Gathering requirement (Karl Wiegers and Joy Beatty, 2013, Software Requirement, 3rd Edition)

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Presented by Doan Truong Giang, 2016

The importance of requirements

2 Source: Observation and interviewing, by Yaowaluck Promdee

User-Centred Data Gathering Techniques

Using more than one technique prevents biases in the gathered data

(researcher is with

the user while the data

is being gathered)

(researcher looks at data

previously gathered

from the user)

Interviews

Diaries/Journals

Card Sorting

Surveys

Focus Groups

Observations

Task/Activity

analysis

Data analytics (search logs,

Google analytics, etc.)

Customer feedback reports

Help desk reports

Call Center reports

Other people’s insights

(people working at

help desks, call centers, …)

Self-Reported Observed

Indirect

Direct

Collection method

Participant Involvement 3 Source: Observation and interviewing, by Yaowaluck Promdee

Levels of requirements

Relationships among

several types of

requirements

information. Solid

arrows mean “are

stored in”; dotted

arrows mean “are the

origin of” or

“influence.

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Working with the 3 layers

An example of how

different stakeholders

participate in

requirements

development.

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Some types of requirements and definitions

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Subdisciplines of software requirements engineering

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Requirements development and requirements management

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The business analyst bridges communication between customer and

development stakeholders.

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Requirements development is an iterative process.

A representative requirements development process.

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Knowledge, skills, and experience is to an effective business analyst.

The cyclic nature of requirements elicitation, analysis, and specification. 11

Activities for a single requirements elicitation session.

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Requirements elicitation techniques

1. Interviews

2. Workshops

3. Focus groups

4. Observations

5. Questionnaires

6. System interface analysis

7. User interface analysis

8. Document analysis

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Interviews

Establish rapport

Stay in scope

Prepare questions and straw man models ahead of time

Suggest ideas

Listen actively

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Workshops

Establish and enforce ground rules

Fill all of the team roles

Plan an agenda

Stay in scope

Use parking lots to captures items for later consideration

Timebox discussion

Keep the team small but include the right stakeholders

Keep everyone engaged

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Prepare for elicitation

Plan session scope and agenda

Prepare resource

Learn about the stakeholders

Prepare questions

Prepare straw man models

Educate stakeholders

Take good notes

Exploit the physical space

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Observations

A single observation of limited Multiple observations; long-term

duration (e.g., 30 minutes). duration (e.g., months, even years).

Narrow focus: Only a single Broad focus: Holistic view of the activity or

element or characteristic is observed. characteristic being observed and all of

its elements is sought.

The purpose of the The purpose of the No explanation is False explanations are

observation is fully explained observation is given to any of the given; participants are

to all involved. explained to some of participants. deceived about the

the participants. purpose of the

observation.

Full-participant Partial Onlooker;

observation participation observer is an outsider

Participants know Some but not Participants do not know

that observations are being all of the that observations are being

made and they know who is participants made or that there is

making them. know the observer. someone observing them.

Role of the Observer

How the Observer Is Portrayed to Others

How the Purpose of the Observation Is Portrayed to Others

Duration of the Observations

Focus of the Observations

17 Source: Observation and interviewing, by Yaowaluck Promdee

Classifying customer input and documenting open issues

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