"Quest for demand" read Note two

In any sizable development project, it is clearly a fantasy to be alone, in order to gain the capacity and diversity that a team can provide, we must abandon the illusion of any individual heroism and pay the price for working with others. This interpersonal cost is most evident in the Conference, which is also a tool, a social tool. Many people will feel that the meeting is very scary, it sometimes does not produce any effect, but we can not do without it, once left the meeting, will only open the simplest products. The result of each meeting is to measure the health of the needs work, a bad meeting that illustrates the imperfections of the demand process. In order for each participant to participate fully in the Conference, the meeting must be stable, and we can achieve it by concluding some pre-conference agreements such as creating an interruption mechanism, setting time limits, opposing personal attacks and belittling.

The last time I read the question of ambiguity, which was an important issue in the definition of requirements, this reading learned to use tools to inspire us to identify the source of ambiguity in the problem statement, which is a powerful tool for reducing ambiguity. For example, we can construct an inspiration based on the relationship between memory and meaning to determine the ambiguity of the problem description; Ambiguous voting is another useful tool to reveal the ambiguous source of the problem. These inspirations also need to be fully successful in a humorous atmosphere, effectively identifying the source of ambiguity in the problem description and thus reducing ambiguity.

The tools explored are important in the exploration process, and using these tools, we may find some exciting goals in the demand process.

What we need is not just to convene a meeting to generate ideas, not just some general good meeting rules, but a conference designed specifically to produce ideas, a prototype of which is brainstorming and an important part of many inspiring approaches. Brainstorming is divided into two parts, the first part is to increase the number of ideas: not to criticize and blame for the idea at first, your imagination to be rich enough, the more ideas the better, and the brainstorming process that can generate a lot of ideas, and finally, in the right brainstorming design, It is best to synthesize or change the ideas listed to create more and better ideas. The second part is to reduce the number of ideas in the idea list to an operational scale: threshold voting, synthetic ideas, application criteria, and so on.

In the process of exploring the requirements, we need to use the Mapping Diagram tool to produce maps with different levels of detail, and in this process, the map will be more and more refined. The two tools of sketching and drawing graphs can help us to produce map graphs. The visual change in the aftermath of brainstorming is the mapping of the mind, in which each participant loops through the drawing to form a mind-mapping method that can bring the rest of the brain into the creative process. In each process, we can do similar "right brain movement", the language hypothesis is specific, stimulating new ideas.

A name is an introduction to a project, and another area that is prone to ambiguity, so in the quest for demand, we choose a non-ambiguous name. All project names-from job names to formal names-are ambiguous, so it's a good way to make choices about what you need to do to explore the project when you name it. The name of a project can have a profound effect on its results and the behavior of its participants, and there are several ways to help us create a name that is not ambiguous: heuristic naming Method--first a name, then three reasons why the name is inappropriate, Finally, another name that could eliminate the three reasons was proposed.

Every exploration will encounter one or two times of conflict, this time to accurately determine whether the conflict is important to control the occurrence of non-essential conflicts, but also to allow some people to fully focus, this can also avoid non-essential conflicts, if the conference is more effective, it is necessary to control the nature of conflict.

For our projects, we need to have a clear expectation of what needs to be explored. Through the function, the attribute, to the constraint, to the preference, then to the desired each step, can gradually obtain the corresponding information, thus enables us to better understand the project, effectively carries on the demand exploration.

Of course, in the quest for information, we must first define the function, understand the system's existence function, and test the function. Through the customer's brainstorming, to record all potential functions, to understand the obvious, hidden and decorative features, to identify unnoticed features and other methods will allow us to more clearly and accurately grasp the project function. Use a feature-inspired approach to identify the features that are really needed, reduce the chance of ignoring important hidden features, and provide awareness and opportunities for new features, creating consistent functionality.

"Quest for demand" read Note two