需求工程手冊

qzcp

Some years ago, a successful company won a contract for a fifty million
dollar project. The product system had six operator consoles, another six
racks of electronics equipment, and a sophisticated set of remote radios and
computers. Development disciplines included software engineering, digital
electronics, communications electronics, and mechanical engineering.
Customer acquisition and user groups knew what operational capability
they wanted, but there had yet been no technical requirements. Early in the
project, the company developed and delivered a technical specification.
Customer reviewers provided dozens of changes, including six additional
requirements that they interpreted from the loose operational capability
statements. In later discussion, however, customer people agreed that these
additional requirements, although nice to have, were too expensive to add.
Time passed. The project had political and funding problems, bouncing
up and down over a period of four years like a short-hop shuttle airplane.
Personnel changed several times; in one such change, the project apparently
terminated and the entire acquisition group was reassigned. After two
months of hiatus, a new acquisition group resumed the project.