Theory Building in RE - The NaPiRE Initiative

Daniel Mendez
Daniel MendezBlekinge Institute of Technology
Technische Universität München
Theory building in RE - 

The NaPiRE* Initiative
* Naming the Pain in Requirements Engineering 

(www.re-survey.org)
Daniel Méndez
Technical University of Munich
www.mendezfe.org
@mendezfe
RE@40 Seminar, 2017
Kappel am Albis, Switzerland
“[…] judging a theory by assessing the
number, faith, and vocal energy of its
supporters […] basic political credo of
contemporary religious maniacs”
— Imre Lakatos, 1970
‣ In Software Engineering, too, truth often lies in power
rather than in empirical evidence.
“[…] judging a theory by assessing the
number, faith, and vocal energy of its
supporters […] basic political credo of
contemporary religious maniacs”
— Imre Lakatos, 1970
RE research and practice
often dominated by conventional wisdom
For a problem-driven research, we nee a 

reliable body of knowledge about 

industrial practices and problems.
Naming the Pain in 

Requirements Engineering (NaPiRE)
‣Foundation for problem-driven research
Overall goal: (First) Theory on industrial
practices and problems in Requirements
Engineering
2017
22 countries
51 researchers from 43 institutions
2014
10 countries
23 researchers
2012
1 country,
2 researchers
Overall approach:
By the community for the community
Bi-yearly replicated, globally distributed family of
surveys (w/ synthesis) on practices and problems
‣ Collaborative instrument design
‣ Independent surveys in different countries
‣ Collaborative synthesis and publication
www.re-survey.org
Principles
‣ Theory-centric
‣ Anonymity, but closed
‣ Full open science practices
2017
22 countries
51 researchers from 43 institutions
2014
10 countries
23 researchers
Overall approach:
By the community for the community
Bi-yearly replicated, globally distributed family of
surveys (w/ synthesis) on practices and problems
‣ Collaborative instrument design
‣ Independent surveys in different countries
‣ Collaborative synthesis and publication
www.re-survey.org
Principles
‣ Theory-centric
‣ Anonymity, but closed
‣ Full open science practices
2017
22 countries
51 researchers from 43 institutions
Overall approach:
By the community for the community
Bi-yearly replicated, globally distributed family of
surveys (w/ synthesis) on practices and problems
‣ Collaborative instrument design
‣ Independent surveys in different countries
‣ Collaborative synthesis and publication
www.re-survey.org
Principles
‣ Theory-centric
‣ Anonymity, but closed
‣ Full open science practices
Excerpt results NapiRE 2015/16
Country # Companies

(full survey completion)
Response rate
Austria 14 72 %
Germany 41 36,8 %
UK (Northern Ireland) 18 39,7 %
Canada 13 75 %
USA 15 36,2 %
Estonia 8 25,7 %
Finland 15 37,5 %
Norway 10 70,8 %
Sweden 20 51,8 %
Brazil 74 35,3 %
Total 228
crosscutting (60)
public (28)
sector (28)
enterprise (20)
finance(26)
planning (20)
resource (23)
automotive (15)
healthcare(14)
management (16)
business (9)
energy (11)
insurance(11)
logistics (8)
telecom(9) transportation(8)
aerospace (5)
education (5)
gas (5) geoprocessing (4)
informed(5)
intelligence (4) oil (5)
process (5)
aviation (3)
communication (3) construction (3)
defence (3) e-commerce (3)
entertainment (3) games (3)
human (3)
shipping (3)
workforce (3)
agriculture (2)
chemicals (2)
customer (2)
electronic (2)
railway (2) relationship (2)
scientific (2) software (2)
automation (1)
e-
government (1)
funerary (1)
goods (1) industrial (1)
networking (1)
pulp (1)
steel (1)
Distributed over
industry sectors
Status quo in practices used [1]
‣ Requirements Elicitation
‣ Requirements Documentation
‣ Requirements Change and Alignment
‣ Requirements Engineering Standards
‣ Requirements Engineering Improvement
Problems in RE [2]
‣ Problems and criticality
‣ Causes
‣ Effects
[2] Mendez, Wagner, et al. Naming the pain in requirements engineering Contemporary problems, causes, and effects in practice , 2017
[1] Wagner, Mendez, et al. Status Quo in Requirements Engineering: A Theory and a Global Family of Surveys, 2017
Req Elicitation Technique
Interview
Scenario
Prototyping
Facilitated Meetings
Observation
Req Documentation Technique
Structured req list
Domain/business process model
Use case model
Goal model
Data model
Non-functional req
Textual
Semi-formal
Formal
Technology
Req Test Alignment Approach
Req review by tester
Coverage by tests
Acceptance criteria
Test derivation from models
Req Change Approach
Product backlog update
Change requests
Trace management
Impact analysis
Activity
Req Elicitation
Req Documentation
Req Change Management
Req Test Alignment
P 1-5
P 6-13
P 14-20
P 21-24
Actor
Req Engineer
Test Engineer
Req Standard Application
Practice
Control
Tailoring
Req Eng Process Standard
P 25-28
Req Standard Defintion
Compliance
Development
Tool support
Quality assurance
Project management
Knowledge transfer
Process complexity
Communication demand
Willigness to change
Possibility of standardisation
P 26-45
Req Improvement Means
Continuous improvement
Strengths/weaknesses
Own business unit/role
Req Eng ImprovementP 46--48
Excerpt results NapiRE 2015/16
Status quo in practices used [1]
‣ Requirements Elicitation
‣ Requirements Documentation
‣ Requirements Change and Alignment
‣ Requirements Engineering Standards
‣ Requirements Engineering Improvement
Problems in RE [2]
‣ Problems and criticality
‣ Causes
‣ Effects
[2] Mendez, Wagner, et al. Naming the pain in requirements engineering Contemporary problems, causes, and effects in practice , 2017
[1] Wagner, Mendez, et al. Status Quo in Requirements Engineering: A Theory and a Global Family of Surveys, 2017
Req Elicitation Technique
Interview
Scenario
Prototyping
Facilitated Meetings
Observation
Req Documentation Technique
Structured req list
Domain/business process model
Use case model
Goal model
Data model
Non-functional req
Textual
Semi-formal
Formal
Technology
Req Test Alignment Approach
Req review by tester
Coverage by tests
Acceptance criteria
Test derivation from models
Req Change Approach
Product backlog update
Change requests
Trace management
Impact analysis
Activity
Req Elicitation
Req Documentation
Req Change Management
Req Test Alignment
P 1-5
P 6-13
P 14-20
P 21-24
Actor
Req Engineer
Test Engineer
Req Standard Application
Practice
Control
Tailoring
Req Eng Process Standard
P 25-28
Req Standard Defintion
Compliance
Development
Tool support
Quality assurance
Project management
Knowledge transfer
Process complexity
Communication demand
Willigness to change
Possibility of standardisation
P 26-45
Req Improvement Means
Continuous improvement
Strengths/weaknesses
Own business unit/role
Req Eng ImprovementP 46--48
Excerpt results NapiRE 2015/16
Teaser
Theory Building in RE - The NaPiRE Initiative
In scope of artefact-based standard (reference) models
In scope of artefact-based standard (reference) models
Unclear	roles	and	responsabilities	
at	customer	side
Weak	qualification	of	
RE	team	members
Subjective	
interpretations
Stakeholders	lack	
business	vision	and	
understanding
(1.28%)
Customer	does	not	
know	what	he	wants
(6.41%)
Lack	of	experience	of	RE	
team	members
Complexity	of	domain
Insufficient	
resources
Lack	of	time
Conflicting	stakeholder	
viewpoints
(8.97%)
Strict	time	schedule	by	
customer
Missing	req.	
specification	
template
Missing	IT	project	experience	
at	customer	side
Weak	qualification	of	
stakeholders
(6.41%)
Input	(33%)
(3.85%)
(6.41%)
(2.56%)
(1.28%
)
(1.28%)
(1.28%)
(2.56%)
(10.26
%)
(2.56%)
(2.56%)
(1.28%)
(1.28%)(1.28%)
(1.10%)
Method	(38%)
Req.	too	abstract
Missing	completeness	check	
of	requirements
Insufficient	agility
Communication	flaws	
between	team	and	customer
Lack	of	a	well-defined	RE	
process
Complexity	of	RE
Unclear	terminology
(11.54%)
(1.28%)(1.28%)
(2.56%) (2.56%)
(1.28%) (1.28%)
People	(17%)
Tools	(3%)
(1.28%)
Communication	
flaws	customer
Missing	engagement	by	
customer	
Missing	customer	
involvement (2.56%)
(1.28%)
(1.28%) Policy	restrictions (1.28%)
(1.28%)
Missing	RE	awareness	
at	customer	side (1.28%)
Weak	management	at	
customer	side
(1.28%)
Missing	direct	
communication	to	
customer
Missing	involvement	of	
dev. (2.56%)
Poor	project	
management
Missing	solution	
approach
Organization	(9%)
Too	high	team	
distribution
Many	
customer
s
Language	Barriers
Not	following	 the	
communication	
plan
Missing	tool	
support(1.28%)
Customer	(19%)
Design	or	
Implementation	(9%)
Product	(22%)
Validation	or	
Verification	(3%)
Increased	number	of	req.	
changes		
(16.18%)
Incomplete	Req.
(2.94%
)
Decreased	user	
acceptance
Customer	
dissatisfaction
(2.94%)
Need	for	post	
implementation
Poor	product	quality	
Decreased	business	
value
(10.29%)
(8.82%)
(2.94%)
Increased	
communication
Implementation	of	
irrelevant	req.
Effort	overrun
Time	overrun
Budget	overrun
Decreased	efficiency	
(overall)
Increased	number	of	
change	requests
Wrong	estimates
Increased	difficulty	of	
req.	elicitation
Validation	of	
req.	becomes	
difficult
Project	or	
Organization	(47%)
(2.94%)
(1.47%)
(13.24%)
(5.88%)
(4.41%)
(2.94%)(2.94%)
(2.94%)
(1.47%) (1.47%)
(1.47%) (1.47%)
(2.94%)
Poor	(system)	design	
quality	 (1.47%)
Misunderstanding	
(overall)
Late	decision (2.94%)
(2.94%) (2.94%)
Overall	
demotivation
Information	gets	
lost
Increased	complexity	
in	RE
)
Communication	
flaws	customer
Customer	(19%)
Design	or	
Implementation	(9%)
Product	(22%)
Validation	or	
Verification	(3%)
Increased	number	of	req.	
changes		
(16.18%)
Incomplete	Req.
(2.94%
)
Decreased	user	
acceptance
Customer	
dissatisfaction
(2.94%)
Need	for	post	
implementation
Poor	product	quality	
Decreased	business	
value
(10.29%)
(8.82%)
(2.94%)
Increased	
communication
Implementation	of	
irrelevant	req.
Effort	overrun
Time	overrun
Budget	overrun
Decreased	efficiency	
(overall)
Increased	number	of	
change	requests
Wrong	estimates
Increased	difficulty	of	
req.	elicitation
Validation	of	
req.	becomes	
difficult
Project	or	
Organization	(47%)
(2.94%)
(1.47%)
(13.24%)
(5.88%)
(4.41%)
(2.94%)(2.94%)
(2.94%)
(1.47%) (1.47%)
(1.47%) (1.47%)
(2.94%)
Poor	(system)	design	
quality	 (1.47%)
Misunderstanding	
(overall)
Late	decision (2.94%)
(2.94%) (2.94%)
Overall	
demotivation
Information	gets	
lost
Increased	complexity	
in	RE
Unclear	roles	and	responsabilities	
at	customer	side
Weak	qualification	of	
RE	team	members
Subjective	
interpretations
Stakeholders	lack	
business	vision	and	
understanding
(1.28%)
Customer	does	not	
know	what	he	wants
(6.41%)
Lack	of	experience	of	RE	
team	members
Complexity	of	domain
Insufficient	
resources
Lack	of	time
Conflicting	stakeholder	
viewpoints
(8.97%)
Strict	time	schedule	by	
customer
Missing	req.	
specification	
template
Missing	IT	project	experience	
at	customer	side
Weak	qualification	of	
stakeholders
(6.41%)
Input	(33%)
(3.85%)
(6.41%)
(2.56%)
(1.28%
)
(1.28%)
(1.28%)
(2.56%)
(10.26
%)
(2.56%)
(2.56%)
(1.28%)
(1.28%)(1.28%)
(1.10%)
Method	(38%)
Req.	too	abstract
Missing	completeness	check	
of	requirements
Insufficient	agility
Communication	flaws	
between	team	and	customer
Lack	of	a	well-defined	RE	
process
Complexity	of	RE
Unclear	terminology
(11.54%)
(1.28%)(1.28%)
(2.56%) (2.56%)
(1.28%) (1.28%)
People	(17%)
Tools	(3%)
(1.28%)
Communication	
flaws	customer
Missing	engagement	by	
customer	
Missing	customer	
involvement (2.56%)
(1.28%)
(1.28%) Policy	restrictions (1.28%)
(1.28%)
Missing	RE	awareness	
at	customer	side (1.28%)
Weak	management	at	
customer	side
(1.28%)
Missing	direct	
communication	to	
customer
Missing	involvement	of	
dev. (2.56%)
Poor	project	
management
Missing	solution	
approach
Organization	(9%)
Too	high	team	
distribution
Many	
customer
s
Language	Barriers
Not	following	 the	
communication	
plan
Missing	tool	
support(1.28%)
Unclear	roles	and	responsabilities	
at	customer	side
Weak	qualification	of	
RE	team	members
Subjective	
interpretations
Stakeholders	lack	
business	vision	and	
understanding
(1.28%)
Customer	does	not	
know	what	he	wants
(6.41%)
Lack	of	experience	of	RE	
team	members
Complexity	of	domain
Insufficient	
resources
Lack	of	time
Conflicting	stakeholder	
viewpoints
(8.97%)
Strict	time	schedule	by	
customer
Missing	req.	
specification	
template
Missing	IT	project	experience	
at	customer	side
Weak	qualification	of	
stakeholders
(6.41%)
Input	(33%)
(3.85%)
(6.41%)
(2.56%)
(1.28%
)
(1.28%)
(1.28%)
(2.56%)
(10.26
%)
(2.56%)
(2.56%)
(1.28%)
(1.28%)(1.28%)
(1.10%)
Method	(38%)
Req.	too	abstract
Missing	completeness	check	
of	requirements
Insufficient	agility
Communication	flaws	
between	team	and	customer
Lack	of	a	well-defined	RE	
process
Complexity	of	RE
Unclear	terminology
(11.54%)
(1.28%)(1.28%)
(2.56%) (2.56%)
(1.28%) (1.28%)
People	(17%)
Tools	(3%)
(1.28%)
Communication	
flaws	customer
Missing	engagement	by	
customer	
Missing	customer	
involvement (2.56%)
(1.28%)
(1.28%) Policy	restrictions (1.28%)
(1.28%)
Missing	RE	awareness	
at	customer	side (1.28%)
Weak	management	at	
customer	side
(1.28%)
Missing	direct	
communication	to	
customer
Missing	involvement	of	
dev. (2.56%)
Poor	project	
management
Missing	solution	
approach
Organization	(9%)
Too	high	team	
distribution
Many	
customer
s
Language	Barriers
Not	following	 the	
communication	
plan
Missing	tool	
support(1.28%)
Causes rather not due to missing guidance via reference
models, but due to organisational and even social issues.
Do teams applying agile practices avoid these issues?
Unclear	roles	and	responsabilities	
at	customer	side
Weak	qualification	of	
RE	team	members
Subjective	
interpretations
Stakeholders	lack	
business	vision	and	
understanding
(1.28%)
Customer	does	not	
know	what	he	wants
(6.41%)
Lack	of	experience	of	RE	
team	members
Complexity	of	domain
Insufficient	
resources
Lack	of	time
Conflicting	stakeholder	
viewpoints
(8.97%)
Strict	time	schedule	by	
customer
Missing	req.	
specification	
template
Missing	IT	project	experience	
at	customer	side
Weak	qualification	of	
stakeholders
(6.41%)
Input	(33%)
(3.85%)
(6.41%)
(2.56%)
(1.28%
)
(1.28%)
(1.28%)
(2.56%)
(10.26
%)
(2.56%)
(2.56%)
(1.28%)
(1.28%)(1.28%)
(1.10%)
Method	(38%)
Req.	too	abstract
Missing	completeness	check	
of	requirements
Insufficient	agility
Communication	flaws	
between	team	and	customer
Lack	of	a	well-defined	RE	
process
Complexity	of	RE
Unclear	terminology
(11.54%)
(1.28%)(1.28%)
(2.56%) (2.56%)
(1.28%) (1.28%)
People	(17%)
Tools	(3%)
(1.28%)
Communication	
flaws	customer
Missing	engagement	by	
customer	
Missing	customer	
involvement (2.56%)
(1.28%)
(1.28%) Policy	restrictions (1.28%)
(1.28%)
Missing	RE	awareness	
at	customer	side (1.28%)
Weak	management	at	
customer	side
(1.28%)
Missing	direct	
communication	to	
customer
Missing	involvement	of	
dev. (2.56%)
Poor	project	
management
Missing	solution	
approach
Organization	(9%)
Too	high	team	
distribution
Many	
customer
s
Language	Barriers
Not	following	 the	
communication	
plan
Missing	tool	
support(1.28%)
Customer	(19%)
Design	or	
Implementation	(9%)
Product	(22%)
Validation	or	
Verification	(3%)
Increased	number	of	req.	
changes		
(16.18%)
Incomplete	Req.
(2.94%
)
Decreased	user	
acceptance
Customer	
dissatisfaction
(2.94%)
Need	for	post	
implementation
Poor	product	quality	
Decreased	business	
value
(10.29%)
(8.82%)
(2.94%)
Increased	
communication
Implementation	of	
irrelevant	req.
Effort	overrun
Time	overrun
Budget	overrun
Decreased	efficiency	
(overall)
Increased	number	of	
change	requests
Wrong	estimates
Increased	difficulty	of	
req.	elicitation
Validation	of	
req.	becomes	
difficult
Project	or	
Organization	(47%)
(2.94%)
(1.47%)
(13.24%)
(5.88%)
(4.41%)
(2.94%)(2.94%)
(2.94%)
(1.47%) (1.47%)
(1.47%) (1.47%)
(2.94%)
Poor	(system)	design	
quality	 (1.47%)
Misunderstanding	
(overall)
Late	decision (2.94%)
(2.94%) (2.94%)
Overall	
demotivation
Information	gets	
lost
Increased	complexity	
in	RE
Small companies

(1-50)
Medium companies

(51-250)
Large companies

(> 251)
#1 Problem Incomplete/hidden
requirements
Communication
flaws customer

Incomplete/hidden
requirements
#2 Problem Communication
flaws customer

Incomplete/hidden
requirements
Moving targets
#3 Problem Underspecified
requirements
Communication
flaws project team
Communication
flaws customer

#4 Problem Communication
flaws project team

Separation reqs. /
solutions
Time boxing
#5 Problem Time boxing Weak access
customer needs
Underspecified
requirements
Do teams applying agile practices avoid these issues?
Small companies

(1-50)
Medium companies

(51-250)
Large companies

(> 251)
#1 Problem Incomplete/hidden
requirements
Communication
flaws customer

Incomplete/hidden
requirements
#2 Problem Communication
flaws customer

Incomplete/hidden
requirements
Moving targets
#3 Problem Underspecified
requirements
Communication
flaws project team
Communication
flaws customer

#4 Problem Communication
flaws project team

Separation reqs. /
solutions
Time boxing
#5 Problem Time boxing Weak access
customer needs
Underspecified
requirements
No.
Do teams applying agile practices avoid these issues?
Small companies

(1-50)
Medium companies

(51-250)
Large companies

(> 251)
#1 Problem Incomplete/hidden
requirements
Communication
flaws customer

Incomplete/hidden
requirements
#2 Problem Communication
flaws customer

Incomplete/hidden
requirements
Moving targets
#3 Problem Underspecified
requirements
Communication
flaws project team
Communication
flaws customer

#4 Problem Communication
flaws project team

Separation reqs. /
solutions
Time boxing
#5 Problem Time boxing Weak access
customer needs
Underspecified
requirements
Not at all.
Do teams applying agile practices avoid these issues?
How can we make use of such insights?
How can we make use of such insights?
‣ Support problem-driven research
How can we make use of such insights?
Raw data
‣ Anonymised
‣ Sanitised
‣ Curated (w/ codebooks)
‣ Support problem-driven research
How can we make use of such insights?
Open data repository
tera-PROMISE 

http://openscience.us/repo/

(will probably change)
Raw data
‣ Anonymised
‣ Sanitised
‣ Curated (w/ codebooks)
‣ Support problem-driven research
How can we make use of such insights?
Open data repository
tera-PROMISE 

http://openscience.us/repo/

(will probably change)
Raw data
‣ Anonymised
‣ Sanitised
‣ Curated (w/ codebooks)
Problem-driven research
supports
‣ Support problem-driven research
Phenomena and measurements
How can we make use of such insights?
‣ Immediate operationalisation for practical environments
How can we make use of such insights?
‣ Immediate operationalisation for practical environments
Example: 

evidence-based Risk
Management*
* Based on two MSc. theses: Priscilla Mafra at UFF, Brazil; Michaela Tießler at TUM, Germany
How can we make use of such insights?
1 Build holistic model with cause-effect relationships
‣ Immediate operationalisation for practical environments
How can we make use of such insights?
1 Build holistic model with cause-effect relationships
‣ Immediate operationalisation for practical environments
Implement Bayesian network 

including context factors
2
How can we make use of such insights?
1 Build holistic model with cause-effect relationships
‣ Immediate operationalisation for practical environments
How can we make use of such insights?
3
Operationalise as a 

risk assessment approach
‣ Immediate operationalisation for practical environments
Build holistic model with cause-effect relationships1
2 Implement Bayesian network including context factors
How can we make use of such insights?
3
Operationalise as a 

risk assessment approach
‣ Immediate operationalisation for practical environments
Build holistic model with cause-effect relationships1
2 Implement Bayesian network including context factors
Theory Building in RE - The NaPiRE Initiative
Theory Building in RE - The NaPiRE Initiative
How can we make use of such insights?
3
Operationalise as a 

risk assessment approach
‣ Immediate operationalisation for practical environments
Build holistic model with cause-effect relationships1
2 Implement Bayesian network including context factors
How can we make use of such insights?
‣ Immediate operationalisation for practical environments
Build holistic model with cause-effect relationships1
2 Implement Bayesian network including context factors
3 Operationalise as a risk assessment approach
4
Offer situation-spec. guidelines 

(corrective/preventive measures)
Preparation
Where do we stand right now?
•Preparation instruments about to be completed
Next steps
•Data disclosure previous runs
•Survey implementation & pilot phase next run
‣ Start independent data collections; 

(before summer break)
ISERN 2017 (October)
• Discussion 1st Results
• Analysis strategy
Survey / Data Collection
(Coordinated local replications)
Survey ++
Data Analysis and Publication
(Synthesis, planning, joint publication)
We are here...
ISERN 2018
• Data analysis 

and publication
(cont.)
You are cordiallyinvited to join us!
www.re-survey.org
Thank you!
Daniel Méndez
Technical University of Munich
www.mendezfe.org
@mendezfe
1 of 41

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