Why does
cmmi
recommend that
requirements
management be implemented at level 2 and requirements development be implemented at level 3? I used to have doubts about this when I watched cmmi, but when I asked other people at the time, no one was very clear, so I opened one eye and closed one eye. After this training, I got some inspiration from the idea of "mature process is conducive to the introduction of new technologies". I think whether cmmi thinks that only by doing a good job in demand management, we can understand and agree with the concept of demand management. , and then formed a good habit, as a new technology, requirements development is a very simple and inevitable question to be considered by relevant managers after understanding their own requirements status (with measurement and analysis). Make the requirements better?", and then naturally go back to find out how to "develop good requirements". I don't know, I understand that right?
Your thinking is right. Standardized project process capabilities help improve technology, as does demand development. We need to understand which aspects of the specification can help improve requirements development. You can see it through, congratulations!
But your "open one eye and close one eye" attitude is very bad.
The answer to the question is already in the CMMI description. Of course, at the second level, we also have requirements for development, otherwise the project would not have deliverables. However, in many cases, our requirements are not standardized enough, no specialist is responsible, and the content of the requirements is often supplemented by different developers to supplement their own tasks. The requirements cannot be consistent, cannot meet customers, and the quality cannot be improved.
So, how can we improve the quality of demand? CMMI's requirements management requirements: 1) Requirements are the understanding of the project and the customer, the project carries out activities according to the requirements, and the goal is to achieve the requirements. 2) A project that really does this must get the real needs of customers. At the beginning, our skills may not be able to achieve this, really understand the needs of customers. But if we accept customer-centricity and strive for customer satisfaction, we will continue to find ways to improve the method of extracting demand. That's what the third level of concentration does. But the foundation is the concept of the second level "the project is to realize the needs of customer satisfaction". You should note that our project has not yet established this strong will to carry out project activities as required, so we are not even willing to do it well to establish a system engineer team. 3) To realize the requirements, it is necessary to trace the requirements. We need to keep an eye on changes to the requirements, otherwise our
work
won't really implement the final version of the requirements. This step is necessary to ensure that the requirements are faithfully fulfilled.
The above points are all required by CMMI Level 2. That is to say, when we are at the second level, there is demand, but it is not standardized, because we do not yet understand the meaning of demand. This is what I said: "We don't respect demand yet". When the project does not respect the demand, the demand cannot be improved. The "management" in "demand management" here is not just a general management task, it expresses a goal through these tasks. This "demand management" is more like "demand awareness". That is, knowing the meaning, importance, relationship to the project, etc. of the requirements, the necessary actions are taken. CMMI lists these initiatives, in fact, requires projects to establish a sense of needs.
In fact, "management" here can have two meanings. Literally, he just has some "need" and management, is how to deal with it. This meaning naturally makes people think that if we do not have good demand, demand management will naturally be meaningless. Another meaning is the ideas and methods that drive management activities, not necessarily the actual activities of management. We need to know the importance of demand, and its key elements, in order to manage it most effectively. The management here means creating favorable conditions to improve the quality of demand.
Let me give another case: I just watched CCTV4's "Treasure Hunt" program. For some audiences, the cultural relics used for review are fake, and some are very precious. Some have knowledge of archaeology, some do not. Of course it doesn't matter if you collect antiques at home. But if we want to be a standard antique connoisseur, do we need to
learn
the value and collection methods of antiques (demand management) at home (CMMI level 2) before we can boldly invest in real antiques (demand development)?
Therefore, demand management is the basis of demand development. This is very consistent with what you said