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1 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
Requirements Engineering Processes
IS301 – Software EngineeringLecture # 7 – 2004-09-15
M. E. Kabay, PhD, CISSPAssoc. Prof. Information Assurance
Division of Business & Management, Norwich University
mailto:mkabay@norwich.edu V: 802.479.7937
2 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
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
Today we will be looking at 23 of Prof. Sommerville`s slides
3 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
Topics covered
Feasibility studiesRequirements elicitation and analysisRequirements validationRequirements management
5 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
The requirements engineering process
Feasibilitystudy
Requirementselicitation and
anal ysisRequirementsspecification
Requirementsvalidation
Feasibilityreport
Systemmodels
User and systemrequirements
Requirementsdocument
6 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
Requirements engineeringRequirementsspecification
Requirementsvalidation
Requirementselicitation
System requirementsspecification and
modeling
Systemrequirements
elicitation
User requirementsspecification
Userrequirements
elicitation
Business requirementsspecification
Prototyping
Feasibilitystudy
Reviews
System requirementsdocument
11 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
The requirements spiral
Requirementsclassification and
organisation
Requirementsprioritization and
negotiation
Requirementsdocumentation
Requirementsdiscovery
15 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
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 analyze system requirements.
16 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
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 viewpointsStakeholders who do not use the system
themselves but who influence the requirements. In an ATM, management and security staff are indirect viewpoints.
Domain viewpointsDomain characteristics and constraints that
influence the requirements. In an ATM, an example would be standards for inter-bank communications.
18 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
LIBSYS viewpoint hierarchy
Articleproviders
FinanceLibrarymanager
Librarystaff
Users
InteractorIndirect
All VPs
Classificationsystem
UIstandards
Domain
ExternalStaffStudents CataloguersSystem
managers
19 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
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 interviewClosed 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.
20 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
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 requirementsRequirements 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.
22 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
Scenarios
Scenarios are real-life examples of how a system can be used.
They should includeA 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.
25 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
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.
26 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
Article printing use-case
Article printing
27 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
LIBSYS use cases
Article printing
Article search
User administration
Supplier Catalogue services
LibraryUser
LibraryStaff
28 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
Article printing
User
item:Article
copyrightF orm:Form
request
complete
myWorkspace:Workspace
myPrinter:Printer
request
return
copyright OK
deliver
article OK
print send
confirminform
delete
29 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
Print article sequence
User
item:Article
copyrightF orm:Form
request
complete
myWorkspace:Workspace
myPrinter:Printer
request
return
copyright OK
deliver
article OK
print send
confirminform
delete
31 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
Ethnography
A social scientists spends a considerable time observing and analyzing how people actually work.
People do not have to explain or articulate their work.
Social and organizational factors of importance may be observed.
Ethnographic studies have shown that work is usually richer and more complex than suggested by simple system models.
33 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
Ethnography and prototyping
Ethnographicanal ysis
Debriefingmeetings
Focusedethnography
Prototypeevaluation
Generic systemdevelopment
Systemprotoyping
35 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
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 importantFixing a requirements error after delivery
may cost up to 100 times the cost of fixing an implementation error.
36 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
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?
37 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
Requirements validation techniques
Requirements reviewsSystematic manual analysis of the
requirements.Prototyping
Using an executable model of the system to check requirements. Covered in Chapter 17.
Test-case generationDeveloping tests for requirements to check
testability.
45 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
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 analyzing a requirements change;
Traceability policiesThe amount of information about
requirements relationships that is maintained;CASE tool support
The tool support required to help manage requirements change;
50 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
Change management
Changeimplementation
Change analysisand costing
Problem analysis andchange specification
Identifiedproblem
Revisedrequirements
Changeimplementation
Change analysisand costing
Problem analysis andchange specification
Identifiedproblem
Revisedrequirements
Changeimplementation
Change analysisand costing
Problem analysis andchange specification
Identifiedproblem
Revisedrequirements
53 Notes content copyright © 2004 Ian Sommerville. NU-specific content copyright © 2004 M. E. Kabay. All rights reserved.
Homework
RequiredBy Wed 22 Sep 2004For 10 points each, write short essays
(100-200 words) responding to questions 7.1, 7.2, 7.5 and 7.9
Draw computer-aided diagrams for 7.2 & 7.5
OptionalBy Wed 29 Sep 2004For 2 points each, answer any or all of
questions 7.3, 7.6, or 7.7
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