‘Requirements-Uncertainty’: Is it best formulated as a latent, aggregate or profile construct?

This paper identifies the strategies that experienced information systems (IS) project managers say they use to cope with requirements-uncertainty when managing development projects for external clients. It is shown that project managers claim to use different strategies for coping with the different dimensions of requirements-uncertainty, as this notion has been formulated in IS literature. Based on this finding, it is proposed that perhaps requirements-uncertainty should be formulated as a profile construct, and not as a latent or aggregate construct, if it is to have pragmatic validity as a guide to action for project managers.