Technical debt and waste in non-functional requirements documentation:an exploratory study

Background: To adequately attend to non-functional requirements (NFRs), they must be documented; otherwise, developers would not know about their existence. However, the documentation of NFRs may be subject to Technical Debt and Waste, as any other software artefact. Aims: The goal is to explore indicators of potential Technical Debt and Waste in NFRs documentation. Method: Based on a subset of data acquired from the most recent NaPiRE (Naming the Pain in Requirements Engineering) survey, we calculate, for a standard set of NFR types, how often respondents state they document a specific type of NFR when they also state that it is important. This allows us to quantify the occurrence of potential Technical Debt and Waste. Results: Based on 398 survey responses, four NFR types (Maintainability, Reliability, Usability, and Performance) are labelled as important but they are not documented by more than 22% of the respondents. We interpret that these NFR types have a higher risk of Technical Debt than other NFR types. Regarding Waste, 15% of the respondents state they document NFRs related to Security and they do not consider it important. Conclusions: There is a clear indication that there is a risk of Technical Debt for a fixed set of NFRs since there is a lack of documentation of important NFRs. The potential risk of incurring Waste is also present but to a lesser extent

Ability-based view in action: a software corporation study

This research investigates antecedents, developments and consequences of dynamic capabilities in an organization. It contributes by searching theoretical and empirical answers to the questions: (a) What are the antecedents which can provide an organization with dynamic and ordinary capabilities?; (b) How do these antecedents contribute to create capabilities in an organization?; (c) How do they affect an organization's competitive advantage?; (d) Can we assess and measure the antecedents and consequences to an organization? From a first (theoretical) perspective, this paper searches answers to the first, second and third questions by reviewing concepts of an ability-based view of organizations that involves the abilities of cognition, intelligence, autonomy, learning and knowledge management, and which contributes to explain the dynamic behavior of the firm in the pursuit of competitive advantage. From a second (empirical) perspective, this paper reinforces and delivers findings to the second, third and fourth questions by presenting a case study that evidences the ability-based view in action in a software corporation, where it contributes by investigating: (a) the development of organizational capabilities; (b) the effects of the new capabilities on the organization; and (c) the assessment and measurement of the abilities and consequences

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