Requirements Engineering Processes

Requirements Engineering
Processes

Slide 2
Objectives
 To describe the principal requirements
engineering activities and their relationships
 To introduce techniques for requirements
elicitation and analysis
 To describe requirements validation and the
role of requirements reviews
 To discuss the role of requirements
management in support of other
requirements engineering processes

Slide 3
Topics covered
 Feasibility studies
 Requirements elicitation and analysis
 Requirements validation
 Requirements management

Slide 4
Requirements engineering processes
 The processes used for RE vary widely
depending on the application domain, the
people involved and the organisation
developing the requirements.
 However, there are a number of generic
activities common to all processes
• Requirements elicitation;
• Requirements analysis;
• Requirements validation;
• Requirements management.

Slide 5
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Slide 6
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Slide 7
Feasibility studies
 A feasibility study decides whether or not the
proposed system is worthwhile.
 A short focused study that checks
• If the system contributes to organisational
objectives;
• If the system can be engineered using current
technology and within budget;
• If the system can be integrated with other
systems that are used.

Slide 8
Feasibility study implementation
 Based on information assessment (what is required),
information collection and report writing.
 Questions for people in the organisation
• What if the system wasn’t implemented?
• What are current process problems?
• How will the proposed system help?
• What will be the integration problems?
• Is new technology needed? What skills?
• What facilities must be supported by the proposed
system?

Slide 9
Elicitation and analysis
 Sometimes called requirements elicitation or
requirements discovery.
 Involves technical staff working with customers to
find out about the application domain, the services
that the system should provide and the system’s
operational constraints.
 May involve end-users, managers, engineers
involved in maintenance, domain experts, trade
unions, etc. These are called stakeholders.

Slide 10
Problems of requirements analysis
 Stakeholders don’t know what they really want.
 Stakeholders express requirements in their own
terms.
 Different stakeholders may have conflicting
requirements.
 Organisational and political factors may influence
the system requirements.
 The requirements change during the analysis
process. New stakeholders may emerge and the
business environment change.

Slide 11
The requirements spiral
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Slide 12
Process activities
 Requirements discovery
• Interacting with stakeholders to discover their
requirements. Domain requirements are also discovered
at this stage.
 Requirements classification and organisation
• Groups related requirements and organises them into
coherent clusters.
 Prioritisation and negotiation
• Prioritising requirements and resolving requirements
conflicts.
 Requirements documentation
• Requirements are documented and input into the next
round of the spiral.

Slide 13
Requirements discovery
 The process of gathering information about
the proposed and existing systems and
distilling the user and system requirements
from this information.
 Sources of information include
documentation, system stakeholders and the
specifications of similar systems.

Slide 14
ATM stakeholders
 Bank customers
 Representatives of other banks
 Bank managers
 Counter staff
 Database administrators
 Security managers
 Marketing department
 Hardware and software maintenance engineers
 Banking regulators

Slide 15
Viewpoints
 Viewpoints are a way of structuring the
requirements to represent the perspectives
of different stakeholders. Stakeholders may
be classified under different viewpoints.
 This multi-perspective analysis is important
as there is no single correct way to analyse
system requirements.

Slide 16
Types of viewpoint
 Interactor viewpoints
• People or other systems that interact directly with the
system. In an ATM, the customer’s and the account
database are interactor VPs.
 Indirect viewpoints
• Stakeholders who do not use the system themselves but
who influence the requirements. In an ATM, management
and security staff are indirect viewpoints.
 Domain viewpoints
• Domain characteristics and constraints that influence the
requirements. In an ATM, an example would be standards
for inter-bank communications.

Slide 17
Viewpoint identification
 Identify viewpoints using
• Providers and receivers of system services;
• Systems that interact directly with the system
being specified;
• Regulations and standards;
• Sources of business and non-functional
requirements.
• Engineers who have to develop and maintain
the system;
• Marketing and other business viewpoints.

Slide 18
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Slide 19
Interviewing
 In formal or informal interviewing, the RE
team puts questions to stakeholders about
the system that they use and the system to
be developed.
 There are two types of interview
• Closed interviews where a pre-defined set of
questions are answered.
• Open interviews where there is no pre-defined
agenda and a range of issues are explored with
stakeholders.

Slide 20
Interviews in practice
 Normally a mix of closed and open-ended
interviewing.
 Interviews are good for getting an overall
understanding of what stakeholders do and how
they might interact with the system.
 Interviews are not good for understanding domain
requirements
• Requirements engineers cannot understand specific
domain terminology;
• Some domain knowledge is so familiar that people find it
hard to articulate or think that it isn’t worth articulating.

Slide 21
Effective interviewers
 Interviewers should be open-minded, willing
to listen to stakeholders and should not have
pre-conceived ideas about the requirements.
 They should prompt the interviewee with a
question or a proposal and should not simply
expect them to respond to a question such
as ‘what do you want’.

Slide 22
Scenarios
 Scenarios are real-life examples of how a
system can be used.
 They should include
• A description of the starting situation;
• A description of the normal flow of events;
• A description of what can go wrong;
• Information about other concurrent activities;
• A description of the state when the scenario
finishes.

Slide 23
LIBSYS scenario (1)

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a printer and a copy of the article is printed. If the article has been f lagged as Ôprint-onlyÕ it is deleted f rom
the userÕs system once the user has conf irmed that printing is complete.

Slide 24
LIBSYS scenario (2)
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Slide 25
Use cases
 Use-cases are a scenario based technique
in the UML which identify the actors in an
interaction and which describe the
interaction itself.
 A set of use cases should describe all
possible interactions with the system.
 Sequence diagrams may be used to add
detail to use-cases by showing the sequence
of event processing in the system.

Slide 26
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Slide 27
LIBSYS use cases
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Slide 28
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Slide 29
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Slide 30
Social and organisational factors
 Software systems are used in a social and
organisational context. This can influence or
even dominate the system requirements.
 Social and organisational factors are not a
single viewpoint but are influences on all
viewpoints.
 Good analysts must be sensitive to these
factors but currently no systematic way to
tackle their analysis.

Slide 31
Ethnography
 A social scientists spends a considerable time
observing and analysing how people actually work.
 People do not have to explain or articulate their
work.
 Social and organisational factors of importance may
be observed.
 Ethnographic studies have shown that work is
usually richer and more complex than suggested by
simple system models.

Slide 32
Focused ethnography
 Developed in a project studying the air traffic
control process
 Combines ethnography with prototyping
 Prototype development results in
unanswered questions which focus the
ethnographic analysis.
 The problem with ethnography is that it
studies existing practices which may have
some historical basis which is no longer
relevant.

Slide 33
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Slide 34
Scope of ethnography
 Requirements that are derived from the way
that people actually work rather than the way
I which process definitions suggest that they
ought to work.
 Requirements that are derived from
cooperation and awareness of other people’s
activities.

Slide 35
Requirements validation
 Concerned with demonstrating that the
requirements define the system that the
customer really wants.
 Requirements error costs are high so
validation is very important
• Fixing a requirements error after delivery may
cost up to 100 times the cost of fixing an
implementation error.

Slide 36
Requirements checking
 Validity. Does the system provide the functions
which best support the customer’s needs?
 Consistency. Are there any requirements conflicts?
 Completeness. Are all functions required by the
customer included?
 Realism. Can the requirements be implemented
given available budget and technology
 Verifiability. Can the requirements be checked?

Slide 37
Requirements validation techniques
 Requirements reviews
• Systematic manual analysis of the
requirements.
 Prototyping
• Using an executable model of the system to
check requirements. Covered in Chapter 17.
 Test-case generation
• Developing tests for requirements to check
testability.

Slide 38
Requirements reviews
 Regular reviews should be held while the
requirements definition is being formulated.
 Both client and contractor staff should be
involved in reviews.
 Reviews may be formal (with completed
documents) or informal. Good
communications between developers,
customers and users can resolve problems
at an early stage.

Slide 39
Review checks
 Verifiability. Is the requirement realistically
testable?
 Comprehensibility. Is the requirement
properly understood?
 Traceability. Is the origin of the requirement
clearly stated?
 Adaptability. Can the requirement be
changed without a large impact on other
requirements?

Slide 40
Requirements management
 Requirements management is the process of
managing changing requirements during the
requirements engineering process and system
development.
 Requirements are inevitably incomplete and
inconsistent
• New requirements emerge during the process as
business needs change and a better understanding of the
system is developed;
• Different viewpoints have different requirements and
these are often contradictory.

Slide 41
Requirements change
 The priority of requirements from different
viewpoints changes during the development
process.
 System customers may specify requirements
from a business perspective that conflict with
end-user requirements.
 The business and technical environment of
the system changes during its development.

Slide 42
Requirements evolution
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Slide 43
Enduring and volatile requirements
 Enduring requirements. Stable requirements
derived from the core activity of the customer
organisation. E.g. a hospital will always have
doctors, nurses, etc. May be derived from
domain models
 Volatile requirements. Requirements which
change during development or when the
system is in use. In a hospital, requirements
derived from health-care policy

Slide 44
Requirements classification
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Mutable
requirements
Requirements that change beca use of changes to the environment in which the
organisation is operating. For example, in hospital systems, the f unding of patient
care may change and thus require dif fe rent treatment info rmation to be collected.
Emergent
requirements
Requirements that emerge as the customer's understanding of the system develops
during the system development. The design process may reveal new emergent
requirements.
Consequential
requirements
Requirements that result f rom the introduction of the computer system. Introducing
the computer system may change the organisations processes and open up new ways
of working which generate new system requirements
Compatibility
requirements
Requirements that depend on the particular systems or business processes within an
organisation. As these change, the compatibility requirements on the commissioned
or delivered system may also have to evolve.

Slide 45
Requirements management planning
 During the requirements engineering process, you
have to plan:
• Requirements identification
• How requirements are individually identified;
• A change management process
• The process followed when analysing a requirements
change;
• Traceability policies
• The amount of information about requirements relationships
that is maintained;
• CASE tool support
• The tool support required to help manage requirements
change;

Slide 46
Traceability
 Traceability is concerned with the relationships
between requirements, their sources and the system
design
 Source traceability
• Links from requirements to stakeholders who proposed
these requirements;
 Requirements traceability
• Links between dependent requirements;
 Design traceability
• Links from the requirements to the design;

Slide 47
A traceability matrix
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Slide 48
CASE tool support
 Requirements storage
• Requirements should be managed in a secure, managed
data store.
 Change management
• The process of change management is a workflow
process whose stages can be defined and information
flow between these stages partially automated.
 Traceability management
• Automated retrieval of the links between requirements.

Slide 49
Requirements change management
 Should apply to all proposed changes to the
requirements.
 Principal stages
• Problem analysis. Discuss requirements
problem and propose change;
• Change analysis and costing. Assess effects of
change on other requirements;
• Change implementation. Modify requirements
document and other documents to reflect
change.

Slide 50
Change management Change implementation Change and costing Problem change specification Identified problemRevised requirements

Slide 51
Key points
 The requirements engineering process
includes a feasibility study, requirements
elicitation and analysis, requirements
specification and requirements management.
 Requirements elicitation and analysis is
iterative involving domain understanding,
requirements collection, classification,
structuring, prioritisation and validation.
 Systems have multiple stakeholders with
different requirements.

Slide 52
Key points
 Social and organisation factors influence
system requirements.
 Requirements validation is concerned with
checks for validity, consistency,
completeness, realism and verifiability.
 Business changes inevitably lead to
changing requirements.
 Requirements management includes
planning and change management.