Rational - Requirements Management With Use Cases - 04 Understanding Stakeholder Needs.ppt

requirementsmanagementwithusecases module4understandingstakeholderneeds courseoutline 0 aboutthiscourse1 bestpracticesofsoftwareengineering2 introductiontormuc3 analyzingtheproblem4 understandingstakeholderneeds5 definingthesystem6 managingthescopeofthesystem7 refiningthesystemdefinition8 managingchangingrequirements9 requirementsacrosstheproductlifecycle understandingstakeholderneeds overview problem solutionspace problemspace needs features softwarerequirements ineed whataresourcesforourrequirements customer users problemdomain domainexpertsindustryanalystssitevisitscompetitiveinfo bugreportschangerequests requirementspecsbusinessplanspersonalgoalsbusinessmodels analyst partners moore 1991 time innovatorstechnicalinfluencenomoneydiscontinuousinnovationcompanyspecific earlyadoptershavemoneystronginfluencespecificfeatures earlymajoritypragmatistsmissioncriticalsystemsreliabilitywholeproductsolutions latemajorityconservativespricesensitivesimplifycommoditydemanding laggardsskepticsprice 0 5 10 15 20 25 30 35 whatarethecharacteristicsofourcustomers oftargetdomaincustomers technologyadoptionprofile thelifecycleofthetechnology whatproblemsmightbeencountered stakeholdersknowwhattheywantbutmaynotbeabletoarticulateit stakeholdersmaynotknowwhattheywant stakeholdersthinktheyknowwhattheywantuntilyougivethemwhattheysaidtheywanted analyststhinktheyunderstanduserproblemsbetterthanusers everybodybelieveseverybodyelseispoliticallymotivated whatdoesthisprocesslooklike customer development requirementsspec approved rejected reworkedspec rejected reworkedagain adhocrequirements techniquesforelicitingstakeholderneeds requirementsworkshopbrainstorming ideareductionusecasesinterviewsquestionnairesroleplayingbusinessmodelingreviewingcustomerrequirementspecifications requirementsworkshops acceleratetheelicitationprocessgathersallstakeholderstogetherforanintensive focusedperiodfacilitatorrunsthemeetingeveryonegetstheirsayresultsimmediatelyavailableprovideaframeworkforapplyingtheotherelicitationtechniqueswewillbediscussing workshops planningandexecuting selltheworkshopestablishteamhandlelogisticsissuewarm upmaterialprepareagenda facilitatekeepontrackrecordfindingssummarizeconclusions synthesizefindingscondenseinfo presenttocustomerdeterminenextsteps workshops tricksofthetrade workshoptickets rulesforbrainstorming brainstorming clearlystatetheobjectiveofthesessiongenerateasmanyideasaspossibleletyourimaginationsoardonotallowcriticismordebatemutateandcombineideas brainstormingexercise 1 preparestackofpost itsforeachparticipantlargemarkersforall2 gatherideaswriteitdownshoutitoutfacilitatorpostsonboard3 pruneideascombinelikeideaseliminateoutrageousideas4 organizeideasmovethecardsaroundcouldorganizebyfurps discardredundantandoutrageousideasstore needsmoredevelopment ideasblendideasprioritizethosethatremainvotesinglevotecumulativevotingbuyfeaturesapplyevaluationcriterianon weightedweighted brainstorming ideareduction ru bucks use casemodel howcanause casemodelhelpelicitneeds discusswithcustomerwhatthesystemwilldoidentifywhowillinteractwiththesystemidentifywhatinterfacesthesystemshouldhavehelpverifythatnorequirementsaremissingverifythatdevelopersunderstandrequirements ausecasedefinesasequenceofactionsperformedbyasystemthatyieldsanobservableresultofvaluetoanactor whatisausecase keywordsandphrases ausecasedescribesaset class ofpossibleexecutionsofthesystemaspecificexecution instance ofausecaseisascenarioworkontheclassleveltoidentifyanddescribetheusecasesetofatomicactivities decisions andrequestsmaybeperformedfullyornotatallstartedbyactor whatisausecase keywordsandphrases asimplephonesystem definesystemboundariesandfunctions amodelofwhatthesystemdoesandwhoitdoesitfor usefulquestionsinidentifyingusecases whataretheprimarytaskstheactorwantsthesystemtoperform willtheactorcreate store change remove orreaddatainthesystem willtheactorneedtoinformthesystemaboutsudden externalchanges doestheactorneedtobeinformedaboutcertainoccurrencesinthesystem willtheactorperformasystemstartuportermination exercise identifypossibleusecases oursystem ause casemodeldiagram amodelofwhatthesystemissupposedtodo usecases andthesystem ssurroundings actors arecyclingmachine interviews adirecttechniquethatcanbeusedinbothproblemanalysisandrequirementselicitationdesignedtogainanunderstandingofrealproblemsandpotentialsolutionsfromtheperspectivesoftheusers customers andotherstakeholders gause weinberg 1989 interviews thecontext freequestion thecontext freequestionisahigh level abstractquestionthatcanbeposedearlyinaprojecttoobtaininformationaboutglobalpropertiesoftheuser sproblemandpotentialsolutions context freequestions arealwaysappropriatehelpyouunderstandstakeholderperspectivesarenotbiasedwithsolutionsknowledge gause weinberg 1989 interviews context freeuserquestions whoisthecustomer whoistheuser aretheirneedsdifferent whataretheirbackgrounds capabilities environments useasinputwhendefiningactorsforusecases gause weinberg 1989 interviews context freeprocessquestions whatistheproblem whatisthereasonforwantingtosolvethisproblem arethereotherreasonsforwantingtosolvethisproblem whatisthevalueofasuccessfulsolution howdoyousolvetheproblemnow whatisthetrade offbetweentimeandvalue whereelsecanthesolutiontothisproblembefound gause weinberg 1989 interviews context freeproductquestions whatproblemdoesthisproductsolve whatbusinessproblemscouldthisproductcreate whathazardscouldexistfortheuser whatenvironmentwilltheproductencounter whatareyourexpectationsforusability whatareyourexpectationsforreliability whatperformance precisionisrequired gause weinberg 1989 interviews context freemeta questions amiaskingtoomanyquestions domyquestionsseemrelevant areyoutherightpersontoanswerthesequestions areyouranswersrequirements caniaskmorequestionslater wouldyoubewillingtoparticipateinarequirementsreview isthereanythingelseishouldbeaskingyou interviews non context freeexamples leadingquestionsyouneedalargerscreen don tyou selfansweringquestionsarefiftyitemsaboutright controllingstatementscanwegetbacktomyquestions toolong toocomplexihaveathreepartquestion whatarebetterquestionstoask interviews caveats don taskpeopletodescribethingstheydon tusuallydescribe assumesthatuserscandescribecomplexactivitiesexample tyingyourshoelaceingeneral peoplecandomanythingstheycannotdescribeempiricalevidence poorcorrelationaskopen endedquestionsavoidquestionsthatbeginwith why canprovokeadefensiveposturedon texpectsimpleanswersdon trushtheintervieweeforanswerslisten listen listen templateforagenericinterview handout tp genericinterviewtemplate 1994byalanm davis questionnaires widelyusedappearscientificbecauseofstatisticalanalysisapplicabilitytobroadmarketswherequestionsarewelldefinedassumptionsrelevantquestionscanbedecidedinadvancephrasedsoreaderhearsinintendedwaysuppressesmuchthatisgoodaboutanalysiscanbepowerful butnotasubstituteforaninterview coursefeedbackquestionnaire handout toolsandtechniquesscriptedwalkthroughsscenarioanalysisclassresponsibilitycollaboration crc cardshavetheanalystplaytheroleofuserorcustomertogainrealinsightsintotheproblemdomainhavethecustomerplaytheroleofausertounderstandtheproblemstheymayface roleplaying whataboutbusinessmodeling fromabusinessperspective abusinessmodelmaybeusedto understandtheorganizationvisualizetheorganizationanditsprocessesfindwaystomaketheorganizationmoreefficientre engineertheorganizationprovideproofthattheinformationtechnologyaddsvalue businessmodelsprovideinputtosystems whatshouldbusinessmodelsshow businessprocessesorganizationalstructurerolesandresponsibilities productsdeliveriesevents reviewingcustomerrequirementspecs howtoidentifyrequirementsingeneral ignore introductionsgeneralsystemdescriptionsglossaryoftermsotherexplanatoryinformationfindapplicationbehaviorsorbehavioralattributesandselectandlabeluniquelykeepalistofallidentifiedissuesandassumptions verifywiththecustomeroruserifyoudon tknowifsomethingisarequirement askthecustomer exercise reviewingrequirementsspecs identifyanditemizerequirementsreviewthe2001elevatorsrsthathasbeengiventoyoubyyourcustomermarkandnumbereachrequirementyoufindhowmanyrequi