2,178 research outputs found
Some Findings Concerning Requirements in Agile Methodologies
gile methods have appeared as an attractive alternative to conventional methodologies. These methods try to reduce the time to market and, indirectly, the cost of the product through flexible development and deep customer involvement. The processes related to requirements have been extensively studied in literature, in most cases in the frame of conventional methods. However, conclusions of conventional methodologies could not be necessarily valid for Agile; in some issues, conventional and Agile processes are radically different. As recent surveys report, inadequate project requirements is one of the most conflictive issues in agile approaches and better understanding about this is needed. This paper describes some findings concerning requirements activities in a project developed under an agile methodology. The project intended to evolve an existing product and, therefore, some background information was available. The major difficulties encountered were related to non-functional needs and management of requirements dependencies
Towards Guidelines for Preventing Critical Requirements Engineering Problems
Context] Problems in Requirements Engineering (RE) can lead to serious
consequences during the software development lifecycle. [Goal] The goal of this
paper is to propose empirically-based guidelines that can be used by different
types of organisations according to their size (small, medium or large) and
process model (agile or plan-driven) to help them in preventing such problems.
[Method] We analysed data from a survey on RE problems answered by 228
organisations in 10 different countries. [Results] We identified the most
critical RE problems, their causes and mitigation actions, organizing this
information by clusters of size and process model. Finally, we analysed the
causes and mitigation actions of the critical problems of each cluster to get
further insights into how to prevent them. [Conclusions] Based on our results,
we suggest preliminary guidelines for preventing critical RE problems in
response to context characteristics of the companies.Comment: Proceedings of the 42th Euromicro Conference on Software Engineering
and Advanced Applications, 201
Agile Requirements Engineering: A systematic literature review
Nowadays, Agile Software Development (ASD) is used to cope with increasing complexity in system development. Hybrid development models, with the integration of User-Centered Design (UCD), are applied with the aim to deliver competitive products with a suitable User Experience (UX). Therefore, stakeholder and user involvement during Requirements Engineering (RE) are essential in order to establish a collaborative environment with constant feedback loops. The aim of this study is to capture the current state of the art of the literature related to Agile RE with focus on stakeholder and user involvement. In particular, we investigate what approaches exist to involve stakeholder in the process, which methodologies are commonly used to present the user perspective and how requirements management is been carried out.
We conduct a Systematic Literature Review (SLR) with an extensive quality assessment of the included studies. We identified 27 relevant papers. After analyzing them in detail, we derive deep insights to the following aspects of Agile RE: stakeholder and user involvement, data gathering, user perspective, integrated methodologies, shared understanding, artifacts, documentation and Non-Functional Requirements (NFR). Agile RE is a complex research field with cross-functional influences. This study will contribute to the software development body of knowledge by assessing the involvement of stakeholder and user in Agile RE, providing methodologies that make ASD more human-centric and giving an overview of requirements management in ASD.Ministerio de EconomĂa y Competitividad TIN2013-46928-C3-3-RMinisterio de EconomĂa y Competitividad TIN2015-71938-RED
The Unfulfilled Potential of Data-Driven Decision Making in Agile Software Development
With the general trend towards data-driven decision making (DDDM),
organizations are looking for ways to use DDDM to improve their decisions.
However, few studies have looked into the practitioners view of DDDM, in
particular for agile organizations. In this paper we investigated the
experiences of using DDDM, and how data can improve decision making. An emailed
questionnaire was sent out to 124 industry practitioners in agile software
developing companies, of which 84 answered. The results show that few
practitioners indicated a widespread use of DDDM in their current decision
making practices. The practitioners were more positive to its future use for
higher-level and more general decision making, fairly positive to its use for
requirements elicitation and prioritization decisions, while being less
positive to its future use at the team level. The practitioners do see a lot of
potential for DDDM in an agile context; however, currently unfulfilled
Preventing Incomplete/Hidden Requirements: Reflections on Survey Data from Austria and Brazil
Many software projects fail due to problems in requirements engineering (RE).
The goal of this paper is analyzing a specific and relevant RE problem in
detail: incomplete/hidden requirements. We replicated a global family of RE
surveys with representatives of software organizations in Austria and Brazil.
We used the data to (a) characterize the criticality of the selected RE
problem, and to (b) analyze the reported main causes and mitigation actions.
Based on the analysis, we discuss how to prevent the problem. The survey
includes 14 different organizations in Austria and 74 in Brazil, including
small, medium and large sized companies, conducting both, plan-driven and agile
development processes. Respondents from both countries cited the
incomplete/hidden requirements problem as one of the most critical RE problems.
We identified and graphically represented the main causes and documented
solution options to address these causes. Further, we compiled a list of
reported mitigation actions. From a practical point of view, this paper
provides further insights into common causes of incomplete/hidden requirements
and on how to prevent this problem.Comment: in Proceedings of the Software Quality Days, 201
Complementing Measurements and Real Options Concepts to Support Inter-iteration Decision-Making in Agile Projects
Agile software projects are characterized by iterative and incremental development, accommodation of changes and active customer participation. The process is driven by creating business value for the client, assuming that the client (i) is aware of it, and (ii) is capable to estimate the business value, associated with the separate features of the system to be implemented. This paper is focused on the complementary use of measurement techniques and concepts of real-option-analysis to assist clients in assessing and comparing alternative sets of requirements. Our overall objective is to provide systematic support to clients for the decision-making process on what to implement in each iteration. The design of our approach is justified by using empirical data, published earlier by other authors
How Do Real Options Concepts Fit in Agile Requirements Engineering?
Agile requirements engineering is driven by creating business value for the client and heavily involves the client in decision-making under uncertainty. Real option thinking seems to be suitable in supporting the clientâs decision making process at inter-iteration time. This paper investigates the fit between real option thinking and agile requirements engineering. We first look into previously published experiences in the agile software engineering literature to identify (i) âexperience clustersâ suggesting the ways in which real option concepts fit into the agile requirements process and (ii) âexperience gapsâ and under-researched agile requirements decision-making topics which require further empirical studies. Furthermore, we conducted a cross-case study in eight agile development organizations and interviewed 11 practitioners about their decision-making process. The results suggest that options are almost always identified, reasoned about and acted upon. They are not expressed in quantitative terms, however, they are instead explicitly or implicitly taken\ud
into account during the decision-making process at interiteration time
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