The Product Manager's Desk Reference 2E by Haines Steven

Author:Haines, Steven
Language: eng
Format: epub
Published: 2014-10-08T20:00:35.491000+00:00

THE PRD OUTLINE AND TEMPLATE

Most PRDs should follow a fairly standard outline. The sections in the template shown as Figure 13.6 are listed here for quick reference. However, further reading in the chapter will provide more context for you.

FIGURE 13.6

Product Requirements Document Template

MANAGING REQUIREMENTS

The product manager needs a systematic approach to shape the product definition. The product requirements process is fairly well documented, especially for the technology industry. Because of this, I will provide a general overview of the requirements process so that you can get your bearings if you are relatively new to the product definition process or need the guidance of a standard process. The general steps in requirements management consist of the following:

1. Eliciting requirements

2. Defining requirements

3. Organizing documents

4. Managing requirements from beginning to end to assure that there is complete traceability

A primary result of this effort is the creation of clear documentation that defines the functionality, features, and/or attributes of products.

There are two main types of requirements, both of which focus on the customer or user: functional requirements and non-functional requirements. Functional requirements reflect the basic intent of the product, or “what it’s supposed to do.” Functional requirements are often articulated using the word shall. Non-functional requirements describe characteristics, properties, or qualities that the product “should” or “must” exhibit. These are sometimes called behaviors of the product, usually related to the product’s desired characteristics, usability, or maintainability (and sometimes, performance).

Whether the requirements are functional or non-functional, they must meet the customer’s need and the manner in which those problems are to be solved. Therefore, the PRD cannot even be started without an understanding of the market segmentation models and the underlying needs of the customer targets within those segments—those needs for which the product is being defined. The big question is, “For whom are we building this product, and why?”

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