Tag Archives: derived requirements

Decisions have consequences!

My wife and I recently returned from 12 days in Hawaii where we celebrated 40 years of marriage.  I was very disciplined to avoid doing any real work during that time, rather concentrated on enjoying the sensory overload that the … Continue reading

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A 3V Traceability Model

I’ve written numerous posts on decision-to-requirements traceability based on the fact that decisions are the creators and consumers of requirements.  Consistent with this, I use a 3V (or 3-Vee) model of traceability that is best represented by a 3-D model … Continue reading

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Decision Driven® Information Architecture

Many of my previous posts have described the relationships among various types of knowledge: decisions, criteria, alternatives, requirements, risks, plans, etc.  There’s method (actually science) to my madness; here’s the Decision Driven® Information Architecture that I believe illustrates how decisions … Continue reading

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Failure to manage decision consequences

Everyone believes that decisions have consequences, but many fail to proactively manage them.  You can make a great decision, select a great alternative and still fail during execution.  Here are a few examples of common “failure to follow-through” decision faults: Next … Continue reading

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Derived requirements – continued

If decisions create requirements (as explained in my previous post), then decisions also create ALL the interactions between requirements.  This implies that there is never a constant, always-present, solution-independent relationship between any 2 requirements. Perhaps you’ve been involved in populating or … Continue reading

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All requirements are derived requirements

Every requirement that you will ever face can be traced to an upstream decision; all requirements are derived requirements.  I used to offer students in my Decision Driven® Design workshops a large cash prize if they could name a requirement that … Continue reading

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Accelerating new product development

There’s no quick fix for accelerating the development of a new product.  That’s because your organization has a baseline (existing, current) capability for product development that is comprised of a mix of existing solutions, people, process/methods, tools and knowledge assets.  If … Continue reading

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