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ç          ç  3 O F T W A R E ç   ç 3 Y S T E M S ç 2 E Q U I R E M E N T S ç % N G I N E E R I N G   ç ) N ç 0 R A C T I C E


                           AUL JUST LEARNED THAT HIS NEXT ASSIGNMENT WOULD BE REQUIREMENTS
                           ANALYSIS FOR A LARGE TRANSPORTATION SYSTEM PROJECT WITH A HIGH
                      0PROFILE  CUSTOMER   (E  KNEW  THAT  THERE  WERE  ALREADY  A  FEW
                      THOUSAND  REQUESTED  FEATURES  IN  THE  REQUIREMENTS  MANAGEMENT
                      DATABASE  AND IT WAS STILL GROWING  7HAT WAS UNIQUE ABOUT THIS PROJECT
                      IS THAT THE REQUIREMENTS ENGINEERS WITH WHOM 0AUL WOULD BE WORKING
                      WERE  LOCATED  AT  DIFFERENT  OFFICES  AROUND  THE  WORLD  IN  SO CALLED
                      hCOMPETENCE  CENTERS v  &OR  0AUL S  NEW  PROJECT   HE  WAS  EXPECTED
                      TO WORK WITH ESTABLISHED GROUPS OF REQUIREMENTS ENGINEERS  SOME
                      OF WHICH WERE LOCATED FAR AWAY FROM HIS WORKPLACE  SPECIFICALLY IN
                      )NDIA  #HINA  3LOVAKIA  (UNGARY  AND "RAZIL  (E HAD NEVER MET ANY
                      OF  THESE  REMOTE  REQUIREMENTS  ENGINEERS   0AUL  WAS  UNDERSTANDABLY
                      APPREHENSIVE ABOUT HOW HE WOULD EFFICIENTLY COLLABORATE WITH THESE
                      REMOTE  REQUIREMENTS  ENGINEERS   STAKEHOLDERS   AND  DOMAIN  EXPERTS
                      (E WAS RELIEVED TO READ THAT THE EXISTING FEATURES WERE DESCRIBED IN
                      %NGLISH  AND THAT THE CUSTOMER WAS LOCATED IN HIS CITY  (E SUSPECTED
                      THAT HE WOULD BE DOING MUCH TRAVELING FOR THIS PROJECT  AND HE CHECKED
                      HIS PERSONAL CALENDAR FOR THE NEXT FEW MONTHS
                         4HIS  CHAPTER  DEALS  WITH  REQUIREMENTS  ENGINEERING  FOR  GLOBALLY
                      DISTRIBUTED  PROJECTS   )T  DISCUSSES  SOME  OF  THE  ORGANIZATIONAL  AND
                      TECHNICAL ISSUES INVOLVED WITH DOING GLOBAL DEVELOPMENT  )T DESCRIBES
                      TECHNIQUES  THAT  HAVE  BEEN  SUCCESSFULLY  USED  TO  ELICIT  AND  ANALYZE
                      REQUIREMENTS ACROSS MULTIPLE LOCATIONS AND MANAGE THE REQUIREMENTS
                      AFTER THE ELICITATION PHASE IS OVER

                     õ "ACKGROUND
                      #OORDINATION AND CONTROL BECOME MORE DIFFICULT DUE TO DISTANCE  TIME
                      ZONES   AND  CULTURAL  DIFFERENCES  AS  DEVELOPMENT  PROJECT  TEAMS  ARE
                      GEOGRAPHICALLY  DISTRIBUTED   3OME  TASKS  CAN  BE  DISTRIBUTED  AMONG
                      COLLABORATING STAFF LOCATED FAR AWAY FROM EACH OTHER  BUT SOME TASKS
                      ARE BETTER DONE LOCALLY AT A SINGLE SITE OR WITH STAFF SITTING TOGETHER IN
                      ONE ROOM  !N EVERYDAY EXAMPLE IS PLUMBING  )F YOU HAVE A WATER
                      PIPE LEAK IN YOUR HOUSE LOCATED IN THE 5NITED 3TATES  YOU DO NOT WANT
                      TO CALL SOMEONE FROM "ANGALORE  )NDIA  TO REPAIR IT  9OU PREFER TO WORK
                      WITH SOMEONE LOCAL WHO CAN GET TO YOUR HOUSE QUICKLY TO STOP THE
                      FLOODING AND RESTORE YOUR WATER SERVICE WITH REPAIRED PIPES
                         4HE INITIAL MOTIVATION FOR SOFTWARE COMPANIES TO OUTSOURCE WORK
                      WAS TO REDUCE DEVELOPMENT COSTS  -ANAGERS REALIZED THAT SOFTWARE
                      ENGINEERS  LIVING  IN  COUNTRIES  SUCH  AS  )NDIA   #HINA  AND  3LOVAKIA
                      WERE  PAID  LESS  THAN  ENGINEERS  LIVING  IN  THE  5NITED  3TATES   3INCE
                      SOFTWARE ENGINEERING IS A LABOR INTENSIVE ACTIVITY  IN THEORY IT SHOULD
                      COST LESS TO DEVELOP PRODUCTS USING ENGINEERS IN LOWER COST COUNTRIES
                      (OWEVER  OUR EXPERIENCE HAS SHOWN THAT LABOR COST SAVINGS CAN OFTEN
                      BE OFFSET BY THE LEARNING CURVE COSTS FOR A NEW REMOTE TEAM TO DEVELOP
                      KNOW HOW ABOUT THE APPLICATIONS DOMAIN AND BY THE COORDINATION
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