"Quest for demand" reading notes Part2

"After reading this book, you will no longer trust those outdated needs-no matter who he is proposing to you, or how serious or crazy a way he is to ask you." You'll get plenty of ways to explore the real needs of your customers. "Ken de Lavigne senior member of IBM Quality Research Center. After reading this book, the author's understanding and analysis of the requirements gave me a new understanding of the needs analysis, which I read the second part of the book on the way to start.

The second part of the book "Quest for Demand" is still in the analysis of demand, the author uses a large number of examples to illustrate his point of view, and the author again to tell his story to identify needs and analysis needs. In the fifth chapter, the author puts forward the idea of an entry point, and all the requirements work must take place in a certain type of initial process: Some people will come up with an idea that certain features should be designed and implemented. Regardless of its origin, the idea is the starting point of the demand process. In my reading, I study several problems that may trigger the most common form of thinking at different starting points, and learn to strike a balance between the need for a common starting point and the needs of all members in the first place. The best definition of a problem is the difference between what you feel and what you expect. Because our design has a fundamental purpose, we need to give special attention to how the project begins. Preparing for a rainy day is the best way to avoid being caught in a major false hypothesis, so learn to develop a habit of carefully analysing pointcuts. The sooner you start looking for a pointcut, the better, in fact, when you realize you've started, the real point of entry is already over. How do you know when the pointcut ends when you have no doubt about the existence of the solution? The basic idea is to slow down the progression of the cut-in phase, to investigate the ball and to think carefully about demand. The person involved in the cut-in is finding everyone that was designed at the beginning of the project. The sixth chapter is about the question of freedom. In order to obtain information on the macroscopic nature of the problem of possible solutions and requirements design, some advanced issues will need to be posed in the early stages of the project. Free questions are perfectly adapted to any product that needs to be designed. From a decision-making standpoint, free questions can help you decide which main branch of your needs to climb, far more than an analysis of a small branch or tip. Because of the independence of free questioning and special design pains, they can be paid into the designer's toolkit and used before they are designed to be too complex. Some examples are used to illustrate the benefits of free questioning. Free questions should be provided early in the requirements process, and they must be completed before the end of an afternoon of detailed decision-making. The seventh chapter is about finding the right people. Customers and users adopt a policy and plan that includes the user to ensure that all users are treated consistently. Practice: 1, believe that in the demand development team must have responsible for the user's policies, so far better than show extinct. 2. Brainstorm a list of potential users. 3. Simplify the list by classifying them into three categories: friendly, unfriendly, and customer. 4. Use the three-bit coordinates of the participants to make a countermeasure for each user group you don't want to ignore. 5. Implement your participation plan, use your imagination and wit to get all the participation you need. This includes the user's work before making any design decisions, believing in the need to be responsible for the decision-making of the users involved in the requirements development team, collectively discussing a list of potential users. Simplify by classifying them into three categories that are good, unfriendly, and can be neglectedlist, perform your participation and plan, use your imagination and wit area to get all the participation you need. The eighth chapter prepares working meetings for everyone, and because of their important position in the quest for demand, meetings must be considered like other tools: design them, select them appropriately, train everyone in use, then practice, practice, and practice. The Nineth chapter is to reduce ambiguity, ambiguity is an important problem in the definition of demand, and the inspiration is a powerful tool to reduce ambiguity. Memory inspiration: Different people try to accurately review the description of the problem according to memory. For those places that are not well recalled, it is likely to be unclear. Mary used to be inspired by a little lamb: Read the question aloud a few times, reread different words or words each time, until you find as many explanations as you can. Mary cheated on the businessman: identify the words that play an important role in the description of the problem, and then list all of their possible explanations. These definitions are then blended to form additional explanations.

After reading the first two chapters of the book, the understanding of demand analysis is more thorough, and the author's thoughts and thoughts on the ambiguous solution have made me understand the need in a new way.

"Quest for demand" reading notes Part2