`Requirements-uncertainty´: should it be a latent, aggregate or profile construct?

The author identifies the strategies that experienced IS project managers say they use to cope with requirements uncertainty on development projects for external clients. He shows that project managers say they use different strategies for coping with the different dimensions of requirements uncertainty, as this construct has been formulated in the literature. He then argues that requirements uncertainty, as this construct has been formulated in the literature. The author then argues that requirements uncertainty should be formulated as a profile construct, and not as a latent or aggregate construct as at present, if it is to have pragmatic validity as a guide to action for project managers