Collaborative Requirements Engineering Notation for Planning Globally Distributed Projects

Requirements engineering represents a critical phase of the software development lifecycle in which requirements describing the functional and non-functional behaviors of a system are elicited, modeled, analyzed, negotiated, agreed, and specified. In traditional software systems these tasks are typically performed in face-to-face meetings between requirements engineers and the project level stakeholders. However, in today’s global software development environment, it is becoming increasingly commonplace for stakeholders to be dispersed across multiple geographical locations and time zones. Under these circumstances, face-to-face meetings become expensive, and often impossible to facilitate, and as a result the success of the requirements process relies, at least partially, on tools and processes that support distributed communication and collaboration. To investigate the challenges and effective practices for performing requirements activities in distributed environments, we conducted a series of in-depth interviews with project managers and business analysts who have worked with non-co-located stakeholders. Since many project managers fail to plan and deploy the necessary infrastructures to support quality communication, and in practice requirements are often elicited and managed via email exchanges; we introduced a visual modeling notation to help project managers proactively plan the collaboration infrastructures needed to support requirements-related activities in globally distributed projects. An underlying meta-model defines the elements of the modeling language, including locations, stakeholder roles, communication flows, critical documents, and supporting tools and repositories. The interview findings were further analyzed to identify practices that led to success or created significant challenges for the projects; resulting in a set of patterns for globally distributed requirements engineering

Requirements Engineering for Globally Distributed Teams using Scaled Agile Framework

As large organizations are striving to deliver software at a faster pace and to keep up with the latest trends, they are in a transformation stage of adopting to Scaled Agile Framework (SAFe). SAFe is a framework for implementing agile practices at enterprise level and it provides a roadmap for portfolios, programs and teams. Large organizations adopting to SAFe are facing challenges in coordinating, planning and managing requirements, as they work with globally distributed teams. The goal of this thesis was to improve the Requirements Engineering (RE) process using Scaled Agile Framework in globally distributed teams. The main research method used in this thesis was action research, an iterative approach which combines theory and practice. The empirical study was conducted in a large project that used SAFe and had eight globally distributed teams. In order to investigate the challenges faced by globally distributed teams, analysis of the existing literature and RE process flow in SAFe was important. It served as a good input to understand which good RE practices can be applied in the empirical study. The results of the study show that visually representing requirements as models and sharing domain and system knowledge through Community of Practice (CoP) reduced ambiguity in requirements. The good RE practice applied in SAFe, of working and improving collaboratively with the globally distributed teams helped in better coordination and managing of requirements. In addition to this, it was also essential to have SAFe training to develop clear and shared understanding of the framework and RE process. The lessons learned from the empirical study indicate that a well-organized PI planning is the key RE practice of SAFe in providing the big picture of requirements to all members in distributed teams. In addition, Community of Practice (CoP) can be a key RE practice of SAFe in sharing knowledge such as business domain, system knowledge, skills and techniques, and experiences

Industry-driven innovative system development for the construction industry: The DIVERCITY project

Collaborative working has become possible using the innovative integrated systems in construction as many activities are performed globally with stakeholders situated in various locations. The Integrated VR based information systems can bind the fragmentation and provide communication and collaboration between the distributed stakeholders n various locations. The development of these technologies is vital for the uptake of these systems by the construction industry. This paper starts by emphasising the importance of construction IT research and reviews some future research directions in this area. In particular, the paper explores how virtual prototyping can improve the productivity and effectiveness of construction projects, and presents DIVERCITY, which is th as a case study of the research in virtual prototyping. Besides, the paper explores the requirements engineering of the DIVERCITY project. DIVERCITY has large and evolving requirements, which considered the perspectives of multiple stakeholders, such as clients, architects and contractors. However, practitioners are often unsure of the detail of how virtual environments would support the construction process, and how to overcome some barriers to the introduction of new technologies. This complicates the requirements engineering process

Active architecture for pervasive contextual services

Pervasive services may be defined as services that are available to any client (anytime, anywhere). Here we focus on the software and network infrastructure required to support pervasive contextual services operating over a wide area. One of the key requirements is a matching service capable of assimilating and filtering information from various sources and determining matches relevant to those services. We consider some of the challenges in engineering a globally distributed matching service that is scalable, manageable, and able to evolve incrementally as usage patterns, data formats, services, network topologies and deployment technologies change. We outline an approach based on the use of a peer-to-peer architecture to distribute user events and data, and to support the deployment and evolution of the infrastructure itself

Managing Requirements Change the Informal Way: When Saying 'No' is Not an Option

© 2016 IEEE. Software has always been considered as malleable. Changes to software requirements are inevitable during the development process. Despite many software engineering advances over several decades, requirements changes are a source of project risk, particularly when businesses and technologies are evolving rapidly. Although effectively managing requirements changes is a critical aspect of software engineering, conceptions of requirements change in the literature and approaches to their management in practice still seem rudimentary. The overall goal of this study is to better understand the process of requirements change management. We present findings from an exploratory case study of requirements change management in a globally distributed setting. In this context we noted a contrast with the traditional models of requirements change. In theory, change control policies and formal processes are considered as a natural strategy to deal with requirements changes. Yet we observed that "informal requirements changes" (InfRc) were pervasive and unavoidable. Our results reveal an equally 'natural' informal change management process that is required to handle InfRc in parallel. We present a novel model of requirements change which, we argue, better represents the phenomenon and more realistically incorporates both the informal and formal types of change

Modeling and managing tacit product line requirements knowledge

The success of very large product lines systems with globally distributed stakeholders often builds significantly on the implicit knowledge of individuals. Final products are typically built by integrating numerous detailed specifications of subsystems. But how exactly all these parts can and need to be integrated to build valid end products is often left unspecified and to numerous discussions, reviews and the expertise of senior architects and product managers. Building a high-level product line requirements model that explicitly and formally specifies common and variable requirements, their precise integration semantics and the constraints for selecting variable features helps significantly to manage this crucial and often tacit requirements knowledge. Based on an industrial exemplar we motivate and demonstrate such an approach and discuss our early findings regarding knowledge and rationale management in product line requirements engineering

Active architecture for pervasive contextual services

International Workshop on Middleware for Pervasive and Ad-hoc Computing MPAC 2003), ACM/IFIP/USENIX International Middleware Conference (Middleware 2003), Rio de Janeiro, Brazil This work was supported by the FP5 Gloss project IST2000-26070, with partners at Trinity College Dublin and Université Joseph Fourier, and by EPSRC grants GR/M78403/GR/M76225, Supporting Internet Computation in Arbitrary Geographical Locations, and GR/R45154, Bulk Storage of XML Documents.Pervasive services may be defined as services that are available "to any client (anytime, anywhere)". Here we focus on the software and network infrastructure required to support pervasive contextual services operating over a wide area. One of the key requirements is a matching service capable of as-similating and filtering information from various sources and determining matches relevant to those services. We consider some of the challenges in engineering a globally distributed matching service that is scalable, manageable, and able to evolve incrementally as usage patterns, data formats, services, network topologies and deployment technologies change. We outline an approach based on the use of a peer-to-peer architecture to distribute user events and data, and to support the deployment and evolution of the infrastructure itself.Peer reviewe

Naming the pain in requirements engineering : Contemporary problems, causes, and effects in practice

Requirements Engineering (RE) has received much attention in research and practice due to its importance to software project success. Its interdisciplinary nature, the dependency to the customer, and its inherent uncertainty still render the discipline difficult to investigate. This results in a lack of empirical data. These are necessary, however, to demonstrate which practically relevant RE problems exist and to what extent they matter. Motivated by this situation, we initiated the Naming the Pain in Requirements Engineering (NaPiRE) initiative which constitutes a globally distributed, bi-yearly replicated family of surveys on the status quo and problems in practical RE. In this article, we report on the qualitative analysis of data obtained from 228 companies working in 10 countries in various domains and we reveal which contemporary problems practitioners encounter. To this end, we analyse 21 problems derived from the literature with respect to their relevance and criticality in dependency to their context, and we complement this picture with a cause-effect analysis showing the causes and effects surrounding the most critical problems. Our results give us a better understanding of which problems exist and how they manifest themselves in practical environments. Thus, we provide a first step to ground contributions to RE on empirical observations which, until now, were dominated by conventional wisdom only.Peer reviewe

Flexible Global Software Development (GSD): Antecedents of Success in Requirements Analysis

Globalization of software development has resulted in a rapid shift away from the traditional collocated, on-site development model, to the offshoring model. Emerging trends indicate an increasing interest in offshoring even in early phases like requirements analysis. Additionally, the flexibility offered by the agile development approach makes it attractive for adaptation in globally distributed software work. A question of significance then is what impacts the success of offshoring earlier phases, like requirements analysis, in a flexible and globally distributed environment? This article incorporates the stance of control theory to posit a research model that examines antecedent factors such as requirements change, facilitation by vendor and client site-coordinators, control, and computer-mediated communication. The impact of these factors on success of requirements analysis projects in a “flexible” global setting is tested using two quasi-experiments involving students from Management Development Institute, India and Marquette University, USA. Results indicate that formal modes of control significantly influence project success during requirements analysis. Further, facilitation by both client and vendor site coordinators positively impacts requirements analysis success