When I hear about requirements churn, bad requirements management - which is really bad business management, emergent requirements that turn over 20% a month for a complete turnover in 4 months - it's clear there is a serious problem in understanding how to manage the development of a non-trivial project.
Let's start here. Start with what capabilities does this project need to produce when it is done? The order of the capabilities is dependent of the business's ability to not only absorb the capability, but the value stream of those capabilities in support of the business strategy.
That picture at the bottom shows a value stream of capabilities for a health insurance provider network system. The notion of INVEST in agile has to be tested for any project. Dependencies exist and are actually required for enterprise projects. See the flow of capabilities chart below. Doing work in independent order would simply not work.
- The Requirements Engineering Handbook
- Systems Engineering: Coping with Complexity
- Requirements Engineering: A Good Practice Guide
- The Art of Systems Architecting
- Effective Complex Project Management: An Adaptive Agile Framework for Defining Business Value
- Design Structure Matrix and Applications
- Software Requirements Analysis and Specification
- Systems Requirements Analysis
- Systems Management: Planning, Enterprise Identity and Deployment