Page 10 - Software and Systems Requirements Engineering in Practice
P. 10
C o n t e n t s ix
Creation of a Requirements Engineering
Artifact Model . . . . . . . . . . . . . . . . . . . . . . . 28
Using the Artifact Model . . . . . . . . . . . . . . . . . . . . . . . 30
Extending an Artifact Model to Augment
Process Definition . . . . . . . . . . . . . . . . . . . . 30
Using Templates for Requirement Artifacts . . . . . . . 30
Dynamic Tailoring of an Artifact Model . . . . . . . . . . 34
Organizational Artifact Model Tailoring . . . . . . . . . . 34
Creating a System Life Cycle Process . . . . . . . . . . . . 35
Tips for Requirements Engineering
Artifact Modeling . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Discussion Questions . . . . . . . . . . . . . . . . . . . . . . . . . . 37
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
3 Eliciting Requirements . . . . . . . . . . . . . . . . . . . . . . . . 39
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Issues and Problems in Requirements
Elicitation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
The Missing Ignoramus . . . . . . . . . . . . . . . . . . 41
The Wrong Stakeholders . . . . . . . . . . . . . . . . . 42
Untrained Analysts . . . . . . . . . . . . . . . . . . . . . 42
Not Identifying Requirements Level . . . . . . . 42
Failure to Accurately Identify
Stakeholders . . . . . . . . . . . . . . . . . . . . . . . . . 43
Problems Separating Context from
Requirement . . . . . . . . . . . . . . . . . . . . . . . . . 44
Failure to Collect Enough Information . . . . . 44
Requirements Are Too Volatile . . . . . . . . . . . . 45
System Boundaries Are Not Identified . . . . . 45
Understanding of Product Needs
Is Incomplete . . . . . . . . . . . . . . . . . . . . . . . . 46
Users Misunderstand What Computers
Can Do . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
The Requirements Engineer Has Deep
Domain Knowledge . . . . . . . . . . . . . . . . . . 47
Stakeholders Speak Different Natural
and Technical Languages . . . . . . . . . . . . . . 47
Stakeholders Omit Important,
Well-Understood, Tacit Information . . . . . 48
Stakeholders Have Conflicting Views . . . . . . 48
Requirements Elicitation Methods . . . . . . . . . . . . . . . 48
Eliciting Business Goals . . . . . . . . . . . . . . . . . . 49
Ethnographic Techniques . . . . . . . . . . . . . . . . 52
Prioritization and Ranking
of Requirements . . . . . . . . . . . . . . . . . . . . . . 53
