A Basic Introduction to Creating a Software Requirements Specification

A Basic Introduction to Creating a Software Requirements Specification

Kamelia Stone is Content Manager at Marketbusinessnews. She likes to travel, meditate, and draw inspiration from different sources, primarily from books.

Software Requirements Specifications (SRSs) document describes the various software features, capabilities, coding tests, and functions that are to be implemented in the product.

These parameters also include characteristics, design details, and implementation obstacles for the development team. The structure of SRS can be modified, depending on the project, and various features/functions can be added during the process.

SRS lies in the initial, bottom stage of the entire development process. The next stages include user requirements, which detail the needs of end-users, and describing beyond the goal of the final product (business requirements).

No matter how the SRS structure is shifted during the development process, functional (if/then, data handling, etc.) and non-functional (usability, scalability, etc.) requirements always take place.

This post for Process Street will discuss:

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What is Fake Agile? Understanding the Dark Side of Agile and How to Avoid It

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Agile is a buzzword. These days, everyone is “doing agile”. Or so they say.

Despite over 90% of senior executives stating agile adoption as a top priority, less than 10% actually consider their firm to be performing with a high level of agility.

As much as people love to wear the badge of agile on their sleeve, there is a great deal of confusion swelling in the dark chasm between the aspiration of agile implementation and reality.

So what is agile?

It’s basically a philosophy of software development that prioritizes iterative development of working software and solutions through cross-collaboration and self-organizing teams.

It’s also an umbrella term for a bunch of development frameworks, but agile doesn’t simply mean kanban or scrum.

Some of the confusion arises when teams equate the agile approach to using an “Agile framework” (usually capitalized).

Frameworks like these are attractive because they’re sold as simplified solutions to difficult project and process management problems.

Sure, these frameworks can be an important part of an agile implementation, but they need more. They need a firm foundation to stand upon.

It’s not enough to simply go through the motions and expect an agile approach to “just work”, especially when transitioning from a more rigid and traditional framework like waterfall.

In order to drive agile success, teams need to adopt agile philosophy. They need to change the way they think about work ownership, management, and their relationship and duty to customers.

Without this vital force, frameworks like scrum and kanban fall flat.

In this article I’ll investigate what it is that separates true agile from the “fake” agile that is often the differentiator between success and failure of a development team. Here’s a quick overview:

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Where to Start With Agile Software Development

In this episode of the Business Systems Explored podcast we talk to Tom Cagely, the host of SPaMcast and Agile expert, about Agile software development. 

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When it comes to agile software development, it can be hard to get a comprehensive place to start. Thankfully, this week we speak to Agile veteran and host of SPaMcast, Tom Cagley. Tom goes through the whole Agile process, from tools to best practices. He explains it simply enough for anyone to understand, but also lets us in on a few advanced techniques that surprised us.

Whether you’re actually managing a software team, or just looking to work more efficiently, Agile is well worth adopting in your business. It was born out of the same movement as the lean startup, so you may be already familiar with it, but there’s always room for improvement. Listen to this podcast to learn more.

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And remember, if you like the show, please leave us a review and rating. 🙂

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