Page 307 - Software and Systems Requirements Engineering in Practice

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ç ç # # H A P T E R ç ç ç $ I S T R I B U T E D 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 ç
DIFFERENT DEVELOPMENT SITES WE STRESS THE IMPORTANCE OF USING A
COMMON TOOL SET ACROSS THE PROJECT &OR EXAMPLE WE WOULDN T WANT
DIFFERENT TEAMS TO USE DIFFERENT REQUIREMENTS MANAGEMENT DATABASES
OR CHANGE MANAGEMENT TOOLS DURING THE PROJECT
4HE COLLABORATION WEB SITE WOULD ALSO LINK INTO THE DEVELOPMENT
SITE (ERE TEAM MEMBERS WOULD BE ABLE TO FOR SOFTWARE PROJECTS
SUBMIT CODE TO A BUILD RUN REGRESSION TESTS AND GENERATE RELEASE
NOTES DESCRIBING WHICH FEATURES ARE IMPLEMENTED IN EACH VERSION OF
THE SOFTWARE &OR SUCH PROJECTS WE RECOMMEND CONTINUOUS INTEGRATION
TECHNIQUES )DEALLY ANYONE ON THE PROJECT SHOULD BE ABLE TO VIEW THE
CURRENT STATUS OF THE DEVELOPMENT BY RUNNING THE CURRENT OR MOST
RECENT BUILD
!NOTHER AREA WHERE TELEPHONE AND VIDEO COMMUNICATIONS MAY
BE HELPFUL IS IN RECRUITING AND INTERVIEWING REMOTE TEAM MEMBERS
7E RECOMMEND THAT AT THE BEGINNING OF A NEW PROJECT THE CENTRAL
TEAM SHOULD INTERVIEW CANDIDATES AND SELECT THE KEY STAFF WHO WILL BE
ASSIGNED TO THE REMOTE TEAM $EPENDING ON THE SIZE OF THE PROJECT
THIS MAY NOT BE POSSIBLE BUT ALL KEY STAFF SHOULD BE INTERVIEWED AND
SELECTED 4HIS WOULD INCLUDE THE REQUIREMENTS ENGINEERS WHO WOULD
WORK PERIODICALLY WITH THE CENTRAL REQUIREMENTS ENGINEERING TEAM
BUT WHO WOULD EVENTUALLY BECOME THE DOMAIN EXPERTS AT THEIR
DEVELOPMENT SITE 4HE WORKING LANGUAGE OF THE PROJECT SHOULD BE
SELECTED AND CENTRAL STAFF SHOULD DETERMINE IF THE LANGUAGE AND
TECHNICAL SKILLS OF THE REMOTE STAFF ARE ADEQUATE FOR EFFECTIVE TECHNICAL
COMMUNICATIONS VIA TELEPHONE 4HESE INTERVIEWS MAY BE GROUP OR
ONE TO ONE 3OMETIMES THE REMOTE PERSON S MANAGER MAY BE INCLUDED
IN THE INTERVIEW AS AN OBSERVER 4HE ADVANTAGE OF THIS IS THAT THE
REMOTE RESOURCE MANAGER WILL GET INSIGHTS INTO THE DESIRED SKILLS THAT
THE CENTRAL TEAM IS SEEKING FOR THE REMOTE DEVELOPMENT TEAMS 4HE
CENTRAL TEAM SHOULD BE AWARE OF ANY CULTURAL ISSUES THAT MAY ARISE
E G WHAT HAPPENS TO A REMOTE SITE EMPLOYEE WHO INTERVIEWS BUT IS
NOT SELECTED FOR THE DISTRIBUTED PROJECT /VER TIME WHEN THERE IS A
GOOD WORKING RELATIONSHIP AND COMMON UNDERSTANDING BETWEEN THE
CENTRAL TEAM AND THE REMOTE RESOURCE MANAGERS STAFFING DECISIONS
CAN BE DELEGATED MORE TO THE REMOTE SITES
õ #OMMUNICATIONS õ#ULTURE õANDõ4EAMõ3IZE
!S YOU HAVE SEEN FOR DISTRIBUTED PROJECTS DISTANCE AND TIME ZONES
CAN MAKE COMMUNICATIONS AMONG REQUIREMENTS ENGINEERS
STAKEHOLDERS AND OTHER TEAM MEMBERS MORE DIFFICULT 4HE INFORMAL
hWATER COOLERv COMMUNICATIONS ARE LOST WHEN TEAM MEMBERS ARE
LOCATED AT DIFFERENT SITES 4HUS THESE LOST COMMUNICATIONS MUST BE
COMPENSATED FOR WITH BETTER SPECIFICATIONS COLLABORATION TOOLS AND
PERIODIC FACE TO FACE MEETINGS
)NTERCULTURAL AND LANGUAGE DIFFERENCES CAN ALSO HINDER EFFECTIVE
COMMUNICATIONS AMONG 2%S 2EQUIREMENTS MAY HAVE TO BE DESCRIBED