118 research outputs found
Comparison of method chunks and method fragments for situational method engineering
Two main candidates for the atomic element to be used in Situational Method Engineering (SME) have been proposed: the âmethod fragment â and the âmethod chunkâ. These are examined here in terms of their conceptual integrity and in terms of how they may be used in method construction. Also, parallels are drawn between the two approaches. Secondly, the idea of differentiating an interface from a body has been proposed for method chunks (but not for method fragments). This idea is examined and mappings are constructed between the interface and body concepts of method chunks and the concepts used to describe method fragments. The new ISO/IEC 24744 standard metamodel is used as a conceptual framework to perform these mappings
Method Enhancement by Scenario Based Techniques
International audienceScenarios have proven useful to elicit, validate and document requirements but cannot be used in isolation. Our concern in this paper is to integrate scenario-based techniques in existing methods. We propose a set of operators to support such an integration. This set is classified in two sub-sets: the one dealing with the integration of the product models of the two initial methods and the one concerned with the integration of their process models. The operators are used to integrate the CREWS-L'Ecritoire approach with the OOSE method. This leads to enhance the use case model construction of the OOSE method with on one hand, the linguistic techniques for scenario authoring and formalisation and on the other hand, the discovery strategies to elicit requirements by scenario analysis of the CREWS-L'Ecritoire approach
Reusing Scenario Based Approaches in Requirement Engineering Methods: CREWS Method Base
National audienceIn the CREWS project four different scenario-based approaches have been developed with the aim of supporting system requirements acquisition and validation in a systematic way. Two approaches deal with the requirements acquisition from real world scenes [Haumer 98] and from natural language scenario descriptions [Rolland 97], [Rolland 98a]. Two other approaches deal with the requirements validation through systematic scenario generation coupled to scenario walkthrough [Sutcliffe 98] and scenario animation [Dubois 98]. The project hypothesis is that each of the approaches might be useful in specific project situations which are not well tackled by existing analysis methods and therefore, that it is worth looking for the integration of such approaches in current methods. This shall lead to an enhancement of the existing methods with scenario-based techniques. Moreover, in the CREWS project we have proposed a framework for classifying scenarios [Rolland 98b] as a way to explore the issues underlying scenario based approaches in Requirements Engineering (RE). The application of this framework on several scenario based approaches proven the existence of the variety of products and practices of scenarios. We situate our work in the situational method engineering domain. The situational method engineering discipline aims at defining information systems development methods by reusing and assembling different existing method fragments. This approach allows to construct modular methods which can be modified and augmented to meet the requirements of a given situation. Following this approach, a method is viewed as a collection of method fragments [Rolland 96], [Harmsen 94], [Harmsen 97]. New methods can be constructed by selecting fragments from different methods which are the more appropriate to a given situation [Brinkkemper 98], [Plihon 98]. Thus, method fragments are the basic building blocks which allow to define methods in a modular way. In our work we are interested in specific method fragments, namely scenario based approaches, that we call scenario method chunks. The objective of our work is to develop an approach for integrating different kinds of scenarios as method components into usual RE methods. To achieve this goal we propose to represent the scenario based approaches in a method base as method components called scenario method chunks. We need also to define the approach for retrieving relevant scenario method chunk for the situation at hand. Finally, we need to define the approach supporting the integration of the retrieved component with the existing RE method or with another method component
Interim research assessment 2003-2005 - Computer Science
This report primarily serves as a source of information for the 2007 Interim Research Assessment Committee for Computer Science at the three technical universities in the Netherlands. The report also provides information for others interested in our research activities
Specifying the reuse context of scenario method chunks
International audienceThere has been considerable recent interest in scenarios for accompanying many of the various activities occurring in the development life cycle of computer based systems. Besides the integration of scenarios in methods such as Objectory and software tools such as Rationale Rose has proven useful and successful. Consequently, there is a demand for adapting existing methods to support specific design activities using scenario based approaches. The view developed in this paper is that scenario based approaches should be looked upon as reusable components. Our concern is therefore twofold : first, to represent scenario based approaches in a modular way which eases their reusability and second, to specify the design context in which these approaches can be reused in order to facilitate their integration in existing methods. The paper concentrates on these two aspects, presents an implementation of our proposal using SGML to store available scenario based approaches in a multimedia hypertext document and illustrates the retrieval of components meeting the requirements of the user by the means of SgmlQL queries
A constraint specification approach to building flexible workflows
Process support systems, such as workflows, are being used in a variety of domains. However, most areas of application have focused on traditional production-style processes, which are characterised by predictability and repetitiveness. Application in non-traditional domains with highly flexible process is still largely unexplored. Such flexible processes are characterised by lack of ability to completely predefine and/or an explosive number of alternatives. Accordingly we define flexibility as the ability of the process to execute on the basis of a partially defined model where the full specification is made at runtime and may be unique to each instance. In this paper, we will present an approach to building workflow models for such processes. We will present our approach in the context of a non-traditional domain for workflow, deployment, which is, degree programs in tertiary institutes. The primary motivation behind our approach is to provide the ability to model flexible processes without introducing non-standard modelling constructs. This ensures that the correctness and verification of the language is preserved. We propose to build workflow schemas from a standard set of modelling constructs and given process constraints. We identify the fundamental requirements for constraint specification and classify them into selection, termination and build constraints. We will detail the specification of these constraints in a relational model. Finally, we will demonstrate the dynamic building of instance specific workflow models on the basis of these constraints
A Multi-Model View of Process Modelling
International audienceSituatedness of development processes is a key issue in both the software engineering and the method engineering communities, as there is a strong felt need for process prescriptions to be adapted to the situation at hand. The assumption of the process modelling approach presented in this paper is that process prescriptions shall be selected according to the actual situation at hand i.e. dynamically in the course of the process. The paper focuses on a multi-model view of process modelling which supports this dynamicity. The approach builds on the notion of a labelled graph of intentions and strategies called a map as well as its associated guidelines. The map is a navigational structure which supports the dynamic selection of the intention to be achieved next and the appropriate strategy to achieve it whereas guidelines help in the operationalization of the selected intention. The paper presents the map and guidelines and exemplifies the approach with the CREWS-L'Ecritoire method for requirements engineering
IngĂ©nierie et Architecture dâEntreprise et des SystĂšmes dâInformation - Concepts, Fondements et MĂ©thodes
L'ingĂ©nierie des systĂšmes d'information s'est longtemps cantonnĂ©e Ă la modĂ©lisation du produit (objet) qu'est le systĂšme dâinformation sans se prĂ©occuper des processus d'usage de ce systĂšme. Dans un environnement de plus en plus Ă©volutif, la modĂ©lisation du fonctionnement du systĂšme dâinformation au sein de l'entreprise me semble primordiale. Pendant les deux derniĂšres dĂ©cennies, les pratiques de management, dâingĂ©nierie et dâopĂ©ration ont subi des mutations profondes et multiformes. Nous devons tenir compte de ces mutations dans les recherches en ingĂ©nierie des systĂšmes dâinformation afin de produire des formalismes et des dĂ©marches mĂ©thodologiques qui sauront anticiper et satisfaire les nouveaux besoins, regroupĂ©s dans ce document sous quatre thĂšmes:1) Le systĂšme dâinformation est le lieu mĂȘme oĂč sâĂ©labore la coordination des actes et des informations sans laquelle une entreprise (et toute organisation), dans la diversitĂ© des mĂ©tiers et des compĂ©tences quâelle met en Ćuvre, ne peut exister que dans la mĂ©diocritĂ©. La comprĂ©hension des exigences de coopĂ©ration dans toutes ses dimensions (communication, coordination, collaboration) et le support que lâinformatique peut et doit y apporter deviennent donc un sujet digne dâintĂ©rĂȘt pour les recherches en systĂšme dâinformation.2) Le paradigme de management des processus dâentreprise (BPM) est en forte opposition avec le dĂ©veloppement traditionnel des systĂšmes dâinformation qui, pendant plusieurs dĂ©cennies, a cristallisĂ© la division verticale des activitĂ©s des organisations et favorisĂ© ainsi la construction dâĂźlots dâinformation et dâapplications. Cependant, les approches traditionnelles de modĂ©lisation de processus ne sont pas Ă la hauteur des besoins dâingĂ©nierie des processus dans ce contexte en constant changement, que ce dernier soit de nature contextuelle ou permanente. Nous avons donc besoin de formalismes (i) qui permettent non seulement de reprĂ©senter les processus dâentreprise et leurs liens avec les composants logiciels du systĂšme existant ou Ă venir mais (ii) qui ont aussi lâaptitude Ă reprĂ©senter la nature variable et/ou Ă©volutive (donc parfois Ă©minemment dĂ©cisionnelle) de ces processus.3) Les systĂšmes dâinformation continuent aujourdâhui de supporter les besoins classiques tels que lâautomatisation et la coordination de la chaĂźne de production, lâamĂ©lioration de la qualitĂ© des produits et/ou services offerts. Cependant un nouveau rĂŽle leur est attribuĂ©. Il sâagit du potentiel offert par les systĂšmes dâinformation pour adopter un rĂŽle de support au service de la stratĂ©gie de lâentreprise. Les technologies de lâinformation, de la communication et de la connaissance se sont ainsi positionnĂ©es comme une ressource stratĂ©gique, support de la transformation organisationnelle voire comme levier du changement. Les modĂšles dâentreprise peuvent reprĂ©senter lâĂ©tat actuel de lâorganisation afin de comprendre, de disposer dâune reprĂ©sentation partagĂ©e, de mesurer les performances, et Ă©ventuellement dâidentifier les dysfonctionnements. Ils permettent aussi de reprĂ©senter un Ă©tat futur souhaitĂ© afin de dĂ©finir une cible vers laquelle avancer par la mise en Ćuvre des projets. Lâentreprise Ă©tant en mouvement perpĂ©tuel, son Ă©volution fait partie de ses multiples dimensions. Nous avons donc besoin de reprĂ©senter, a minima, un Ă©tat futur et le chemin de transformation Ă construire pour avancer vers cette cible. Cependant planifier/imaginer/se projeter vers une cible unique et, en supposant que lâon y arrive, croire quâil puisse exister un seul chemin pour lâatteindre semble irrĂ©aliste. Nous devons donc proposer des formalismes qui permettront de spĂ©cifier des scenarii Ă la fois pour des cibles Ă atteindre et pour des chemins Ă parcourir. Nous devons aussi dĂ©velopper des dĂ©marches mĂ©thodologiques pour guider de maniĂšre systĂ©matique la construction de ces modĂšles dâentreprise et la rationalitĂ© sous-jacente.4) En moins de cinquante ans, le propos du systĂšme dâinformation a Ă©voluĂ© et sâest complexifiĂ©. Aujourdâhui, le systĂšme dâinformation doit supporter non seulement les fonctions de support de maniĂšre isolĂ©e et en silos (1970-1990), et les activitĂ©s appartenant Ă la chaĂźne de valeur [Porter, 1985] de lâentreprise (1980-2000) mais aussi les activitĂ©s de contrĂŽle, de pilotage, de planification stratĂ©gique ainsi que la cohĂ©rence et lâharmonie de lâensemble des processus liĂ©s aux activitĂ©s mĂ©tier (2000-201x), en un mot les activitĂ©s de management stratĂ©gique et de gouvernance dâentreprise. La gouvernance d'entreprise est l'ensemble des processus, rĂ©glementations, lois et institutions influant la maniĂšre dont l'entreprise est dirigĂ©e, administrĂ©e et contrĂŽlĂ©e. Ces processus qui produisent des âdĂ©cisionsâ en guise de âproduitâ ont autant besoin dâĂȘtre instrumentalisĂ©s par les systĂšmes dâinformation que les processus de nature plus opĂ©rationnels de lâentreprise. De mĂȘme, ces processus stratĂ©giques (dits aussi âde dĂ©veloppementâ) nĂ©cessitent dâavoir recours Ă des formalismes de reprĂ©sentation qui sont trĂšs loin, en pouvoir dâexpression, des notations largement adoptĂ©es ces derniĂšres annĂ©es pour la reprĂ©sentation des processus dâentreprise.Ainsi, il semble peu judicieux de vouloir (ou penser pouvoir) isoler, pendant sa construction, lâobjet âsystĂšme dâinformationâ de son environnement dâexĂ©cution. Si le sens donnĂ© Ă lâinformation dĂ©pend de la personne qui la reçoit, ce sens ne peut ĂȘtre entiĂšrement capturĂ© dans le systĂšme technique. Il sera plutĂŽt apprĂ©hendĂ© comme une composante essentielle dâun systĂšme socio-technique incluant les usagers du systĂšme dâinformation technologisĂ©, autrement dit, les acteurs agissant de lâentreprise. De mon point de vue, ce systĂšme socio-technique qui mĂ©rite lâintĂ©rĂȘt scientifique de notre discipline est lâentreprise. Les recherches que jâai rĂ©alisĂ©es, animĂ©es ou supervisĂ©es , et qui sont structurĂ©es en quatre thĂšmes dans ce document, visent Ă rĂ©soudre les problĂšmes liĂ©s aux contextes de l'usage (l'entreprise et son environnement) des systĂšmes dâinformation. Le point discriminant de ma recherche est l'intĂ©rĂȘt que je porte Ă la capacitĂ© de reprĂ©sentation :(i) de l'Ă©volutivitĂ© et de la flexibilitĂ© des processus d'entreprise en particulier de ceux supportĂ©s par un systĂšme logiciel, dâun point de vue microscopique (modĂšle dâun processus) et macroscopique (reprĂ©sentation et configuration dâun rĂ©seau de processus) : thĂšme 2(ii) du systĂšme dâentreprise dans toutes ses dimensions (stratĂ©gie, organisation des processus, systĂšme dâinformation et changement) : thĂšme 3Pour composer avec ces motivations, il fallait :(iii) sâintĂ©resser Ă la nature mĂȘme du travail coopĂ©ratif et Ă lâintentionnalitĂ© des acteurs agissant afin dâidentifier et/ou proposer des formalismes appropriĂ©s pour les dĂ©crire et les comprendre : thĂšme 1(iv) se questionner aussi sur les processus de management dont le rĂŽle est de surveiller, mesurer, piloter lâentreprise afin de leur apporter le soutien quâils mĂ©ritent du systĂšme dâinformation : thĂšme
A Decision Making Pattern for Guiding the Enterprise Knowledge Development Process
International audienceDuring enterprise knowledge development in any organisation, developers and stakeholders are faced with situations that require them to make decisions in order to reach their intentions. To help the decision making process, guidance is required. Enterprise Knowledge Development (EKD) is a method offering a guided knowledge development process. The guidance provided by the EKD method is based on a decision making pattern promoting a situation and intention oriented view of enterprise knowledge development processes. The pattern is iteratively repeated through the EKD process using different types of guiding knowledge. Consequently, the EKD process is systematically guided. The presentation of the decision making pattern is the purpose of this paper
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