Reports about failed projects regularly appear in professional media. A key reason for these failures lies in insufficient requirement definitions. The more complex the projects are and the more dynamic the environment becomes, the more important good requirements engineering and requirements management become in providing systematic decision support and achieving accelerated time-to-market, and consequently competitive advantages. This book describes various activities in project management, outlining where and how methods and procedures of requirements engineering and management are applied in projects, where outdated approaches should be expanded or changed, and how project management already (unconsciously) employs requirements engineering and requirements management in many areas and utilizes its results. By consciously applying these methods.