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GETTING TO THE COREREQUIREMENTS GATHERING IN THE WILD
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SPEAKERS
Femke Goedhart
Business Consultant - Silverside, The Netherlands
@FemkeGoedhart
nl.linkedin.com/in/femkegoedhart
Sophie Lavignac-Le Madec
Senior Engineer Messaging & Collaboration at SES, Luxembourg
lu.linkedin.com/pub/sophie-le-madec/6/2b0/653
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“Knowing what you get before you get it”
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REALITY….
It’s all critical!No timeWe assumed…
Scope???
THEY DON’T USE IT
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ROI?
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DEVELOPMENT WORK
Rework40%
Development60%
Shull et al. 2002, GAO 2004
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INFLUENCE OF REQUIREMENTS ON REWORK
Rework40%
Requirement Errors75%
Other25%
Leffingwell 1997
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COST OF REWORK
1x
Requir
emen
ts
phase
Develo
pmen
t
phase Pr
oduc
tion
phase
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COST OF REWORK
1x
2-3x
Requir
emen
ts
phase
Develo
pmen
t
phase Pr
oduc
tion
phase
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Requir
emen
ts
phase
Develo
pmen
t
phase Pr
oduc
tion
phase
1x
2-3x
100x
Boehm 1981; Grady 1999; Haskins 2004
COST OF REWORK
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All we really need is some document
management!Ok, but is that all?
Example
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Well yes, but we expect it to also do … and … and …
Mmm…. ok, is document
management really what you need then?
Example
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Development phase
Requirements phase
Signoff
$$$
$
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REQUIREMENTSVision & Scope
User Requirements
Software Requirements specification
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INCREASING LEVELS OF DETAILS:
Vision & Scope document
User requirements document
Software requirements specification
Business requirementBusiness rules
User requirement
Quality Attribute
External interfaces
Functional requirement
System requirement
Constraints
Non-Functional requirement
Software Requirements Third edition, Wiegers & Beatty
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START WITH THE WHY
Vision & Scope document
User requirements document
Software requirements specification
WHY
HOW
WHAT
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REQUIREMENT DOCUMENTS?
Vision & Scope
User Requirements
Software Requirements specification
Project Charter
Functional Design
Technical Design
Project requirements document
Project initiation document
etc, etc…
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Requirements Engineering
Requirements Development Requirements Management
Analysis ValidationSpecificationElicitation Change Mgt
STAGES
Software Requirements Third edition, Wiegers & Beatty
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Requirements Engineering
Requirements Development Requirements Management
Analysis ValidationSpecificationElicitation Change Mgt
Software Requirements Third edition, Wiegers & Beatty
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ElicitationRequirements DevelopmentRequirements Engineering
Budget & Time?
Waterfall or Agile?
User centric or Product centric?
SCOPE
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ElicitationRequirements DevelopmentRequirements Engineering
Discover
Design
Develop
Test
Discover
Dev
elop
Design
Test
Sprint #1
Sprint #2
Sprint #3
Discover
Dev
elop
DesignTest
Discover
Dev
elop
Design
Test
AGILE OR
WATERFALL?
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WHO ?ElicitationRequirements DevelopmentRequirements Engineering
OWNER
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WHO ELSE?ElicitationRequirements DevelopmentRequirements Engineering
Who will use it?
Who will depend on it?
Who has a stake in it?OW
NER
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WHO ELSE?• Direct users
• Indirect users
• Stakeholders
• Sponsors
• Acquirer
• Management
• Compliance auditor
• Suppliers
• Regulatory body
• Quality assurance
• Etc, etc…….
ElicitationRequirements DevelopmentRequirements Engineering
Who will use it?
Who will depend on it?
Who has a stake in it?OW
NER
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ElicitationRequirements DevelopmentRequirements Engineering
Yes! that’s what we want!
Well I think something else is more important!
That’s not what I wanted!
Example
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TACTICS FOR GATHERING REQUIREMENTS
• Interviews
• Focus groups
• Observation
• Document studies
• RFP Documents
• Workshops
• Questionnaires
• Incident & compliance systems
• SME’s
• Market research
• Review of current systems
• ….
ElicitationRequirements DevelopmentRequirements Engineering
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TACTICS FOR GATHERING REQUIREMENTS
• Interviews
• Focus groups
• Observation
• Document studies
• RFP Documents
• Workshops
• Questionnaires
• Incident & compliance systems
• SME’s
• Market research
• Review of current systems
• ….
ElicitationRequirements DevelopmentRequirements Engineering
Talking
!=
Listening!
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METHODS
ElicitationRequirements DevelopmentRequirements Engineering
Creative Problem Solving (Isaken & Treffinger) • Mess finding • Data finding • Problem finding • Idea finding • Solution finding • Acceptance finding
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METHODS
ElicitationRequirements DevelopmentRequirements Engineering
Iterative question asking (Sakichi Toyoda) • Why? • Why? • Why? • Why? • Why? <-Root cause
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ElicitationRequirements DevelopmentRequirements Engineering
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Requirements Engineering
Requirements Development Requirements Management
Analysis ValidationSpecificationElicitation Change Mgt
Software Requirements Third edition, Wiegers & Beatty
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SMART• Specific
• What? Why? Who? Where? Which?
• Measurable • How much? How many? Is it quantifiable?
• Attainable • Can it be achieved with the resources & facilities available?
• Relevant • Does it relate to the project vision & scope?
• Timely • Can I set a date to it?
AnalysisRequirements DevelopmentRequirements Engineering
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PRIORITISE
AnalysisRequirements DevelopmentRequirements Engineering
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MOSCOWAnalysisRequirements DevelopmentRequirements Engineering
• Must • Should • Could • Won’t (or would)
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MOSCOWAnalysisRequirements DevelopmentRequirements Engineering
Requirement M S C W
Insert multiple order lines x
Create an export of closed orders x
Allow to copy order details to allow quick registration x
Allow for inserting personal notes on orders x
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MOSCOWAnalysisRequirements DevelopmentRequirements Engineering
Requirement Costs M S C W
Insert multiple order lines $100 x
Create an export of closed orders $1500 x x
Allow to copy order details to allow quick registration $250 x
Allow for inserting personal notes on orders $100 x x
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EISENHOWER DECISION MATRIXAnalysisRequirements DevelopmentRequirements Engineering
Urgent Not Urgent
Important
Not Important
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PRIORITISEAnalysisRequirements DevelopmentRequirements Engineering
Urgent Not Urgent
Important Must! Should
Not Important Could
Won’t (Nice to
have)
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AnalysisRequirements DevelopmentRequirements Engineering
KEEP IT SIMPLE STUPID
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Requirements Engineering
Requirements Development Requirements Management
Analysis ValidationSpecificationElicitation Change Mgt
Software Requirements Third edition, Wiegers & Beatty
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UNIFIED MODELLING LANGUAGE
Structural UML diagrams
• Class diagram
• Component diagram
• Composite structure diagram
• Deployment diagram
• Object diagram
• Package diagram
• Profile diagram
SpecificationRequirements DevelopmentRequirements Engineering
Behavioural UML diagrams
• Activity diagram
• Communication diagram
• Interaction overview diagram
• Sequence diagram
• State diagram
• Timing diagram
• Use case diagram
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SpecificationRequirements DevelopmentRequirements Engineering
VISUALISE
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WRITE IT DOWN • Build prototypes
• Provide demo’s of similar functionality
• Models & Diagrams
• Draw out process- and workflows
• Mockups of screens & forms
• Use cases, function descriptions
• Tell it as a story: “a day in the life of…”
SpecificationRequirements DevelopmentRequirements Engineering
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TALK THE TALK…
SpecificationRequirements DevelopmentRequirements Engineering
User
??
Developer
??
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TALK THE TALK…
SpecificationRequirements DevelopmentRequirements Engineering
User
??
Developer
??
Management
$$$?
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example
ElicitationRequirements DevelopmentRequirements Engineering
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ElicitationRequirements DevelopmentRequirements Engineering
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Requirements Engineering
Requirements Development Requirements Management
Analysis ValidationSpecificationElicitation Change Mgt
Software Requirements Third edition, Wiegers & Beatty
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EXPECTATION GAPValidationRequirements DevelopmentRequirements Engineering
Time —>
What the developer builds
What the user wants
Expectation gap
Software Requirements Third edition, Wiegers & Beatty
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EXPECTATION GAPValidationRequirements DevelopmentRequirements Engineering
Time —>
What the developer builds
What the user wants
Expectation gap
contact pointcontact point
Software Requirements Third edition, Wiegers & Beatty
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PLAY IT BACK!
“I ‘ve heard that…”
“I understand you want…”
“You expect it to…”
etc. etc…
ValidationRequirements DevelopmentRequirements Engineering
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ROLE
Check your personal feelings at the door but don’t forget to keep an eye on project
scope & constraints!
ValidationRequirements DevelopmentRequirements Engineering
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4-EYES PRINCIPLE
ValidationRequirements DevelopmentRequirements Engineering
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ValidationRequirements DevelopmentRequirements Engineering
SIGN OFF ON THE REQUIREMENT BASELINE
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ElicitationRequirements DevelopmentRequirements Engineering
Example
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Requirements Engineering
Requirements Development Requirements Management
Analysis ValidationSpecificationElicitation Change Mgt
Software Requirements Third edition, Wiegers & Beatty
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Change managementRequirements DevelopmentRequirements Engineering
THINGS CHANGE
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– Douglas Hofstadter
“Hofstadter's Law: It always takes longer than you expect, even when you
take Hofstadter's Law into account”
Change managementRequirements DevelopmentRequirements Engineering
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MANAGE CHANGES• Set up a formal RFC (Request For Change) process
• Register all changes and use version control
• Translate into effect (impact on time, costs & end result)
• (Re-)Prioritise
• Communicate
• Sign off on changed requirements
Change managementRequirements DevelopmentRequirements Engineering
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WRAP UP
• Treat Requirements Gathering as if it’s a project on its own
• Assign or free up enough resources
• Evaluate afterwards (improvements for future projects)
• Incorporate an outsiders view
• Don’t set it in stone…. things change, just make sure you manage it!
• Be open… you might be pleasantly surprised!
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QUESTIONS?
Femke Goedhart
@FemkeGoedhart
nl.linkedin.com/in/femkegoedhart
Sophie Lavignac-Le Madec
lu.linkedin.com/pub/sophie-le-madec/6/2b0/653