Page 8 - Software and Systems Requirements Engineering in Practice

Contents

Industrial Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . xvii
Academic Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . xix
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxi
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxv

1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Why Has Requirements Engineering
Become So Important? . . . . . . . . . . . . . . . . . . . . . . 2
Misconceptions about Requirements
Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Misconception 1: Any Subject Matter Expert
Can Become a Requirements Engineer
after a Week or Two of Training . . . . . . . . . 4
Misconception 2: Nonfunctional and
Functional Requirements Can Be Elicited
Using Separate Teams and Processes . . . . 4
Misconception 3: Processes That Work
for a Small Number of Requirements
Will Scale . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Industrial Challenges in Requirements
Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Key Success Factors in Requirements
Engineering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
The Project Has a Full-Time, Qualified Chief
Architect . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
A Qualified Full-Time Architect Manages
Nonfunctional Requirements . . . . . . . . . . . 5
An Effective Requirements Management
Process Is in Place . . . . . . . . . . . . . . . . . . . . 6
Requirements Elicitation Starts with
Marketing and Sales . . . . . . . . . . . . . . . . . . 6
Requirements Reviews Are Conducted
for All New or Changed Requirements
or Features . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Requirements Engineers Are Trained
and Experienced . . . . . . . . . . . . . . . . . . . . . 6
Requirements Processes Are Proven
and Scalable . . . . . . . . . . . . . . . . . . . . . . . . . 6

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