Systems Thinking in Requirements Analysis: Systems Thinking in Requirements Analysis, #1

Requirements Analysis (RA) Is a big deal. You need to get it right, sooner than later.  Unfortunately, RA has an amazing history.  It is one of those activities that seems to never end. When it is done, someone finds out something that makes it undone. This perfectly illustrates the history of RA & E, Requirements Analysis and Engineering.  If you have been involved with it for 50+ years as I have, you will get some idea about the flow and evolution of RA as a continually developing professional process. It is one of those specialties that it is fair to say that "the more it changes, the more it stays the same".  RA has an interesting history that promises many benefits. Indeed, this makes sense. The history of RA is worth the read. Considering that there are several hundred books out there for sale right now, finding something to read is not a problem. Many different perspectives, methodologies, practices, techniques, and point-of-view about RA current exist.
This is because RA is so important to the success of many an organization and is involved in one or another range of projects that was expected to deliver such success. The record is clear.  Project Managers expected their versions of RA to improve communications, define the s cope of their projects, increase productivity, reduce risks and eliminate or simplify the technical challenges of the project, increase understanding of many of the processes of RA, reduce interpersonal and inter-team conflicts, enhance the project plans, and improve the tools and techniques to lead to rapid project success. This may seem like RA is where the foundation for project success emerges. This is not a fanciful fallacy or a childish way of thinking. People believe this for good reason. RA does clarify business goals and can reduce the time required to get the job done.  Beyond these possible outcomes and project advantages, RA can indeed deliver a more probable road to success.
RA is supposed to be all about Performance, Quality, Cost, and Success. This is right, PQCS says it all.  Unfortunately, RA rarely turns out this way without a lot of Change Management modifications, such as changes in people, processes, plans, expectations, schedules, budgets, and on and on and on.  I am sure that there is no surprise here.  The Tools & Techniques of RA project management are at the center of all discussions about RA project management change control.