The document discusses techniques for requirements engineering and prioritization. It describes the requirements negotiation process, which involves detecting and resolving conflicts between stakeholders. Methods for prioritization include assigning importance scales, calculating cost-value tradeoffs, and using prioritization spreadsheets. The key aspects are reaching agreements that meet stakeholders' needs while addressing limited resources and schedules.
In this advanced business analysis training session, you will learn Requirement Management. Topics covered in this session are:
• Requirements Negotiation And Prioritization
• Requirements Management
• Requirements Traceability
• Requirements Variability and Software/System Product Lines
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
Different Approaches of Software Requirement Prioritizationinventionjournals
In software system development, it can be a challenge for people to select the ‘right’ requirement among several or many options if it is not obvious which requirement is desirable. Requirements prioritization helps people to discover the most desirable requirements. It seems that most requirements prioritization techniques work well on a small number of requirements, but many of them have constraints on medium to large numbers of requirements. Requirement prioritization process is used to determine which candidate requirement of a software project should be included in a certain release, for this purpose different techniques are used. These techniques use different approaches and consider different factors for prioritization e.g. cost, value, risk, benefit etc.
All of us must have heard this proverb umpteen number of times in our lives. However, when it comes to elicitation, we tend to forget the same.Elicitation is possibly the most important job we business analysts do. I am surprised that many of us understand only few facets of elicitation such as requirements gathering and recording.Elicitation is much more than requirements gathering and recording. A good elicitation activity can significantly reduce effort in changes in requirements and subsequent changes to design, construction and testing activities.Here is an attempt to make our elicitation exercises more effective.
This affects the quality of software and increases the production cost of ... effectiveness of every method, it is useful to select the particular elicitation
http://www.imran.xyz
In this advanced business analysis training session, you will learn Requirement Management. Topics covered in this session are:
• Requirements Negotiation And Prioritization
• Requirements Management
• Requirements Traceability
• Requirements Variability and Software/System Product Lines
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
Different Approaches of Software Requirement Prioritizationinventionjournals
In software system development, it can be a challenge for people to select the ‘right’ requirement among several or many options if it is not obvious which requirement is desirable. Requirements prioritization helps people to discover the most desirable requirements. It seems that most requirements prioritization techniques work well on a small number of requirements, but many of them have constraints on medium to large numbers of requirements. Requirement prioritization process is used to determine which candidate requirement of a software project should be included in a certain release, for this purpose different techniques are used. These techniques use different approaches and consider different factors for prioritization e.g. cost, value, risk, benefit etc.
All of us must have heard this proverb umpteen number of times in our lives. However, when it comes to elicitation, we tend to forget the same.Elicitation is possibly the most important job we business analysts do. I am surprised that many of us understand only few facets of elicitation such as requirements gathering and recording.Elicitation is much more than requirements gathering and recording. A good elicitation activity can significantly reduce effort in changes in requirements and subsequent changes to design, construction and testing activities.Here is an attempt to make our elicitation exercises more effective.
This affects the quality of software and increases the production cost of ... effectiveness of every method, it is useful to select the particular elicitation
http://www.imran.xyz
Requirement prioritization is used in Software product management for determining which candidate requirements of a software product should be included in a certain release. Requirements are also prioritized to minimize risk during development so that the most important or high risk requirements are implemented first. Several methods for assessing a prioritization of software requirements exist.
Today many ITSM consultants (all over the world) are facing numerous challenges and issues in ITSM consulting projects (process consulting and tool consulting), because of the increasing complexity in IT environment and ever-changing demands from the clients. And this presentation identifies the top 5 issues in ITSM consulting projects, the presenter would discuss these issues, its respective solutions and mitigation methods.
With thanks for Ca Technologies for sponsoring TFT14 slides. For a free trial of Nimsoft go to bit.ly/1df6jY7
Top 5 Considerations When Choosing a New HCM VendorAggregage
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Martin Böckle (Speaker) UX Designer and Researcher, BCG Platinion
This session aims to provide insights on the importance of a design due diligence and how one may be conducted. Key topics cover a broad spectrum, starting from the evaluation of the design team capabilities, the assessment of the user experience through traditional methods and ending with the development of a novel framework, which supports UX designers and practitioners in the classification of identified usability issues. Results inform the decision-making process of replacing, maintaining or modernizing the evaluated product in question.
In this business analysis training, you will learn Gap Analysis. Topics covered in this session are:
• GAP Analysis
• Basic Process
• Stages
• Feasibility Study
• What is Feasibility Study?
• Why?
• Types
• ROI
• Feasibility Matrix
• Example
For more information, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analyst-training-for-beginners/
Project Management as an Art Form (DrupalCon Chicago 2011)Phase2
From DrupalCon Chicago 2011, Nicole Lind joins Joel Sackett and colleagues from other top agencies to discuss approaches to managing enterprise-level Drupal projects.
Questions answered by this session
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Question 2: How do you say "No" to the wrong type of work and still keep a positive client relationship?
Question 3: How do you partner with clients to ensure the project needs are met?
Question 4: Are there differences in managing Drupal projects versus other technology projects?
Question 5: What are some shared tools to help navigate the questions being answered in this session?
how to discover requirement by identify problem
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how identify customer need
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What Are Requirements?
There are Different types of requirements
There are Common types of requirements
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Making IT Work for Your Business - 4 Key Concepts to Get the Most Out of Your...Audrey Reynolds
Learn key tools, processes and best practices from the Business Analyst toolbox that you can use to make better technology decisions and manage your IT projects effectively.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
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2. Requirements Negotiation (1)
Possible conflicts to be resolved among stakeholders
Between supplier and customers about costs, benefits, risks
Power struggle within customer organization
Conflicts with other projects about resources
Conflicting goals, features, requirements
...
Conflict resolution involves negotiation
Negotiating a coherent set of requirements is not easy
But it is one task of the requirements analyst
Difficult to satisfy everyone, to achieve all goals, make good decisions!
Involves a lot of (group) discussions
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
3. Requirements Negotiation (2)
First, detect when requirements are inconsistent
Then, convince all stakeholders to understand the essential point of view of each
other
Have each party explain what they believe the other party wants and why
Finally, reach an agreement on a coherent set of requirements that meets the needs
of as many stakeholders as possible
Analyze each party’s goals, find solutions that do not conflict but ideally support
everybody’s goals
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
4. LetScheduleDriveRequirements(NottheReverse)
“Okay, Here Are Our
Requirements By When Can
You Build Them?”
“It Will
Take Us 9
Months”
“Sorry, They
Must Be
Completed in 6
Months”
NOW WHAT?
Typical Scenario
Source: Davis, A.: “Just Enough Requirements Management”, Dorset House, 2005; “The art of requirements triage”, IEEE Computer, 03/2003
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
5. Let Schedule Drive Requirements (Better Scenario)
“Okay, we’re going to build in a
series of 3 month increments.
Here are all the requirements.”
“Let’s see. If
we build reqts 1
through 9 and
12, we’ll be able
to do them in 3
months”
“But we
really need
reqt 17 in
that first
release.”
“Okay. How
about if we add
reqt 17 and
drop reqt 12?”
Source: Davis, A.: “Just Enough Requirements Management”, Dorset House, 2005; “The art of requirements triage”, IEEE Computer, 03/2003
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
6. Let Schedule Drive Requirements (Better Scenario)
“Hmmm. I really liked reqt
12. Can we drop reqt 3
instead?.”
“Well if we
drop
requirements 3
and 4, we could
do it.”
“Okay
”
“Okay. How
about if we add
reqt 17 and
drop reqt 12?”
Teamwork!!!
Source: Davis, A.: “Just Enough Requirements Management”, Dorset House, 2005; “The art of requirements triage”, IEEE Computer, 03/2003
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
7. Requirements Negotiation – Key Aspects (1)
(by analogy with land negotiations)
Territory: desired requirements
The real requirements are those in the head of each stakeholder
Map: requirements document
An abstract model of intentions/requirements, imperfect and incomplete
Interpretation of the map: included requirements
May vary from one session to the next need to be clear, precise, and unambiguous
Looking at the map through the magnifying glass: importance
Each stakeholder has such a view about its requirements in the project
For each stakeholder, see if a documented requirement is important, conflicting, or optional
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
8. Requirements Negotiation – Key Aspects (2)
Negotiating boundaries: counterproposals of stakeholders
Reaction of a stakeholder (open, opposed, cooperative...) to a documented requirement may
indicate how far it is open for compromise
Helps optimize the requirements of all stakeholders
Can we be consistent? See techniques later on!
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
9. Difficulties (1)
There are too many requirements!
From many different sources
Resources are limited (budget, time…)
Establishing priorities is important, but
Which requirements are important, and to whom?
How to prioritize them? On what basis? What to minimize/maximize?
In which iteration should the requirement be considered?
Developers may not know the business value of some requirements, and clients may not know
the implementation complexity of some requirements
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
10. Difficulties (2)
Different stakeholders have different goals and different priorities
Some stakeholders’ decisions carry more weight than others
Companies often lack systematic data, metrics, and technologies to support the prioritization process
Often done manually, informally, on an ad-hoc basis
Difficult to establish and communicate
Attitude!
"No need for priorities, we can do everything in the specification!“
Yes, but when and at what cost?
Suddenly, when the deadline is fast approaching, some requirements are put aside in order to
deliver something on time...
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
11. Requirements Prioritization and Triage
Requirements prioritization is also referred to as triage
Need to decide which requirements really matter or on those that need to be implemented in
the current release
Need for compromise, negotiation, priorities
Prioritization is needed because there will almost always be the need for trade-offs (e.g.,
required functionality vs. time and resources)
Must help:
Make acceptable tradeoffs among goals of value, cost, time-to-market
Allocate resources based on importance of requirements to the project as a whole (project
planning)
Determine when a requirements should become part of the product
Offer the right product!
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
12. TheDecision MakingProcess
• In everyday life, we make decisions, e.g., when buying a DVD-player, food, a telephone,
etc
• Usually, we do not have more than a couple of choices to consider. Even with just a
couple of choices, decisions can be difficult to make
13. Need forPrioritization
• When having tens, hundreds or even thousands of alternatives, decision-making
becomes much more difficult
• One of the keys to making the right decision is to prioritize between different
alternatives. It is often not obvious which choice is better, because several aspects must
be taken into consideration
• Example
• Buying a car
• One aspect or several aspects
14. RequirementsPrioritization
• When developing software systems, similar trade-offs must be made
• The functionality that is most important for the customers might not be as important
when other aspects (e.g. price) are factored.
• We need to develop the functionality that is most desired by the customers, as well
as least risky, least costly, and so forth
15. RequirementsPrioritization
• The quality of software products is often determined by the ability to satisfy the needs
of the customers and users
• So, it is very important to include those requirements in the product, which are
really needed by the customers
• Most software projects have more stakeholders’ requirements than can be realized
within the time and cost constraints
• Prioritization helps to identify the most valuable requirements from this set by
distinguishing the critical few from the trivial many
16. BenefitsofRequirementsPrioritization
• Stakeholders can decide on the core requirements for the system
• Planning and selection of ordered, optimal set of software requirements for
implementation in successive releases
• Helps in trade-offs of conflicting constraints such as schedule, budget,
resources, time to market, and quality
• Minimize rework and schedule slippage (plan stability)
• Handle contradictory requirements, focus the negotiation process, and
resolve disagreements between stakeholders
• Establish relative importance of each requirement to provide the greatest value at
the lowest cost
17. BenefitsofRequirementsPrioritization
•Prioritization should be based on certain criteria like objectives, risks, quality factors,
or viewpoints of stakeholders
• “The challenge is to select the ‘right’ requirements out of a given superset of
candidate requirements so that all the different key interests, technical constraints
and preferences of the critical stakeholders are fulfilled and the overall business
value of the product is maximized”
Ruhe et. al.
18. PrioritizationProcess
• Prioritization is an iterative process and might be performed at different
abstraction levels and with different information in different phases during the
software lifecycle
• Prioritization techniques can roughly be divided into two categories:
• Methods
• Negotiation approaches
19. PrioritizationMethods
• The methods are based on quantitatively assigning values to different aspects of
requirements
• Quantitative methods make it easier to aggregate different decision variables
into an overall assessment and lead to faster decisions
20. NegotiationApproaches
• Negotiation approaches focus on giving priorities to requirements by
reaching agreement between different stakeholders
• They are based on subjective measures and are commonly used when analyses
are contextual and when decision variables are strongly interrelated
21. ImportantConsiderations
• In addition, one must be mindful of the social nature of prioritization.
There is more to requirements prioritization than simply asking
stakeholders about priorities
• Stakeholders play roles and should act according to the goals of that
roles, but they are also individuals with personalities and personal
agendas, and there are organizational issues also
• These issues must be addressed while prioritizing requirements
22. AspectsofPrioritization
• Requirements can be prioritized taking many different aspects
into account
• An aspect is a property or attribute of a project and its
requirements that can be used to prioritize requirements
23. AspectsofPrioritization
• Importance
• The stakeholders should prioritize which requirements are most important for the system.
Importance is multifaceted, and could be urgency of implementation, importance for product
architecture, strategic importance
• Penalty
• It is possible to evaluate the penalty that is introduced if a requirement is not fulfilled
• Cost
• The implementation cost is usually estimated by the developing organization. Measures that
influence cost include: complexity of the requirement, the ability to reuse existing code, the
amount of testing and documentation needed
• Cost is often expressed in terms of staff hours
• Risk
• Every project carries some amount of risk
24. AspectsofPrioritization
• Time
• Time is influenced by many other factors such as degree of parallelism in development,
training needs, need to develop support infrastructure, complete industry standards
• Volatility
• Volatility of requirements is considered a risk factor and is sometimes handled as part of
the risk aspect. A point of view is to handle them separately
• Other aspects
• Financial benefit, strategic benefit, competitors,
competence/resources, release theme, ability to sell
• It is important for stakeholders to develop a list of aspects to help in decision-making process
• Combining different aspects
25. 80-20 Rule
20% of functionalities provide 80% of revenues
Think of MS Word…
The remaining 80% of functionalities offer a lower return on investment while adding
delays, development costs, maintenance costs...
How to find the most useful and beneficial 20% of functionalities?
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
26. Which Sector Should We Focus On?
0
A lot!
Cost
A
lot!
Value
R1
R2
R3
R4 R5
R6
R7
R8
R9
R10
R11
R12
R13
R14
R15
R16
To avoid!
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
27. Requirements Triage Process
Must be simple and fast, for industry adoption
Must yield accurate and trustworthy results
Must consider issues such as
The value of requirements to stakeholder (maximize)
The cost of implementation (minimize)
Time to market (to minimize)
Important to agree on requirements granularity
E.g., use cases, features, detailed functional requirements
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
28. 1st Technique – Prioritization Scales
Determine criteria, granularity, scale dimensions
Frequently used:
Urgency
High (mission critical requirement; required for next release)
Medium (supports necessary system operations; required eventually but could wait until a later release
if necessary)
Low (a functional or quality enhancement; would be nice to have someday if resources permit)
Importance
Essential (product unacceptable unless these requirements are satisfied)
Conditional (would enhance the product, but the product is acceptable if absent)
Optional (functions that may
or may not be worthwhile)
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
29. Prioritization Based on Cost and Value
Calculate return on investment by
Assessing the value of each requirement
Assessing the cost of each requirement
Calculating the cost-value trade-offs
Difficulties:
Hard to calculate absolute value/cost
Relative value/cost figures are easier to obtain
Interdependent requirements difficult to treat individually
Inconsistencies or conflicts in priorities assigned by individual stakeholders
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
30.
31. 2nd Technique – Wiegers’ Prioritization
Semi-quantitative analytical approach to requirements prioritization based on value, cost, and risk
Relies on estimation of relative priorities of requirements
Dimensions
Relative benefit (for having requirement)
Relative penalty to stakeholder (if requirement is not included)
Relative cost (to implement requirement)
Relative risk (technical and other risks)
Each dimension is given a value on a given scale (e.g., 0..9)
Dimensions have relative weights 0-program it easily, 9 means difficult to program
Formula used to derive overall priority
priority = (value%) / ((cost% * cost weight) + (risk% * risk weight))
Still limited by ability to properly estimate
Requires adaptation and calibration
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
32. Wiegers’ Prioritization Example
Chemical tracking system
Source: Wiegers, Karl E., First Things First: Prioritizing Requirements, http://www.processimpact.com/articles/prioritizing.html
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
33. Other Criteria to Consider
Costs/benefits approach is good but sometimes insufficient
The following criteria are not all applicable to all projects, but they are there to be
considered:
Cost of implementation (how much does it cost to develop?)
Value to customer (how much does the customer want it?)
Time to implement (how much time does it take to deliver?)
Ease of implementation at technical level
Ease of implementation at the organizational level (business process)
Value to company (how much will the business benefit?)
Obligation to some external authority (laws, standards, patents…)
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
34. 3rd Technique – Volere Prioritisation
Editable Excel document
Volere Prioritisation Spreadsheet
Copyright c The Atlantic Systems Guild 2002
Requirement/Product Use
Case/Feature
Number
Factor - score
out of 10
%Weight
applied
Factor - score
out of 10
%Weight
applied
Factor - score out
of 10
%Weight
applied
Factor - score
out of 10
%Weight
applied
Total
Weight
Value to
Customer
40
Value to
Business
20
Minimise
Implementation
Cost
10
Ease of
Implementati
on
30
Priority
Rating
100
Requirement 1 1 2 0.8 7 1.4 3 0.3 8 2.4 4.9
Requirement 2 2 2 0.8 8 1.6 5 0.5 7 2.1 5
Requirement 3 3 7 2.8 3 0.6 7 0.7 4 1.2 5.3
Requirement 4 4 6 2.4 8 1.6 3 0.3 5 1.5 5.8
Requirement 5 5 5 2 5 1 1 0.1 3 0.9 4
Requirement 6 6 9 4 6 1.2 6 0.6 5 1.5 6.9
Requirement 7 7 4 2 3 0.6 6 0.6 7 2.1 4.9
Requirement 6.9
Source: Volere Prioritisation Analysis, http://www.volere.co.uk/prioritisationdownload.htm
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
35. 3rd Technique – Volere Prioritisation
Editable Excel document
Source: Volere Prioritisation Analysis, http://www.volere.co.uk/prioritisationdownload.htm
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
Volere Prioritisation Spreadsheet
Copyright c The Atlantic Systems Guild 2002
Requirement/Product Use
Case/Feature
Number
Factor - score
out of 10
%Weight
applied
Factor - score
out of 10
%Weight
applied
Factor - score out
of 10
%Weight
applied
Factor - score
out of 10
%Weight
applied
Total
Weight
Value to
Customer
40
Value to
Business
20
Minimise
Implementation
Cost
10
Ease of
Implementati
on
30
Priority
Rating
100
Requirement 1 1 2 0.8 7 1.4 3 0.3 8 2.4 4.9
Requirement 2 2 2 0.8 8 1.6 5 0.5 7 2.1 5
Requirement 3 3 7 2.8 3 0.6 7 0.7 4 1.2 5.3
Requirement 4 4 6 2.4 8 1.6 3 0.3 5 1.5 5.8
Requirement 5 5 5 2 5 1 1 0.1 3 0.9 4
Requirement 6 6 9 4 6 1.2 6 0.6 5 1.5 6.9
Requirement 7 7 4 2 3 0.6 6 0.6 7 2.1 4.9
Requirement 6.9
36. CumulativeVoting,the100-DollarTest
• The 100-dollar test is a very straightforward prioritization technique where the
stakeholders are given 100 imaginary units (money, hours, etc.) to distribute
between the requirements
• One should only perform the prioritization once on the same set of requirements,
since the stakeholders might bias their evaluation the second time around if they
do not get one of their favourite requirements as a top priority
37. NumericalAssignment(Grouping)
• It is the most common prioritization technique, and is based on grouping
requirements into different priority groups
• The number of groups can vary, but in practice, three groups are very common
• When using numerical assignment, it is important that each group represents
something that the stakeholders can relate to (e.g. critical, standard, optional), for
a reliable classification
• Drawback: Everything can be marked critical
38. Ranking
• As in numerical assignment, ranking is based on an ordinal scale but the
requirements are ranked without ties in rank
• This means that the most important requirement is ranked 1 and the least
important is ranked n (for n requirements)
39. Top-TenRequirements
• In this approach, the stakeholders pick their top-ten requirements (from a larger set)
without assigning an internal order between the requirements
• This makes the approach especially suitable for multiple stakeholders of equal importance
• The reason to not prioritize further is that it might create unnecessary conflict when some
stakeholders get support for their top priority and others only for their third priority
• It is not advisable to take average across all stakeholders since it might lead to some
stakeholders not getting any of their top requirements
• The main challenge in this technique is to balance issues related to the fact that top
priority requirements of all stakeholders are included in the next development activity
40. Pairwise Comparisons (1)
Finding scores and weights is difficult and subjective
Potential solution: pairwise comparison
Which requirements (A or B) is more important:
A << < = > >> B
Benefits
Indicates what is important to the client
Identifies requirements of high value and low cost (priority!)
Identifies requirements of low value and high cost (likely to be removed)
Has already been used to assist numerous corporate and government decision makers
Choosing a telecommunication system, formulating a drug policy, choosing a product marketing
strategy
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
41.
42. Pairwise Comparisons (2)
New problems
Large number of pairs – pairwise comparison can be tedious
Solved using transitivity and other tricks!
Mathematical optimization of the number of pairs to be considered (no need to cover all)
Many dependencies between requirements
Can actually be used to further reduce the # of pairs
E.g., group many requirements as features, use cases, services…
Example approach
Analytic Hierarchy Process1
[1] Karlsson, J. and Ryan, K. A cost-value approach for prioritizing requirements, IEEE Software, Sept/Oct 1997
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
43. 4th Technique – Analytic Hierarchy Process (AHP)
Developed by Karlsson and Ryan (1997) based on work by Saaty (early 1970)
see also http://en.wikipedia.org/wiki/Analytic_Hierarchy_Process
Use cost-value diagrams to analyze and discuss candidate requirements
Useful for requirements triage and release planning (but also applicable in many other
situations where complex decisions are to be made)
Basic procedure for rating a set of criteria
Develop pairwise comparison matrix of each criterion
Normalize the matrix
Average the value of each row to get corresponding rating
Criterion ratings are then used to evaluate different potential decisions
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
44. Basic Rating Procedure (1)
Pairwise comparison rating scale
Values 2, 4, 6, or 8 represent preferences halfway between the integers on either side
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
45. Example of Commercial Tool
IBM Rational (formerly Telelogic) Focal Point
Decision support, portfolio management
Pairwise comparisons of features
Creation and validation of web questionnaires
Dynamic algorithm for reducing the number of pairs, according to the responses
Detection of inconsistency between the answers
Priorities
For different markets
Represented in various different ways
Integration with DOORS
http://www-01.ibm.com/software/awdtools/focalpoint/
Introduction Structured Analysis OO Analysis Problem Frames State Machine-Based Analysis Triage/Prioritization
https://www.ibm.com/common/ssi/cgi-
bin/ssialias?infotype=AN&subtype=CA&htmlfid=897/ENUS213-
282
46. HintsandTipson RequirementsPrioritization
• A general advice is to use the simplest appropriate prioritization
technique
• Use more sophisticated ones when a more sensitive analysis is
needed for resolving disagreements or to support the most
critical decisions
• More sophisticated techniques, generally, are more time
consuming, the simplest possible technique ensures cost
effective decisions
• Combination of techniques