What is the difference between the requirements specification and the product backlog?
13 December 2023
Method
Needs management The purpose of the specifications and the product backlog is to ensure that the final deliverable meets the needs of the customer or end user as closely as possible. It is therefore used to identify customer requirements and to structure the work to be done to achieve the final deliverable.
So it’s the same thing, but it’s very different!
What differences are there?
REQUIREMENTS SPECIFICATION
- Origin. The term “specifications” originated in the Middle Ages in the field of construction and engineering. Project owners (architects, engineers) wrote down their requirements, their “specifications”, on sheets of paper and passed them on to the craftsmen. All these sheets together formed a “notebook”.
- How it is used. It serves as a reference for defining the customer’s or client’s expectations of the deliverable. It is the responsibility of an expert or the person in charge of managing the project.
- Content. The requirements specification detail the constraints and functional requirements of the deliverable, as well as the associated performance criteria.
- Evolution. The requirements specification is a formal, static document, once it has been accepted during the planning phase. Any changes are subject to a formal validation process, which is not very flexible.
PRODUCT BACKLOG
- Origin. The expression “product backlog” is an Anglicism originating from agile methodology, in particular Scrum. The word “backlog” literally means accumulation, delay and represents a list of tasks or items awaiting processing.
- How is it used. It is used to organise and prioritise the work to be carried out on the deliverable. It is constantly updated to reflect the changing needs of the product. It is the responsibility of the “product manager”.
- Content. The product backlog is made up of “customer stories”, which represent the functionality of the deliverable expected by the customer, as well as elements representing improvements or corrections to be made to the deliverable.
- Evolution. It is potentially updated during each iteration, or sprint, of the agile process, depending on customer feedback and changes in priority.
In short, the specification is a static document that specifies the requirements of a deliverable, whereas the product backlog is a dynamic, evolving list representing the tasks to be carried out as part of an agile development process. In both cases, it is the document that frames the development of the deliverable, ensuring that its final form perfectly meets the customer’s needs.
Circular Project Management : The perfect alliance between predictive and agile
1 January 2021 Method
Circular Project Management Two approaches, one innovative response
Project management is dominated by two main methodological schools.
Predictive (or cascade)
Born with industrialisation at the end of the XIXᵉ century, it is based on rigorous planning and strict monitoring of deadlines, costs and resources.
Its strengths
- Clear vision: well-defined scope, structured planning throughout the project.
- Management: once the planning has been done, management is easier for the project manager because everything is already structured.
Its weaknesses
- Rigidity in the face of unforeseen circumstances: difficult to adapt the plan along the way.
- Lack of flexibility: little interaction with stakeholders during the project.
- Tunnel effect: risk of ending up with a final result that is not adapted to actual needs.
This approach is ideal for projects that are easy to predict at the outset and for projects that are highly regulated (industry, construction, aeronautics, etc.).
Empirical (or agile)
Born in the 1990s with the rise of collaborative methods, Agility is based on an iterative approach and strong stakeholder involvement.
Its strengths
- Great flexibility: continuous adaptation to changing needs.
- Collaborative working and frequent feedback for continuous improvement.
- Reduced risk: errors are corrected as they occur.
Its weaknesses
- Lack of long-term vision: difficult to anticipate deadlines and budgets.
- Complexity of coordination on large-scale projects.
- Requires constant involvement of teams and customers.
- Dependence on a stable team: agile works well when the same team follows the project from start to finish.
It is well suited to projects where needs change rapidly and the team is constant, such as software development, product innovation or uncertain environments requiring a high level of responsiveness.
Circular Project Management: the best of both worlds
Circular Project Management allows you to adopt a single method, which can be deployed in predictive, agile or mixed mode as required. Our hybrid approach combines the strengths and eliminates the weaknesses of predictive and empirical approaches:
- Unique method – Predictive, agile or mixed, depending on project needs and constraints.
- Universal – Suitable for organisations with different management cultures.
- Clear vision + flexibility – Structured plan with adaptability.
- Efficient management – Rigorous monitoring of costs and deadlines while remaining responsive.
- Adapted to projects with resource rotation – Enables new players to be brought on board without disrupting project progress.
How do you set up Circular Project Management?
Stage 1: Diagnosis – Identifying the context, needs and constraints of the project.
Stage 2: Selecting the operating mode – Predictive, agile or hybrid depending on the team and the environment.
Stage 3: Deployment – Implementation of the method and associated tools.
If you’re interested, let’s talk! Contact us to find out how this approach can transform your project management.