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Requirements Engineering at a Large ScaleRequirements Engineering at a Large ScaleThe Requirements Week, El Arte de navegar con requisitos
Copyright © Siemens AG 2009. All rights reserved.
T bl f C t tTable of Contents
Goals of this talk Goals of this talk Industrial requirements engineering challenges Project setting: Public address and information system
C Challenges and lessons learned Key success factors in large scale RE projects Q&A Curriculum vitae References
Page 2 Arnold Rudorfer, Siemens Healthcare
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Siemens HealthcareTHE I t t d H lth CTHE Integrated Healthcare Company
in-vivo diagnostics (imaging)
X-Ray ComputedTomography
MagneticResonance
MolecularImaging
Ultrasound Oncology
i it di ti (l b t t )
Tomography Resonance Imaging
Healthcare IT
in-vitro diagnostics (laboratory systems)
Immunodiagnostics Clinical ChemistryNucleid AcidTesting
Hematology Lab AutomationUrinalysis Near PatientTesting
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Siemens HealthcareGl b lGlobal presence
Hoffman Estates(Chicago) Oxford Dublin
Llanberis DX
Sudbury DX
Marburg DX(Chicago)
MI AX, RS Piscataway
AU
MR, MI Erlangen/Forchheim AX, SP, CT, MR, A, RS HS, CV, RV, IKM, CSKemnath CV
Kyongju-si US
DX
Flanders DX
Issaquah US
Seoul US
Elkhart DX
DX
New Jersey DX
WalesDeerfield DX
Concord OCS
Madrid SP Shanghai
Malvern HS
Suzhou A
Goa CV
Rudolstadt RV
Wuxi RV
DX US
Heidelberg OCS
Cary CS
Walpole DX
Wales DX
Los Angeles DX
Tarrytown DX
Knoxville MI
Singapore
Shanghai CT, AX, CVMountain View
US Shenzhen MR
CV
Indonesia A
Bangalore HS, IKMDivisions/Headquarters
CS
Singapore A
qMajor manufacturing sites
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~49,000 employees worldwide
Siemens HealthcareD l t f l d l bDevelopment of sales and employee numbers
Germany
Sales according to region
Asia17%
y9%
Europe (without Germany)
31%
Employees according to region1)%
Americas43%
Europe(without Germany)
17%
Germany23%
Asia17%
Americas43%
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1) Employees worldwide as of Sept. 30, 2008
IKMIKM: syngo
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Requirements Engineering Global Technology Field (RE GTF)
Excellence in RE is determinant for Siemens’ Gl b l C titi A l j it fGlobal Competitiveness. A large majority of businesses are challenged by:
Embedded software content strongly
Princeton Beijing
CoC Americas
CoC Europe
CoC China2003
2004/8
2007Embedded software content strongly increasing in complex systems (e.g. medical engineering, power generation systems)
RE i k di i li f Si b iMunich Erlangen
Bangalore
CoC India2009
RE is a key discipline for Siemens being a technology trendsetter
Increased speed-to-market is a must e.g. The RE GTF is a group of key experts and provides best-practice,
g
p g75% of products sold in e.g. medical engineering are less 3 years old
Ad d RE t h l i d d t
Siemens-specific and high productivity technology assets (approach, methods, techniques/ tools) to master challenges and Advanced RE technologies are needed to
manage complexity of mechatronics systems
tools) to master challenges and make sure that projects are delivered with success.
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Requirements Engineering Global Technology Fi ld T h l AField Technology Areas
REReferenceA hApproach
RERE
RE Excellence
REMethodsAwareness
& Skills
Excellence
RE RERE Tooling Improvement
Framework
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G l f thi T lkGoals of this Talk
Share some experiences and lessons learned from large scale RE Share some experiences and lessons learned from large scale RE projects
Outline key success factors necessary for delivering successful projects in complex environments
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I d t i l R i t E i i Ch llIndustrial Requirements Engineering Challenges
Challenges Business ImpactRE basics not well understood and executed
High likelihood of project failureQuality of single requirements not sufficient, unrealistic product scope Increased rework (> 50% project effort)
L k f d d / Mi h i h k dLack of end-to-end upstream/ downstream integration
Mismatch with market needsDifficult to manage system development from a portfolio perspective; Process interfaces well integratedPrioritization of features across products error prone
T i i l b i t i d diffi lt t Tracing is labor intensive and difficult to manageRequirements do not support business goals
Lack of productive/ scalable requirements methods
Lowered development staff productivity, high injection rate of RE defectsq Inefficient modeling and analysis of product requirementsRoadblock for automating development tasks
Distributed teams interact inefficiently
Product requirements mismatch with market expectationsRequirements difficult to communicate/ interpretinefficiently Requirements difficult to communicate/ interpretMissing tool integration leads to work errors, lowered productivity
Benefits of reuse not realized Product-line/ platform efforts are challengedExisting requirements need to be redefined
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No reuse of architectural, testing and coding artifacts
Project Setting: Public Address Information S t f L Cit S h i th W ldSystem for a Large City Somewhere in the World
Time3/2007 7/2007 11/2008
Specification set#1 approved
Specification set #2 approved
Specification set #3 approved
Project description:
•Project value: 160 million $
•80 staff project team 6 full time requirements engineers
Deliverables:•9 system requirements specifications
RE M Pl•80 staff project team, 6 full-time requirements engineers
to deal with 4,000 contract requirements
•Project work in 4 different countries/ continents
•RE Management Plan
•Traceability reporting tool for project manager
Project objectives:
•To develop high quality system requirements
Unique Value Add:
•Approved specifications enable development team to
specifications
• Refining requirements engineering approach (process,
methods, tools)
streamline system development
•Dramatic business risk reduction of not delivering the
project on time
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)
Ch ll F d i P j tChallenges Faced in Projects
C1 Large number of customer C1. Large number of customer requirements
C2. Formal interface to customer
C3. Management of customer expectations
C4. Changing technologies
C5. Distributed teams
C6. Traceability
C7. Scope change and creep
C8. Resource fluctuation
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L 1 D l ll t t d f t li t
Requirements Development
Lesson 1: Develop a well-structured feature list
Challenges:C1 L b f iC1. Large number of customer requirementsC5. Distributed teams
Lesson learned: Feature lists often frozen for planning, budgeting, staffing, etc. Changes to a feature list late in the development lifecycle are
expensive Changes require approval by customer, rework of documentation,Changes require approval by customer, rework of documentation,
updated tracing, etc. Time and effort needs to be spent to create a well-structured feature list
U d t di th f t l iti d i t d d i i Understanding the feature complexities and interdependencies is important Several iterations should be conducted
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Features should be arranged in a domain-logical hierarchy
Lesson 2: Obtain a good understanding of t i t
Requirements Development
customer requirements
Challenges:C1 L b f t i tC1. Large number of customer requirementsC2. Formal interface to customerC3. Management of customer expectationsg pC7. Scope change and creep
Lesson learned: Lesson learned: Large number of customer requirements; customer often did not have
proper understanding Customer requirements need to be clarified early in the development
process Concepts of operationConcepts of operation Prototypes
Management of customer expectations crucialCl if h t t t f t t
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Clarify what to expect from a prototype
L 3 U ifi ti h th t l
Requirements Development
Lesson 3: Use specification approaches that scale
Challenges:C fC1. Large number of customer requirementsC5. Distributed teams
Lesson learned: "shall" statements are insufficient for capturing system requirements
of complex software systems Grey box use cases have proven to be successful White box on the system level White box on the system level Black box on subsystem level
Approach greatly increased readability and manageability of pp g y y g yrequirements specifications Validated by feedback from customer and software validation test
team
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team
Lesson 4: Separate requirements and design d i i
Requirements Development
decisions
Challenges:C4. Changing technology
L l d Lesson learned: Requirements engineering is a wicked problem Creation of a solution affects perception of problem Creation of a solution affects perception of problem
Requirements keep changing as solutions are prototyped and shown to the customer Cost of change to requirements should be minimized
Reduce number of avoidable changes to requirements by removing d i d t ilunnecessary design details
Technology of solutions is changing Tradeoff between abstraction and detail
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Tradeoff between abstraction and detail
L 5 E t bli h t bilit d l
Requirements Management
Lesson 5: Establish a traceability model
Challenges:C6 TraceabilityC6. Traceability C7. Scope change and creep
Lesson learned: Ad-hoc tracing is of low quality and requires significant rework Tracing should be done with a purposeTracing should be done with a purpose Artifacts to be traced, tracing granularity, tool support, people
responsible, etc. Establishing traceability model early Establishing traceability model early Enables project members to understand the tracing strategy and
their responsibilitiesS t i t l i t ki t ti d Supports impact analysis, progress tracking, testing, and budgeting
Traceability model needs to be properly documented and i t d
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communicated
Lesson 6: Define a traceability measurement Requirements Management
process
Challenges:C6 T biliC6. Traceability
Lesson learned:Lesson learned: Traceability measurement process enables
tracking of tracing progressM i f l t bj ti d di Meaningful measurement objectives and corresponding measures need to be defined
Automation important for facilitating collection processp g p In our experience, collecting on a weekly basis and assigning action
items on a bi-weekly basis works best The best frequency of measurements was determined in small The best frequency of measurements was determined in small
pilot project Adjustments were made as the project progressed
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L 7 P id j t t t i li ti
Requirements Management
Lesson 7: Provide project status visualizations
Challenges:C5 Di t ib t d tC5. Distributed teamsC6. Traceability
Lesson learned: Visualizations communicate project
t t t t b dstatus to team members and management
Project status can be visualized using a dashboard or other project-specific visualization
Should be posted in a communalShould be posted in a communal area
Resulted in considerable increase in tracing q alit
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in tracing quality
Lesson 8: Establish effective documentation t d d d i
Requirements Management
standards and review processes
Challenges:C5 Di ib dC5. Distributed teamsC8. Resource fluctuation
Lesson learned: Establishment of documentation standards important Enable consistency of work products Industrial standards, e.g., IEEE 830, can be used as a starting
pointpoint Document templates facilitate enforcing documentation standards Documentation standards facilitate the review of work products QA manager needs to have authority to ensure that review
process is followed
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K S F t i L S l RE P j tKey Success Factors in Large Scale RE Projects
1 Subject matter experts are available as needed1. Subject matter experts are available as needed2. The customer is properly managed3. A qualified full-time architect manages nonfunctional requirements4. Requirements elicitation starts with marketing and sales5. An effective requirements management process is in place6. Requirements reviews are conducted for all new draft requirements
and for all changed requirements or features7. Requirements engineers are trained and experienced8. Requirements processes are proven and scalableq p p9. Progress and quality indicators are defined10.The tools increase productivity and quality
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P t ?¿Preguntas?
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O d t d i f b t 5Our documented experience of about 5 years …
1 Introduction1.Introduction2.Requirements Engineering artifact modeling3 Eliciting requirements3.Eliciting requirements4.Requirements modeling5.Quality attribute requirements66.Requirements management7.Requirements driven testing8.Rapid development techniques for requirements evolution9.Distributed requirements engineering10.Hazard analysis and threat modelingy g11.Conclusions
Link to web site McGrawHill
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R fReferences
1 Rudorfer Arnold; Berenbach Brian: Requirements Engineering Global1. Rudorfer, Arnold; Berenbach, Brian: Requirements Engineering Global Technology Field Description, SCR, 2009
2. Brian Berenbach, Dan Paulish, Juergen Kazmeier, Arnold Rudorfer: Software S G 2009Systems Requirements Engineering in Practice, McGraw Hill 2009
3. Sascha Konrad, Michael Gall: Requirements Engineering in Large Scale Systems, RE’08, Barcelona, Spain
4. Manfred Broy, Eva Geisberger, Juergen Kazmeier, Arnold Rudorfer, Klaus Beetz: Ein Requirements Engineering Referenzmodell, Informatikspektrum 03/04-2007
5. Achatz, R., Berenbach, B., Broy, M., Kazmeier, J., Ros, J., Rudorfer, A., Subramanyan, R.: Requirements Engineering: A Key to Business Success for Siemens Siemens Corporate Research (SCR) Technical Report Marchfor Siemens. Siemens Corporate Research (SCR) Technical Report, March 2006.
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C i l Vit A ld R d fCurriculum Vitae Arnold Rudorfer
Head Software Engineering ProcessHead Software Engineering Process Group
S &Siemens Healthcare Imaging&ITImage and Knowledge Management
Tel.: +49 9131 84 22 99Cell: +49 174 1537-825
Email: [email protected]
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C i l Vit A ld R d f ( t ’d)Curriculum Vitae Arnold Rudorfer (cont.’d)
1994 -1996 European Software Institute, Managing Director’s Personal1994 1996 European Software Institute, Managing Director s Personal Assistant, Project Engineer
1996 – 1998 Institutet foer Verkstadeknisk, Center for Software Engineering, Project Leader
1998 – 2000 Meta4 N.V., Manager User Interface Design and Usability Engineering
2000 – 2004 Siemens Corporate Research, Manager User Interface D i C tDesign Center
2004 – 2009 Siemens Corporate Research, Requirements Engineering Global Technology Field LeaderGlobal Technology Field Leader
2009 till today Siemens Healthcare, Head Software Engineering Process Group
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Group
End
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