This document discusses requirements elicitation techniques. It begins with an overview of requirements engineering activities like elicitation, analysis, representation, verification and management. It then covers various elicitation techniques like interviews, questionnaires, prototyping, scenarios, etc. and provides examples. Finally, it discusses grouping elicitation techniques and the relationships between different groups like interviews, domain-oriented, group-work techniques. The document aims to provide an overview of key requirements elicitation techniques.
Requirements elicitation techniques are used to uncover requirements for software systems from stakeholders. Two common techniques are focus groups and storyboarding. Focus groups involve bringing stakeholders together to discuss needs, which provides insights but can be difficult to analyze. Storyboarding uses illustrations to visualize a system's functionality for stakeholders and elicit early feedback through a collaborative process. Both techniques have tradeoffs, so the best approach depends on factors like resources, time constraints, and system criticality.
This document discusses techniques for requirements elicitation including preparing for elicitation, conducting elicitation activities, documenting the results, and confirming the results. It describes various elicitation techniques such as brainstorming, existing document analysis, interviews, observation, prototyping, requirements workshops, and surveys/questionnaires. For each technique, it provides high-level details about the objectives, process, and considerations for use.
In Requirement Engineering Introspection is an software Requirement Elicitation Technique. This tutorial Will provide you information on following topics.
1.Requirement Engineering
2. Requirement Elicitation
3. Requirement Elicitation Techniques
4. Introspection
5. When it is Appropriate
6. Effective
7. Pros and Cons
8. Conclusion
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
The document discusses requirements elicitation techniques. It describes requirements elicitation as identifying the needs of users and stakeholders to communicate to developers. Effective techniques include interviews, requirements workshops, brainstorming, storyboards, use cases, role playing and prototyping. Requirements elicitation faces problems of scope, understanding, and volatility. Scope issues include unclear boundaries and unnecessary design data. Understanding challenges involve incomplete user needs, communication gaps between users and analysts, and differing views. Requirements also tend to change over time.
Requirements elicitation techniques are used to uncover requirements for software systems from stakeholders. Two common techniques are focus groups and storyboarding. Focus groups involve bringing stakeholders together to discuss needs, which provides insights but can be difficult to analyze. Storyboarding uses illustrations to visualize a system's functionality for stakeholders and elicit early feedback through a collaborative process. Both techniques have tradeoffs, so the best approach depends on factors like resources, time constraints, and system criticality.
This document discusses techniques for requirements elicitation including preparing for elicitation, conducting elicitation activities, documenting the results, and confirming the results. It describes various elicitation techniques such as brainstorming, existing document analysis, interviews, observation, prototyping, requirements workshops, and surveys/questionnaires. For each technique, it provides high-level details about the objectives, process, and considerations for use.
In Requirement Engineering Introspection is an software Requirement Elicitation Technique. This tutorial Will provide you information on following topics.
1.Requirement Engineering
2. Requirement Elicitation
3. Requirement Elicitation Techniques
4. Introspection
5. When it is Appropriate
6. Effective
7. Pros and Cons
8. Conclusion
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
The document discusses requirements elicitation techniques. It describes requirements elicitation as identifying the needs of users and stakeholders to communicate to developers. Effective techniques include interviews, requirements workshops, brainstorming, storyboards, use cases, role playing and prototyping. Requirements elicitation faces problems of scope, understanding, and volatility. Scope issues include unclear boundaries and unnecessary design data. Understanding challenges involve incomplete user needs, communication gaps between users and analysts, and differing views. Requirements also tend to change over time.
Requirements Management Part 1 - Management and ElicitationMohamed Shaaban
The document discusses requirements engineering and provides details on various aspects of the process. It covers requirements management, which includes stakeholder analysis, managing scope and risks, requirements traceability, and change management. Requirements elicitation techniques are also examined, such as interviews, documentation analysis, questionnaires, and facilitating meetings. Conflict resolution and qualities of good requirements are additionally addressed.
In this advanced business analysis training session, you will learn Requirement Elicitation. Topics covered in this session are:
• What is Elicitation?
• The elicitation methodology
• The stakeholder connection
• Stakeholder Analysis
• Brainstorming
• One-to-One Interview
• Group Interview
• Document Analysis
• Focus Group
• Interface Analysis
• Observation/Social Analysis
• Prototyping
• Use case and scenarios
• Requirements reuse
• Pre-Project Activity
• Request for Proposal
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
The document discusses requirements elicitation techniques used in business analysis. It defines requirements elicitation as actively engaging stakeholders to understand their needs rather than just gathering requirements. The document outlines key techniques for each stage of the requirements elicitation process: prepare for elicitation, conduct elicitation, document elicitation results, and confirm elicitation results. Common individual and group techniques are described such as interviews, observation, brainstorming, prototyping and interface analysis.
Other requirements, requirement specification and mapcsk selva
The document discusses requirements for network design and engineering. It outlines three key characteristics that reflect a customer's needs: operational suitability, supportability, and confidence. Operational suitability measures how well a network can be configured and monitored by customers. Supportability measures how well a network can be maintained over its lifetime. Confidence measures a network's ability to deliver data without errors or losses. The document also discusses financial requirements, enterprise requirements, and the process of gathering and documenting network requirements from various sources.
This document discusses various techniques used in requirements gathering and analysis: focus groups, functional decomposition, interface analysis, interviews, lessons learned process, metrics and KPIs, non-functional decomposition, observation, organizational modeling, and problem tracking. It provides definitions and descriptions of each technique, what each can be used for, advantages and disadvantages. The overall document serves as a reference guide for different analysis methods that can be employed when developing software requirements.
This document discusses requirements gathering for software development projects. It defines what requirements are, including business, functional, and technical requirements. It emphasizes the importance of gathering accurate and complete requirements through techniques like interviews, questionnaires, and prototyping. A good requirement is described as being complete, correct, clear, verifiable, necessary, feasible, prioritized, consistent, traceable, modular, and design-independent. The document provides an assignment with questions to help gather requirements for various goals and problems.
This document discusses various techniques for requirements elicitation including interviews, brainstorming, joint application design, prototyping, use cases, observations, and surveys/questionnaires. It provides details on each technique, such as how to conduct interviews and brainstorming sessions effectively, the different roles in joint application design, and tips for creating prototypes, use cases, and surveys. The overall purpose is to elicit requirements by determining what customers and users want from existing documentation, subject matter experts, and end users.
Business requirements gathering and analysisMena M. Eissa
Business analysis and requirements management are a key to project success.
This workshop helps candidates perform better based on sharing real life experience with them.
This document provides a summary of business requirements for a new project. It includes sections on current and proposed business processes, information flows, security, performance, and availability requirements. It also outlines the system requirements, technical infrastructure needs, and questions to help understand environment needs. Dependencies, diagrams, and requirements traceability matrix are referenced. The document aims to define the needs of the new system from a business and technical perspective to guide the project.
Requirements Gathering for Project Management SuccessWG Consulting
Ever wonder why your project isn't going as smoothly as it could be? Do you know the 5 key components of a successful requirements gathering process? This presentation will help ensure your project gets started on the right foot.
This document discusses user stories and requirements elicitation. It defines user stories and explains the three parts - the card, conversation, and confirmation. The card is a simple statement written in a certain format. The conversation involves discussion to clarify and expand on the user story. The confirmation is a test case to validate that the goal of the user story is met. An example user story is provided for a video uploading feature on YouTube. Requirements and test steps are added during the conversation and confirmation parts. The document also discusses using user stories to capture requirements and ensure they are independent, negotiable, valuable, estimable, small, and testable.
This document describes the MoSCoW prioritization method for software project requirements. The MoSCoW method categorizes requirements into four levels: Must, Should, Could, and Won't. Must requirements are essential for project success. Should requirements are important but not critical. Could requirements would provide additional benefits but are not necessary. Won't requirements are lowest priority and unlikely to be included in the initial project. The method helps establish agreement on priority among stakeholders and scope the project appropriately.
The document discusses various fact finding methods used to gather requirements for system development projects, including interviews, questionnaires, reviewing documentation, observation, prototypes, joint application development (JAD) sessions, and rapid application development (RAD). It provides details on conducting effective interviews and designing questionnaires, and notes the purposes and processes for each fact finding method.
My goal with this talk was to provide developers and tech folks with an understanding of requirements gathering. Key concepts and resources that they can use to make their own coding practice better. Part of being a professional coder
When prioritizing requirements in a project, have you ever been in a situation in which virtually all requirements are High Priority or Critical? As you can imagine, ALL requirements being High priority is as "good" as NO requirements having ANY priority at all. Hmm, not very helpful, isn't it? Is there anything we can do about that?
In this presentation/workshop we'll go through some ideas and practices on how to improve the requirements prioritization process.
Agenda topics:
- Why are we talking about Requirements Prioritization?
- What are we talking about?
- Who cares? Why?
- When do (should) we do it?
- How do we do it? Some useful techniques...
- Pitfalls & "Best" Practices
The workshop goes beyond the knowledge presented in this document, working as team with a faster and better Prioritization Process. The outcomes of that experiment in a future presentation.
The document is a guide to the Business Analysis Body of Knowledge (BABOK), which defines the profession of business analysis. It describes the key areas of knowledge for business analysis, including the associated tasks and skills required. The guide serves as a baseline for practitioners and others to understand the work of business analysts and the competencies needed to perform the role effectively.
The document discusses the roles and responsibilities of a system analyst. It describes how system analysts collect details through activities like interviews, observations, and documentation reviews to understand requirements. Analysts then define functional and non-functional requirements, prioritize them, and develop user interface dialogs. They gather information from stakeholders, model processes, and evaluate requirements against user feedback to develop an accepted criteria. The overall goal is to properly define what should be built to meet user needs.
8 Most Effective Requirements Gathering Techniques.Xebrio
Check out these requirement gathering techniques to ensure that you don't miss any requirements and avoid project failure.
Requirements gathering is an important part of the project management which ensures that you do not miss the deadlines.
#RequirementsGathering
Requirements engineering involves multiple tasks to ensure software engineers understand customer needs. It begins with inception to establish basic understanding, then elicitation gathers requirements from stakeholders. During elaboration, requirements are analyzed and modeled. Negotiation reconciles customer wants with feasibility. Requirements are then specified and validated before being managed throughout the project. The goals are to avoid building the wrong solution and establish a solid foundation for design.
The document discusses the key tasks in requirements engineering: inception to initially understand user needs, elicitation to gather requirements, elaboration to further analyze and model requirements, negotiation to reconcile conflicts, specification to formally document requirements, validation to verify requirements quality, and management to track requirements throughout the project. The tasks involve collaborative activities like interviews and workshops to capture ambiguous and changing user needs and transform them into clear, consistent requirements that form the basis for subsequent software design and development.
The systematic use of proven principles, techniques ,languages and tools for the cost-effective analysis ,documentation and on-going evolution of user needs and the external behavior of a system to satisfy those user needs.
Requirement Elicitation
Facilitated Application Specification Technique(FAST)
Quality Function Deployment
USE-CASES
Requirements Management Part 1 - Management and ElicitationMohamed Shaaban
The document discusses requirements engineering and provides details on various aspects of the process. It covers requirements management, which includes stakeholder analysis, managing scope and risks, requirements traceability, and change management. Requirements elicitation techniques are also examined, such as interviews, documentation analysis, questionnaires, and facilitating meetings. Conflict resolution and qualities of good requirements are additionally addressed.
In this advanced business analysis training session, you will learn Requirement Elicitation. Topics covered in this session are:
• What is Elicitation?
• The elicitation methodology
• The stakeholder connection
• Stakeholder Analysis
• Brainstorming
• One-to-One Interview
• Group Interview
• Document Analysis
• Focus Group
• Interface Analysis
• Observation/Social Analysis
• Prototyping
• Use case and scenarios
• Requirements reuse
• Pre-Project Activity
• Request for Proposal
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
The document discusses requirements elicitation techniques used in business analysis. It defines requirements elicitation as actively engaging stakeholders to understand their needs rather than just gathering requirements. The document outlines key techniques for each stage of the requirements elicitation process: prepare for elicitation, conduct elicitation, document elicitation results, and confirm elicitation results. Common individual and group techniques are described such as interviews, observation, brainstorming, prototyping and interface analysis.
Other requirements, requirement specification and mapcsk selva
The document discusses requirements for network design and engineering. It outlines three key characteristics that reflect a customer's needs: operational suitability, supportability, and confidence. Operational suitability measures how well a network can be configured and monitored by customers. Supportability measures how well a network can be maintained over its lifetime. Confidence measures a network's ability to deliver data without errors or losses. The document also discusses financial requirements, enterprise requirements, and the process of gathering and documenting network requirements from various sources.
This document discusses various techniques used in requirements gathering and analysis: focus groups, functional decomposition, interface analysis, interviews, lessons learned process, metrics and KPIs, non-functional decomposition, observation, organizational modeling, and problem tracking. It provides definitions and descriptions of each technique, what each can be used for, advantages and disadvantages. The overall document serves as a reference guide for different analysis methods that can be employed when developing software requirements.
This document discusses requirements gathering for software development projects. It defines what requirements are, including business, functional, and technical requirements. It emphasizes the importance of gathering accurate and complete requirements through techniques like interviews, questionnaires, and prototyping. A good requirement is described as being complete, correct, clear, verifiable, necessary, feasible, prioritized, consistent, traceable, modular, and design-independent. The document provides an assignment with questions to help gather requirements for various goals and problems.
This document discusses various techniques for requirements elicitation including interviews, brainstorming, joint application design, prototyping, use cases, observations, and surveys/questionnaires. It provides details on each technique, such as how to conduct interviews and brainstorming sessions effectively, the different roles in joint application design, and tips for creating prototypes, use cases, and surveys. The overall purpose is to elicit requirements by determining what customers and users want from existing documentation, subject matter experts, and end users.
Business requirements gathering and analysisMena M. Eissa
Business analysis and requirements management are a key to project success.
This workshop helps candidates perform better based on sharing real life experience with them.
This document provides a summary of business requirements for a new project. It includes sections on current and proposed business processes, information flows, security, performance, and availability requirements. It also outlines the system requirements, technical infrastructure needs, and questions to help understand environment needs. Dependencies, diagrams, and requirements traceability matrix are referenced. The document aims to define the needs of the new system from a business and technical perspective to guide the project.
Requirements Gathering for Project Management SuccessWG Consulting
Ever wonder why your project isn't going as smoothly as it could be? Do you know the 5 key components of a successful requirements gathering process? This presentation will help ensure your project gets started on the right foot.
This document discusses user stories and requirements elicitation. It defines user stories and explains the three parts - the card, conversation, and confirmation. The card is a simple statement written in a certain format. The conversation involves discussion to clarify and expand on the user story. The confirmation is a test case to validate that the goal of the user story is met. An example user story is provided for a video uploading feature on YouTube. Requirements and test steps are added during the conversation and confirmation parts. The document also discusses using user stories to capture requirements and ensure they are independent, negotiable, valuable, estimable, small, and testable.
This document describes the MoSCoW prioritization method for software project requirements. The MoSCoW method categorizes requirements into four levels: Must, Should, Could, and Won't. Must requirements are essential for project success. Should requirements are important but not critical. Could requirements would provide additional benefits but are not necessary. Won't requirements are lowest priority and unlikely to be included in the initial project. The method helps establish agreement on priority among stakeholders and scope the project appropriately.
The document discusses various fact finding methods used to gather requirements for system development projects, including interviews, questionnaires, reviewing documentation, observation, prototypes, joint application development (JAD) sessions, and rapid application development (RAD). It provides details on conducting effective interviews and designing questionnaires, and notes the purposes and processes for each fact finding method.
My goal with this talk was to provide developers and tech folks with an understanding of requirements gathering. Key concepts and resources that they can use to make their own coding practice better. Part of being a professional coder
When prioritizing requirements in a project, have you ever been in a situation in which virtually all requirements are High Priority or Critical? As you can imagine, ALL requirements being High priority is as "good" as NO requirements having ANY priority at all. Hmm, not very helpful, isn't it? Is there anything we can do about that?
In this presentation/workshop we'll go through some ideas and practices on how to improve the requirements prioritization process.
Agenda topics:
- Why are we talking about Requirements Prioritization?
- What are we talking about?
- Who cares? Why?
- When do (should) we do it?
- How do we do it? Some useful techniques...
- Pitfalls & "Best" Practices
The workshop goes beyond the knowledge presented in this document, working as team with a faster and better Prioritization Process. The outcomes of that experiment in a future presentation.
The document is a guide to the Business Analysis Body of Knowledge (BABOK), which defines the profession of business analysis. It describes the key areas of knowledge for business analysis, including the associated tasks and skills required. The guide serves as a baseline for practitioners and others to understand the work of business analysts and the competencies needed to perform the role effectively.
The document discusses the roles and responsibilities of a system analyst. It describes how system analysts collect details through activities like interviews, observations, and documentation reviews to understand requirements. Analysts then define functional and non-functional requirements, prioritize them, and develop user interface dialogs. They gather information from stakeholders, model processes, and evaluate requirements against user feedback to develop an accepted criteria. The overall goal is to properly define what should be built to meet user needs.
8 Most Effective Requirements Gathering Techniques.Xebrio
Check out these requirement gathering techniques to ensure that you don't miss any requirements and avoid project failure.
Requirements gathering is an important part of the project management which ensures that you do not miss the deadlines.
#RequirementsGathering
Requirements engineering involves multiple tasks to ensure software engineers understand customer needs. It begins with inception to establish basic understanding, then elicitation gathers requirements from stakeholders. During elaboration, requirements are analyzed and modeled. Negotiation reconciles customer wants with feasibility. Requirements are then specified and validated before being managed throughout the project. The goals are to avoid building the wrong solution and establish a solid foundation for design.
The document discusses the key tasks in requirements engineering: inception to initially understand user needs, elicitation to gather requirements, elaboration to further analyze and model requirements, negotiation to reconcile conflicts, specification to formally document requirements, validation to verify requirements quality, and management to track requirements throughout the project. The tasks involve collaborative activities like interviews and workshops to capture ambiguous and changing user needs and transform them into clear, consistent requirements that form the basis for subsequent software design and development.
The systematic use of proven principles, techniques ,languages and tools for the cost-effective analysis ,documentation and on-going evolution of user needs and the external behavior of a system to satisfy those user needs.
Requirement Elicitation
Facilitated Application Specification Technique(FAST)
Quality Function Deployment
USE-CASES
The document discusses various aspects of requirements engineering including processes, techniques, challenges, and importance. It describes requirements elicitation, analysis, specification, validation, and management. Key points covered include feasibility studies, types of requirements, characteristics of good requirements, requirements traceability and evolution. Diagrams like use cases, activity diagrams and data flow diagrams are presented as examples of requirements specification outputs.
This document discusses understanding requirements in software engineering. It outlines the key tasks in requirements engineering as inception, elicitation, elaboration, negotiation, specification, validation and management. Elicitation involves drawing requirements from stakeholders but can be difficult due to problems with scope, volatility, understanding and communication. Elaboration develops a refined technical model using information from inception and elicitation. Negotiation aims to agree on a realistic deliverable through prioritization and negotiation. Specification can take various forms depending on the system. Validation reviews the specification for errors and omissions. Requirements management handles changing requirements throughout the project.
Requirement engineering is the key phase in software development that determines what to build and outlines the quality of the final product. It involves discovering, modeling, documenting, and managing requirements through elicitation, analysis, specification, validation, and management processes. The goal is to develop a system requirements specification document that describes required system functionalities at varying levels of detail, from abstract statements to precise mathematical specifications.
This document discusses requirement engineering and outlines its key tasks. It describes common problems with requirements practices like misunderstanding customer needs and lack of change control. The main tasks of requirements engineering are inception to understand the problem, elicitation using techniques like meetings and quality function deployment, and managing requirements throughout the project. The goal is to properly define what the customer wants to establish a strong foundation for software design and development.
This document discusses requirement engineering and outlines its key tasks. It describes common problems like misunderstanding customer needs and lack of change control. The tasks are inception to understand the problem, elicitation using techniques like meetings and quality function deployment, and requirements management throughout the project. Elicitation aims to identify all requirements through collaboration with stakeholders.
This document discusses requirements analysis and design. It covers the types and characteristics of requirements, as well as the tasks involved in requirements engineering including inception, elicitation, elaboration, negotiation, specification, validation, and management. It also discusses problems that commonly occur in requirements practices and solutions through proper requirements engineering. Additionally, it outlines goals and elements of analysis modeling, including flow-oriented, scenario-based, class-based, and behavioral modeling. Finally, it discusses the purpose and tasks of design engineering in translating requirements models into design models.
Requirement engineering involves several key tasks: inception to establish project scope, elicitation to determine user needs, elaboration to refine requirements, negotiation to resolve conflicts, validation to verify requirements, and management of changing requirements. Effective elicitation uses techniques like interviews, scenarios, and ethnography to understand stakeholders and identify general, expected, and unexpected requirements while addressing problems of scope, understanding, volatility, and communication barriers. Requirements are further developed through analysis, modeling, prioritization, and specification documentation. Regular reviews validate that requirements define the desired system.
Requirements engineering process in software engineeringPreeti Mishra
Requirement Engineering (RE) involves understanding what customers want through tasks like elicitation, negotiation, and specification. RE helps establish requirements that provide a solid foundation for design and construction. The key RE tasks are inception to understand the problem, elicitation by drawing out requirements, elaboration by creating analysis models, negotiation to agree on a realistic solution, specification to formally describe requirements, validation to check for errors or issues, and management of changing requirements. RE helps software engineers better understand problems to solve through participation with customers, managers, and end users.
Equipment finance systems project guide 101David Pedreno
Equipment Finance Systems Project Guide 101" Second edition. You are starting, or have already started, an equipment finance and leasing system implementation. What are the typical pain points ahead?
In this “101" guide and tips, Richmond Group looks at the key areas that will need attention if the journey is to be a smooth one. We hope our tips help you get your project off to a good start and welcome any comments!
Equipment finance systems project guide "101"David Pedreno
Equipment Finance Systems Project Guide "101" Second edition. You are starting, or have already started, an equipment finance and leasing system implementation. What are the typical pain points ahead?
In this “101" guide and tips, Richmond Group looks at the key areas that will need attention if the journey is to be a smooth one. We hope our tips help you get your project off to a good start and welcome any comments!
Equipment Finance Systems Project Guide 101" Second edition. You are starting, or have already started, an equipment finance and leasing system implementation. What are the typical pain points ahead?
In this “101" guide and tips, Richmond Group looks at the key areas that will need attention if the journey is to be a smooth one. We hope our tips help you get your project off to a good start and welcome any comments!
Equipment finance systems project guide "101"David Pedreno
Equipment Finance Systems Project Guide 101" Second edition. You are starting, or have already started, an equipment finance and leasing system implementation. What are the typical pain points ahead?
In this “101" guide and tips, Richmond Group looks at the key areas that will need attention if the journey is to be a smooth one. We hope our tips help you get your project off to a good start and welcome any comments!
The document discusses process improvement in software engineering. It describes the Capability Maturity Model (CMM) which has 5 levels for process improvement: initial, repeatable, defined, managed, and optimizing. Each level is associated with better project management practices, quality levels, and key process areas. Moving from lower to higher levels results in fewer defects, higher defect removal rates, and better ability to predict and manage costs, quality, and personnel needs. The CMM provides a framework for organizations to assess and improve their software development processes.
Requirement engineering is the process of gathering, analyzing, and documenting software requirements from clients. It involves conducting a feasibility study, gathering requirements through techniques like interviews and prototyping, documenting the requirements in a software requirements specification, and validating the requirements. The SRS defines functional and non-functional requirements, user interface needs, and provides a manual for the project. Clear requirement engineering helps ensure the development team builds the right product to meet client and user expectations.
Chap4_Requirements_Elicitation and Collaboration.pptxJaymin Mistry
1. Business analysts elicit requirements from stakeholders through various techniques like interviews, workshops, surveys to understand needed capabilities and ensure requirements are clear and consistent.
2. BA's then confirm elicited requirements by comparing to other sources and getting stakeholder feedback to validate accuracy.
3. Finally, BA's communicate analyzed requirements information to stakeholders in appropriate formats and engage with them to gain agreement and address any issues.
This allows BA's to effectively gather, analyze, and communicate requirements through collaboration with stakeholders to define needed business and system changes.
Equipment and automotive finance system projects guide 101 Third edition, including a new chapter on back office processes and system outsourcing opportunities.
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Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
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Chapter 3
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আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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2. Recap
Processes, Process Models and Process variability
Coarse-grain activity models:
Fine-grain activity models:
Role-action models:
RE Process – input and output
Existing system info, user need, domain knowledge, org std, regulations
Agreed Req, system specs, system models
Req Elicitation Techniques
Muhammad Asif Saleem
3. Recap - Paper
Elicitation Technique Selection:
systems can be built with a high probability of resolving the Problems and satisfying the needs of customers and
users
Elicitation is all about learning the needs of users, and communicating those needs to system builders
Selection of elicitation technique is a key to success or failure.
Effectiveness, availability, when, how, why
Mass market research, customized or COTS
Combinations of participants, problem domains, solution domains, and organizational contexts
• For each elicitation technique, there exists:
– a specific, unique, small set of predicates
concerning situational characteristics that drive
experts to seriously consider that technique.
• For collaborative sessions, the major drivers are
multiple stakeholders, disparate needs, and a demand
to reach consensus before proceeding
– a set of additional predicates which if true cause
experts to alter their primary choice. Known as
“Anomalies.”
• For collaborative sessions, the anomalies include
stakeholders who cannot know of each other’s
existence, geographical distribution of stakeholders or
no suitable venue
• For each elicitation technique, there exists:
– a set of basic analyst skills that must be present or
the technique will not be effective. Known as
“Prerequisite Skills.”
• For collaborative sessions, they include comm, leadership,
and the ability to facilitate meetings
– a set of additional skills that are not universally
needed, but that come into play during the
technique’s execution without pre-knowledge.
Known as “Success Enhancers.”
• For collaborative sessions, these include modeling, conflict
resolution, and creativity skills
Muhammad Asif Saleem
4. Requirements Engineering Activities
Requirements elicitation/discovery
Requirements analysis and reconciliation
Requirements representation/modeling
Requirements verification and validation
Requirements management
There are others, but these are the “major” ones
Muhammad Asif Saleem
• Requirements Elicitation/Discovery
– Involves uncovering what the customer needs
and wants
– Also involves discovering who the
stakeholders are (hidden stakeholders?)
– Don’t forget non-functional requirements!
• Requirements Analysis and Reconciliation
– Raw requirements don’t always make sense.
– Raw requirements often contradict one another (and
not always obviously so).
– Raw requirements are inconsistent
– Raw requirements are incomplete
– Raw requirements are vague or just wrong
– Raw requirements interact and are dependent on
each other
– Requirements analysis and reconciliation involves
techniques to deal with these problems.
• Requirements Representation
– Converting the requirements processed raw
requirements into some model (usual natural
language, math, and visualizations)
– Facilitates communication of requirements and
conversion into a system architecture and design
– Uses techniques that are
• Informal (e.g. natural language, diagrams)
• Formal (mathematically sound representation)
• Semi-formal (convertible to a sound representation or is partially
rigorous)
– Usually some combination of these are employed in
requirements representation
• Requirements Management
– Managing the realities of changing requirements over
time
– Fostering traceability through appropriate aggregation
and subordination of requirements
– Communicating changes in requirements to those
who need to know
– Intelligently providing “push back” when scope creep
ensues
– Using tools to track changes and maintain traceability
5. Elicitation Techniques*Brainstorming
Card Sorting
Domain Analysis
Ethnographic
Observation
Goal Based
Approaches
Group Work
Interviews
Introspection
JAD
Laddering
Protocol Analysis
Prototyping
Questionnaires
Repertory Grids
Scenarios
User Stories
Viewpoints
Workshops
Muhammad Asif S
*Based on a list by D. Zowghi and C. Coulin, “Requirements Elicitation: A Survey
of Techniques, Approaches, and Tools,” in Aurum and Wohlin, pp.19-46.
6. Brainstorming
Informal gatherings with customers and other stakeholders:
To generate overarching goals for the systems.
Some preliminary requirements may be generated, but this aspect is secondary.
JAD incorporates brainstorming
Useful mostly for generating the mission statement
Muhammad Asif Saleem
7. Card Sorting
Involves having stakeholders complete a set
of cards that include key information about
functionality ( may include ranking and
rationale)
RE then organizes these cards in some manner
The sorted carts can be used as an input to
the process to develop CRC (capability,
responsibility, class) cards to determine
program classes in the eventual code
Identify customer if
returning
Priority – high
Manage customer
loyalty feature
Priority – Medium
Prepare sales tax
reports
Priority – High
Apply sales tax to
non-food items
Priority – Medium
Update inventory
records
Priority – High
Inventory features
Tax functions
Customer management
Muhammad Asif Saleem
8. Domain Analysis
Involves assessing the “landscape” of related and competing applications
Can be useful in identifying essential functionality and later, missing functionality
Can be used downstream for identifying reusable components (e.g. open source elements)
Muhammad Asif Saleem
9. Domain Requirements
Derived from the application
domain.
May be:
New functional requirements.
Constraints on existing
functional requirements.
Specify how particular
computations must be
performed.
• Example
– For the baggage handling system, various
domain realities create requirements.
• Industry standards (you wouldn’t want the new
system to under perform versus other airlines’
systems)
• Constraints imposed by existing hardware
available (e.g. conveyor systems)
• Union contracts (there may be constraints based
on collective bargaining agreements)
Muhammad Asif Saleem
10. Ethnographic Observation
Based on detailed (at the level of a social
scientist) observations of human activity.
Involves long periods of observation
(hence, an objection)
Direct and indirect evidence is gathered
The work or activity itself
Evidence derived from the surroundings that
may not be communicated directly
• Example
• You are gathering requirements for a smart home for a
customer
• You spend long periods of time interviewing the customer
about what he wants
• You spend time interacting with the customer as he goes
about his day and ask questions (“why are you running the
air conditioner at night, why not in the morning?”)
• You spend long periods of time passively observing the
customer “in action” in their current home to get non-verbal
clues about his wants and desires
• You gain other information from the home itself – the books
on the book shelf, paintings on the wall, furniture styles,
evidence of hobbies, signs of wear and tear on various
appliances, etc.
Muhammad Asif Saleem
11. Goal Based Approaches
Emanates from mission statement and provides lower level goals brought.
Lower level goals are then branched out into specific high-level requirements
High-level requirements then generate lower level ones
• Example Baggage Handling system:
• Mission Statement: “To automate all aspects of
baggage handling from passenger origin to
destination.”
• Goal 1: To completely automate the tracking
of baggage from check in to pick up
• Goal 2: To completely automate the routing
of baggage from check in counter to plane
• Goal 3: To reduce the amount of lost
luggage to .1%...
Muhammad Asif Saleem
12. Goals versus Requirements
A goal is something the business (or user) is trying to
achieve
Once business stakeholder decide on a strategy by
which they will achieve that goal, the business will
define requirements for the project that execute this
strategy
Some NFRs are difficult to define precisely making them difficult
to verify.
Should distinguish goals from NFRs
Goal – a general intention of a stakeholder
The system should be easy to use by experienced operators
Verifiable NFR – statement using some objective measure.
Experienced operators shall be able to use all the system functions
after 2 hours of training
Muhammad Asif Saleem
13. Group Work
General term for any kind of group meetings
Difficult to organize and focus the many stakeholders
involved
Problems of openness and bluntness can occur
Certain individuals can dominate
Can lead to feelings of being “left out”
RE must be very skillful in leading these sessions to
avoid such problems
JAD is a subset of group work
Muhammad Asif Saleem
14. Interviews
Obvious and easy to use technique
Three kinds of interviews exist
Unstructured – conversational, can be hit-or-miss
based on skill of interviewer
Structured – uses pre-defined questions that have
been rigorously planned
Semi-structured – uses combination of the above
Care must be taken to ensure all of the right
questions are asked
Templates are very helpful when in employed
with interviewing
• Sample Interview Questions
• Name an essential feature of the system?
Why is this feature important?
• How important is this feature with respect to
other features?
• What other features are dependent of this
feature?
• What other features must be independent of
this feature?
• What other observations can you make about
this feature?
Muhammad Asif Saleem
15. Introspection
Process of relying on Thinking, reasoning, and examining one‘s own thoughts or feelings.
RE develops requirements based on what he “thinks” the customer wants
Useful when the RE’s domain knowledge far exceeds the customers’
Introspection is probably to be avoided in cases where the customer has experience in the domain
Muhammad Asif Saleem
16. Laddering
Uses short prompting questions (“probes”) to elicit requirements
Follow up questions dig deeper below the surface
Assumes that information can be arranged in a hierarchical fashion
Resultant information is then organized in some kind of tree structure
Muhammad Asif Saleem
17. Protocol Analysis
Process where customers walk through the process that they are going to
automate
Customers explicitly state the rationale for each step that is being taken
Requirements Engineer is more passive in protocol analysis
Muhammad Asif Saleem
18. Prototyping
Involves construction of models of the code in
order to discover new features
Can involving working models (code) as well
as non-working (storyboards, GUIs)
Code can be throwaway and non-throwaway
Architects use prototyping in the manner
described previously
Agile development consists of an ever
evolving non-throwaway prototype
Muhammad Asif Saleem
19. Questionnaires
Straightforward technique consisting of survey
instruments
Used at early stages to quickly define the scope
boundaries
Survey questions can be closed (e.g. multiple
choice, true false) or open-ended
Danger in over-scoping and under-scoping if
questions are not adequately framed
Therefore, most useful when the domain is very
well understood by both stakeholders and RE
Muhammad Asif Saleem
20. Repertory Grids
Typically used when the customers are domain
experts
Involves a structured ranking system for various features
of the different entities in the system
Used for identification of agreement and disagreement
within stakeholder groups
Rows in the matrix represent system entities,
columns represent rankings based on each of the
stakeholders
Muhammad Asif Saleem
21. Scenarios
Informal descriptions of the system in use
Helps to provide a high level description of system
operation, classes of users, even exceptional
situations
Very useful when the domain is new
User stories are a form of scenario
Scenarios are stories which explain how a system might
be used. They should include
a description of the system state before entering the scenario
the normal flow of events in the scenario
exceptions to the normal flow of events
Muhammad Asif Saleem
22. Scenario of Library System
• Log on to MCSLIB system
• Issue order document command
• Enter reference number of the required document
• Select a delivery option
• Log out from MCSLIB This sequence of events can be
illustrated in a diagram
Muhammad Asif Saleem
23. User Stories
User stories are:
short conversational text that are used for initial requirements discovery and project planning.
widely used in conjunction with agile methodologies.
written by the customers in terms of what the system needs to do for them and in their own “voice”.
usually consist of two to four sentences written by the customer in their own terminology, usually on a three by five
inch card.
About 80 user stories is said to be appropriate for one system
increment or evolution, but the appropriate number will vary widely
depending on the application size and scope and development
methodology to be used (e.g. Agile versus incremental).
Muhammad Asif Saleem
24. Viewpoints
A way to organize information from the (point of view)
of different constituencies.
Various formats and applications for viewpoints in software
and systems engineering
In RE used for prioritization, agreement, and ordering of
requirements
Viewpoints incorporate a variety of information from
business domain, process models, functional
requirements specs, organizational models, etc.
Viewpoints are generated for each view, and then reconciled
using various approaches
Muhammad Asif Saleem
25. ViewpointsSommerville suggests the following components to
each view:
“A representation style which defines the notation used in
the specification.
A domain which is defined as ‘the area of concern
addressed by the viewpoint’.
A specification which is a model of a system expressed in
the defined style.
A work plan, with a process model, which defines how to
build and check the specification.
A work record which is a trace of the actions taken in
building, checking and modifying the specification.”
Muhammad Asif Saleem
26. Muhammad Asif Saleem
Identify Viewpoints in Baggage Handling System
• Baggage handling personnel
• Travelers
• Maintenance engineers
• Airport managers
• Regulatory agencies
27. Workshops
Formal and informal gatherings of stakeholders to
hammer out requirements issues
Formal workshops are well planned but can be
boring and tiring
Informal workshops can be more lively, but
overlook important elements
Waterfall style development emphasized multiple
workshops (critical reviews)
Most commonly used in JAD
Muhammad Asif Saleem
28. Elicitation Techniques- summary
Nuseibeh and Easterbrook (2000) have developed a classification of methods
according to the needs of the project.
They divided the methods into six meta groups of:
Traditional techniques,
Group elicitation,
Prototyping,
Contextual techniques,
Cognitive techniques, and
Model-driven techniques.
Muhammad Asif Saleem
29. Elicitation Summary
All these techniques have advantages and
disadvantages (partially discussed)
Some are too general, some too specific, some rely too
much on stakeholder knowledge, some not enough,
etc.
Combination of techniques really the best way to go
We can group techniques in the following categories
(interviews, domain-oriented, group-work, ethnography,
prototyping, goals, scenarios, viewpoints)
Following tables show relationships between technique
groups
Muhammad Asif Saleem
30. Recap- Paper
Towards the Unknown Unknowns:
Req Elicitation is a mature area of RE, techniques are very well known and used but the process is still problematic.
Challenge to Elicitation is to probes the boundaries of knowledge and who possesses it,-”Unknown-unknown”
known knowns are clearly not a problem;
known unknowns pose a process problem, since the analyst is aware of the type of required knowledge and is faced with the problem of
eliciting it from a stakeholder who may be unaware of it or have forgotten it.
Muhammad Asif Saleem
31. Recap- Paper
Unknown knowns are knowledge held by the stakeholder
and accessible to them, but not articulated
Unknown unknowns, in which the analyst and stakeholder are unaware of the missing, but relevant, knowledge; it
isn’t accessible to either actor.
This might be caused by a lack of domain knowledge on both sides or “tacit knowledge”
For unknown unknowns, neither the analyst nor the stakeholder
can identify that there is missing knowledge, far less
identify what the missing knowledge is.
Muhammad Asif Saleem
32. Recap-PaperExploring Tacit knowledge
Identify Common Ground as accessible knowledge to
analyst and stakeholders
Contributes ‘tools for thought’ which can address the unknowns
problems and may uncover unknown concerns
Many traditional techniques the ability to detect the
known unknowns depends on the analyst’s plan and
the sampling strategy
Creative elicitation approaches directly address
unknown unknowns in the sense that the target
product is usually only partially known
Muhammad Asif Saleem