand for derivation may also illustrate the cost and performance of other survival cycle stages (eg, production, operation, and retirement) within the service target.
Due to the demand caused by the change of the required demand, modification is handled by the "maintenance" function of the particular practice, however the management of the demand change is covered in the Demand Management process.
For more information on how to manage changes to changes, please refer to the requirements management process.
Typical work product
1. Export demand
2. Product needs
3. Product part needs
Child practice
1. Develop demand for technical terms for product and product components.
Development Description Product System Structure Design System Quality and Performance System
Structure.
1. Demand demand from design decisions.
For more information on how to develop solutions that can generate additional export requirements, see Technical Solution Process Area.
Technical selection can bring additional requirements. For example, an electronic device requiring a specific technical requirement such as electromagnetic interference restrictions is selected.
3. Establish and maintain the relationship between demand to consider these relationships during the change management and the demand allocation.
For more information on how to maintain the traceability of the needs, see the requirements management process domain.
The relationship between demand helps evaluate changes.
SP2.2-1 Distribution of product components
Assign the needs of each product component.
Participate in the "Technical Solution" process area to further understand how to assign demand to the product and product components. This particular practice provides information for the allocation of the definition requirements, but must cooperate with specific practices in the "Technical Solution" process to establish solutions for allocation requirements.
The demand for product components in the predetermined solution includes the distribution, design constraints, and functionality, and functions of product performance to meet demand and easy production. The high-level demand specifies the performance of the two or more product components, this performance must be broken down to each product component as the export requirements.
Typical work product
1. Demand allocation form
2. Tentative demand assignment
3. Design constraint
4. Export requirements
5. Relationship between export requirements
Child practice
1. Assign the demand to each function.
2. Assign the demand to the product part.
3. Assign the design constraint to the product part.
4. Documentation of relationship between demand.
Relationships include dependencies, in this relationship, a change in demand will affect other needs.
SP2.3-1 Identification Interface Demand
Identify the interface needs.
The interface between the function (or object) is identified. Functional interfaces may drive development of candidate solutions in the Technical Solutions process.
For more information on how to manage interfaces and integrate products and product parts, please refer to the product integration process.
The interface needs between the product or product components identified in the product architecture are defined. They are controlled as part of the product or product component integration and is a necessary part of the architecture definition.
Typical work product
1. Interface requirements
Child practice
1. Recognize the interface outside the product and the interior (such as a functional portion or object).
With the progress of the design, the technical solution process will change the product architecture, create a new product part and new interfaces outside the product.
Interfaces to the product-related survival cycle process should also be identified.
Examples of these interfaces include interfaces with test equipment, transport systems, support systems, and manufacturing equipment.
2. Develop demand for identifying interfaces.
For more information on how to generate new interfaces during the design process, see Technical Solution Process Area. Interface requirements are defined by terms such as origin, endpoint, incentive, software data characteristics, hardware electrical and mechanical characteristics.
SG3 analysis and confirmation requirements
Demand is analyzed and confirmed, and the definition of the required function is developed.
The specific practice of "Analysis and Confirmation Demand" Specific Practice Supports "Development Customer Demand" and "Development Product Needs". Demand Development. Specific practice under this particular goal includes analyzing and confirming the needs of the expected environment of the user.
Analysis is to determine what is impact on the expected operational environment will have the ability to meet the requirements, expectations, constraints, and interfaces. Feasibility, task requirements, cost constraints, potential market size, and admission strategies must be considered in the product background. The definition of functionality needs is also established. All prescribed product usage modes are considered, and time line analysis is performed on the functional order of time.
The purpose of the analysis is to determine the requirements of the need to meet the requirements of the manner, the conceptual needs of the candidate product of the constraint, and then convert these concepts into demand. While this activity, parameters to evaluate product validity are also determined according to the customer's input and initial product concept.
Verification requirements are probabilities of the expected execution in the use environment in the use environment.
SP3.1-1 Establishing Running Concepts and Scenes
Establish and maintain the concept of maintenance and related scenarios.
For more information on details of the concept development concept based on selected design development, see Technical Solution Process Domain.
The scene is a series of events that may occur in the product use, which is used to make some of the people's people clearer. Instead, the performance of the product is usually depends on the design solution and scene. For example, the operation concept of satellite communication products is very different from landline lines. Since the candidate solution may have not been determined when preparing the initial operation concept, a conceptual solution is required to use when analyzing the needs. The concept of running has been refined with the solution to the solution, and the lower demand is also developed.
As the product design decision may become the needs of the product component, the concept of operation may become a scene (demand).
Scene may include running order, if those order are the performance of customer needs rather than running concepts.
Typical work product
Running concept
2. Product installation, operation, maintenance, and support concept
3. Retired cleaning concept
4. Use case
5. Timeline scene
6. New demand
Child practice
1. Develop operation concepts and scenes, appropriately include functionality, performance, maintenance, support, and retirement cleaning.
Identify and develop scenarios for the expected operation of the proposed product, which is consistent with the requirements, expectations, and constraints of the manner.
2. Define the environment where the product is running, including boundaries and constraints.
3. Review the concepts and scenes to refine and discover demand.
The development of operation concepts and scenes is an iteration process. The review should be performed periodically to ensure that they are consistent with demand. Such reviews can be used in the form of a walk.
4. With the choice of product and product components, develop detailed operational concepts, define the interaction between products, end users, and the environment, and meet the requirements of operation, maintenance, support, and retirement cleaning.
SP3.2-1 Establishing the required functional definition
Establish and maintain the definition of functionality.
Functional definitions are also known as "function analysis", which is a description of the product expectation. Functional definitions may include activities, order, input, output, or other information about the future use of the product.
Functional analysis is different from the structured analysis in software development, and does not assume a functional software design. In the object-oriented software design, it involves the definition of the service. The definition of functions, their logical combination, and their relationship between them and the needs of the demand is called a functional architecture. See the definition of "functional architecture" in Appendix C vocabulary.
Typical work product
Functional architecture
2. Activity diagram and use case
3. Object-oriented analysis, including the identification of services
Child practice
1. Analyze and quantify the functionality that is ultimately used for needs.
2. Analyze the demand to identify logically or functionally distinctive (e.g., sub function).
3. Packet requirements in accordance with predetermined criteria (eg, similar functionality, performance, or combining) to facilitate demand analysis, and point out the focus of demand analysis.
4. At the beginning, the key functional sequence is considered in the development process of the product part. 5. Assign customer needs to functional areas, objects, personnel, or support elements to support the synthesis of solutions.
6. Assign features and performance requirements to function and sub function.
SP3.3-1 Analysis Demand
Analyze demand to ensure they are necessary.
Depending on the concept and scene, it analyzes the needs of each level in the product hierarchical structure to determine if they are necessary to meet the purpose of the higher product level. In this way, the analyzed demand provides a more detailed and accurate demand for the lower layer in the product hierarchical structure.
As demand refinement, it is necessary to understand the relationship between them with higher levels of demand and the functionality defined by higher level requirements. One of the other actions is to determine which key needs will use to track technological progress. For example, the weight of the product or the size of the software can be supervised according to its risks during the development process.
Typical work product
1. Report of demand defects
2. Changes to demand for solving defects
3. Key needs
4. Technical performance measurement
Child practice
1. Analyze the requirements, expectations, constraints, and external interfaces to eliminate collisions and organize them into related topics.
2. Analyze demand to determine if they meet the purpose of higher levels.
3. Analyze demand to determine they are complete, feasible, achievable, and validated.
Once the design determines the feasibility of a particular solution, this sub-practice pointing which needs affect feasibility.
4. Identify key needs of cost, progress, functionality, risk, or performance.
5. Identify technical performance measurements that will be tracked in development work.
For more information on the use of metrics, see the metric and analysis process domain.
6. Analyze the operation concepts and scenes to refine customer requirements, constraints, and interfaces and discover new demands.
Analysis may result in a more detailed operation concept and scene while supporting the export of new needs.
SP3.4-3 Analysis Demand for Balance
Analyze the demand and constraints of balanced people.
Requirements and constraints may involve cost, progress, performance, functionality, reusable components, maintenance, or risks.
Typical work product
1. Evaluation of risk associated with demand.
Child practice
1. Use the confirmed model, simulation, and prototype to analyze the balance between the requirements and constraints of the inter.
The results of the analysis can be used to reduce the cost of the product and the risk of product development.
2. Execute risk assessments for demand and functional architecture.
For more information on how to conduct risk assessments for customers and product needs and functional architecture, see the risk management process.
3. Check the product survival cycle concept to understand the impact of demand on risks.
SP3.5-1 confirmation
Confirm that the result product will complete the expected task in the user environment.
Typical work product
1. Results of demand confirmation
Child practice
1. Analyze demand to determine the risk of operating in the expected use environment.
SP3.5-2 confirms the demand with a comprehensive method
Appropriate use of a variety of technologies, confirm that the product will complete the expected task in the user environment.
Demand Confirmation is carried out in the early stages of development work, to collect evidence to indicate that demand capability boots can lead to successful final recognition development. This activity should be integrated with risk management activities. Mature organizations typically confirm the demand and extend the basis of confirmation with more complex ways to include other tribes. These organizations are usually analyzed, simulated, or prototypes to ensure demand will meet the requirements and expectations of the manner.
Typical work product
Analysis method and results record
Child practice
1. Analyze demand to determine the risk of operating in the expected use environment.
2. Promote the sufficientness and integrity of demand by developing product expressions (such as prototype, simulation, model, scene, and story board)
3. As the design is mature, assessing the maturity, assessing design in the context of the environment to identify the confirmation item and disclose the undisprued requirements and customer needs.
General practice of goals
GG1 Completes a specific target by converting identifiable input work products to identifiable output work products, process support and enables specific target implementations of the process domain. GP1.1 performs basic practice to perform basic practice to develop a necessary development process to develop work products and provide special goals to meet process domain. Just suitable for continuous
GG2 institutionalization a managed process
The process is subjected to a managed process.
Guarantee
GP2.1 establishes an organization's policy
Establish and maintain organizational policies for planning and implementing demand development processes. Detailed detail
This policy establishes the requirements of collecting amenities, clarifying the needs of products and product components, and analyzing and confirming the expectations of organizationality.
Ability to perform
GP2.2 planning process
Establish and maintain a plan for implementing a demand development process.
Detailed detail
Typically, the implementation of the demand development process is part of the project plan described by the project plan process.
GP2.3 provides resources
Provide sufficient resources for performing demand development processes, developing work products, and services that provide processes.
Detailed detail
It may be necessary to apply a method of extracting the requirements of amenities in the application, and the methods and tools of customer, product, and product component requirements, and special skills.
The supplied resources include the following tools: l Demand Description Tools L Simulator and Modeling Tools L Prototype Tool L Scene Definition and Management Tools Demand Tracking Tools
GP2.4 allocation responsibilities
Assign the execution process, develop work products, and provide the duties of demand development process services.
GP2.5 Trainer
People who must conduct and support demand development processes must be trained.
Detailed detail
The training topic example is as follows: l Application domain L Demand definition and analysis L requirements Extract L Demand Description and Modeling L Demand Tracking
Guide (process)
GP2.6 management configuration
The designated work products during the development process are subject to the appropriate configuration management level.
Detailed detail
The work product stored in configuration management is as follows: l Customer demand l Functional architecture L Products and product components demand l Interface requirements
GP2.7 identifies and contains related dry people
Control plan, identify and include related trust people with demand development process.
Detailed detail
From customers, end users, developers, producers, testers, suppliers, marketers, maintenance personnel, final cleansters, and other affected by products and processes, or those who affect product and process.
An activity of a happiness is, as follows: l Can I fully meet the requirements, expectations, constraints, and interface L Establishing the concept of running concepts and scene L Establishing sufficiency L. Establishing product and product components • Evaluation of product costs, progress, and risk
GP2.8 supervision and control process
The process is implemented and appropriate corrective activities based on the development process of planning to monitor and control demand.
Detailed detail
The metrics method for monitoring and control is, for example, the cost, progress and the defective density of the progress and workload of the rework.
Verification (process)
GP2.9 objective evaluation persistence
The persistence of the comparison process, the rules, procedures, and objective assessment needs development process, and handles related matters that have not been implemented.
Detailed detail
Reviewing the event is, as follows: l Collecting the requirements of the interpretation L to clarify the demand for product and product components to analyze and confirm the needs of products and product components.
Work products review examples, as follows: l Product requirements l Product part demand l Interface requirements l functional architecture
GP2.10 with higher level management review status
Review the activities, status, and results during demand development in higher levels, and solve problems.
