Page 304 - Software and Systems Requirements Engineering in Practice

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

1, Ê£ä°xÊ ÝÌi˜`i`ÊܜÀŽLi˜V ÊÛðÊÃÞÃÌi“ÊœvÊÃÞÃÌi“Ãʓœ`iÃ

SUCH AS DEFINITION REVIEW AND ANALYSIS COLLOCATED 2% TEAMS PERFORM
BEST )N THE REAL WORLD THE LACK OF COLLOCATION IS COMPENSATED FOR BY
BRINGING THE DISTRIBUTED 2%S TOGETHER PERIODICALLY FOR 2% WORKSHOPS
AND REVIEWS AND ENCOURAGING PERSONAL NETWORKING AMONG THEM TO
BUILD A hVIRTUAL 2% TEAM v
-ANY PRACTICES ARE USED TO MAKE SUCH 2% WORKSHOPS AND REVIEWS
MORE EFFICIENT &OR THE CASE OF 2%S COMING TOGETHER FROM DIFFERENT
PARTS OF THE WORLD JET LAG CAN BE A MAJOR CONCERN /NE PRACTICE TO
COMBAT JET LAG IS TO COLLOCATE THE 2% TEAM FOR THREE WEEKS AT A TIME
AND THEN THEY HAVE TWO WEEKS AT THEIR HOME WORK SITE TO WORK
INDIVIDUALLY ON DOCUMENTATION AND CATCH UP WITH THEIR OBLIGATIONS TO
THEIR LOCAL DEVELOPMENT TEAM 7E HAVE BEEN TOLD BY TRAVELING 2%S
THAT THE WEEK SCHEDULE IS PREFERABLE TO THE MORE COMMON PRACTICE
WHERE A WEEKLY 2% WORKSHOP IS HELD EVERY MONTH )N THIS CASE 2%S
CAN LOSE EFFICIENCY AS THEIR BODIES MUST MORE FREQUENTLY ADJUST TO
DIFFERENT TIME ZONES
&IGURE COMPARES THE EXTENDED WORKBENCH MODEL WITH THE
SYSTEM OF SYSTEMS MODEL )N PRACTICE CENTRAL ORGANIZATIONS WORKING
WITH A REMOTE DEVELOPMENT SITE FOR THE FIRST TIME WILL LIKELY APPLY THE
EXTENDED WORKBENCH MODEL AND THEN MIGRATE TO THE SYSTEM OF SYSTEMS
MODEL AS THE DOMAIN AND TECHNICAL EXPERTISE OF THE REMOTE SITE TEAM
MEMBERS INCREASES

õ -ANAGINGõ$ISTRIBUTEDõ2%õ%FFORTS
0ERHAPS THE MOST CRITICAL ROLES ON ANY DEVELOPMENT PROJECT ARE THE
PROJECT MANAGER THE CHIEF ARCHITECT AND THE CHIEF REQUIREMENTS
ENGINEER 4HE CHIEF REQUIREMENTS ENGINEER IS CONCERNED ABOUT THE
VARIOUS TECHNICAL REQUIREMENTS OF THE PROJECT THE CHIEF ARCHITECT IS