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142   S o f t w a r e   &   S y s t e m s   R e q u i r e m e n t s   E n g i n e e r i n g :   I n   P r a c t i c e


                         Begin to document each stakeholder class as you identify it. For
                      each potentially important stakeholder class, you may want to describe

                          •  Major concerns of that class of stakeholders
                          •  Their stake in the project (how the project benefits or hurts
                             them, including how big the impact is)
                          •  Expertise and other inputs they bring to the project
                          •  How much of their time you expect to need
                          •  When you expect them to spend significant time talking to
                             you about the project, considering both when you need them
                             and when they will begin to see the project as urgent enough
                             to spend time on
                          •  Candidates to represent the class of stakeholders
                         Prioritize the stakeholder classes as you go along, both in terms of
                      importance and urgency. You don’t need to complete the analysis if
                      you are sure a stakeholder class is unimportant, but it helps to at least
                      mention the class and why it is not important, so that others know
                      you have thought about it.
                         Next, choose the stakeholder representatives. For each stakeholder
                      class, consider how the candidate fits or differs from the rest of the
                      class members. Pay particular attention to

                          •  The  political  importance  of  the  individual  within  the
                             organization
                          •  Availability
                          •  Importance of the project to the individual personally
                          •  Potential for conflicting agendas
                         Conflicting  agendas  are  an  inevitable  part  of  the  analysis.  For
                      example, if your project is building a software platform or library that
                      will  be  used  in  several  different  products,  each  product  will  have  a
                      different development schedule and will use your software in a different
                      way. When you find that candidates to represent the same class have
                      conflicting agendas, you may want to do one of the following:

                          •  Give preference to the candidate for whom the project is most
                             important and/or urgent.
                          •  Split the stakeholder class into two or more classes.

                 5.5  Methods for Architectural Requirements Engineering

                      In this section, we describe a number of methods that architects use
                      for defining and analyzing quality attribute requirements as part of
                      starting system design.
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