Initial lessons learned from the definition and implementation of a platform requirements engineering process at Intel Corporation

In many companies a communication divide exists between the disciplines of engineering, strategic planning, and marketing. The divide can be caused by various factors including conflicting goals, cultural differences and different world views. The resulting communication gaps can affect the planning and design of new products and can have a highly negative effect on requirements activities. As part of an attempt to solve this problem within Intel´s Desktop Platform Group (DPG), a platform requirements engineering system has been defined and is being implemented. There are lessons learned from its early development and use that provide a foundation for success on projects of this type: 1) focus on fixing the problems deemed most important by business customers first and work outward from there; 2) develop champions at the working level to proliferate a common requirements language and requirements practices; 3) use examples to help individuals articulate process needs and necessary work products. Define standards early to support process definition; and 4) develop a system that encourages and rewards for practice and feedback to prevent defects and make the system stronger.