"Quest for demand" reading notes Part3

"An excellent book-unique, thought-provoking and interesting-is a must-read for anyone who engages in the process of demand" This is Claude W.burrill,burrill.ellsworth Associates wrote at the end of the book praising the book, As the reading progresses I have read the third part of the book these days, and the third explores the opportunity to use the same style to tell the knowledge of demand analysis.

The third chapter focuses on the need to explore some of the needs of some of the tips, and general knowledge. The process of demand is not linear, but revolves around the target, approaching 1.1 points. 10th.   Brainstorming session Brainstorm: Don't criticize and blame, let your ideas fly; the more ideas, the better; change and synthesize ideas. As we will see, the meetings that generate ideas are usually part of other meetings. As long as two people think they need some ideas, they can hold a meeting that generates ideas at any time. The stage of the idea is followed by one or more methods to reduce the number of ideas to an operational scale. The more people who generate ideas, the better, as long as they are willing to follow the rules, and more people mean more ideas. 11th   Right Brain method in order to record where we are in the requirements process, we need to use maps. Because most of the effective maps are visualized, if we can inspire our right brain, then the method that can be used to reduce ambiguity is multiplied. Explore the mapping of requirements from the developer, not the requirements themselves. We explored it to make the map, and eventually we made a map that was very close to the map to meet the actual purpose. Mapping is a process, it is a clear communication after the awareness and promise, the occurrence of communication problems into the following process: Do not put all the difficult parts of others to do, as in the foolproof cockroach killing apparatus, and to prepare for the possible new methods, especially the changes brought about by new marks , accept the differences between people, do not force everyone to be the same, or think they are fools. Instead, make sure that everyone can read every step of the map, don't rule out anyone, and learn to sketch, so that the new map can contain enough information, not too much information, so it doesn't imply that you're not going to get the accuracy. Everyone uses a map, although not every system that can easily handle each mapping. The 12th chapter   the name of the project will always be reused, they are easy to control the idea. If they are misunderstood or ambiguous, they can be a starting point for trouble. Heuristic naming: 1, put forward a name, 2, give three of the reason that the name is not inappropriate; 3. Propose another name that can eliminate the three problems; 4. Repeat the naming process until you find a usable name. As long as a new project or subproject starts, or if any new things need to be named, we must carefully select the names to avoid misunderstanding or ambiguity. A naming activity can be done by a single person, but a team of key participants in the project will be able to get a better result. Chapter 13th   The process of moving forward in the face of conflict every project will experience conflict, and without some impetus it will be difficult to eliminate it successfully. As a good catalyst, you must develop your attention to the endThe art of concentration-anytime, anywhere attention, anytime, anywhere evaluation, but a little more gentle than the gorilla. It is not advisable to convene a meeting without a catalyst, because you cannot predict when a tense confrontation will erupt. However, a good catalyst can prevent most of the insignificant conflicts and can make other conflicts minimized. Each participant should take responsibility for the promotion of the Conference.

Discovery needs reading notes Part3