object-oriented and classical software...

.1

© The McGraw-Hill Companies, 2007

Object-Oriented andClassical Software

Engineering

Seventh Edition, WCB/McGraw-Hill, 2007

Stephen R. [email protected]

.2


CHAPTER 10

REQUIREMENTS

.3


Overview

Determining what the client needs Overview of the requirements workflow Understanding the domain The business model Initial requirements Initial understanding of the domain: The MSG

Foundation case study Initial business model: The MSG Foundation case

study

.4


Overview (contd)

Initial requirements: The MSG Foundation casestudy

Continuing the requirements workflow: The MSGFoundation case study

Revising the requirements: The MSG Foundationcase study

The test workflow: The MSG Foundation casestudy

The classical requirements phase Rapid prototyping

.5


Overview (contd)

Human factors Reusing the rapid prototype CASE tools for the requirements workflow Metrics for the requirements workflow Challenges of the requirements workflow

.6


The Aim of the Requirements Workflow

To answer the question:

What must the product be able to do?

.7


10.1 Determining What the Client Needs

MisconceptionWe must determine what the client wants

“I know you believe you understood what you thinkI said, but I am not sure you realize that what youheard is not what I meant!”

We must determine what the client needs

.8


Determining What the Client Needs (contd)

It is hard for a systems analyst to visualize asoftware product and its functionalityThe problem is far worse for the client

A skilled systems analyst is needed to elicit theappropriate information from the client

The client is the only source of this information

.9


Determining What the Client Needs (contd)

The solution:Obtain initial information from the clientUse this initial information as input to the Unified

ProcessFollow the steps of the Unified Process to determine the

client’s real needs

.10


10.2 Overview of the Requirements Workflow

First, gain an understanding of the application domain(or domain, for short)The specific environment in which the target product is to

operate

Second, build a business modelModel the client’s business processes

Third, use the business model to determine theclient’s requirements

Iterate the above steps

.11


Definitions

Discovering the client’s requirementsRequirements elicitation (or requirements capture)Methods include interviews and surveys

Refining and extending the initial requirementsRequirements analysis

.12


10.3 Understanding the Domain

Every member of the development team mustbecome fully familiar with the application domainCorrect terminology is essential

Construct a glossaryA list of technical words used in the domain, and their

meanings

.13


10.4 Business Model

A business model is a description of the businessprocesses of an organization

The business model gives an understanding of theclient’s business as a wholeThis knowledge is essential for advising the client

regarding computerization

The systems analyst needs to obtain a detailedunderstanding of the various business processes Different techniques are used, primarily interviewing

.14


10.4.1 Interviewing

The requirements team meet with the client andusers to extract all relevant information

.15


Interviewing (contd)

There are two types of questionsClose-ended questions require a specific answerOpen-ended questions are posed to encourage the

person being interviewed to speak out

There are two types of interviewsIn a structured interview, specific preplanned questions

are asked, frequently close-endedIn an unstructured interview, questions are posed in

response to the answers received, frequently open-ended

.16


Interviewing (contd)

Interviewing is not easyAn interview that is too unstructured will not yield much

relevant informationThe interviewer must be fully familiar with the

application domainThe interviewer must remain open-minded at all times

After the interview, the interviewer must prepare awritten reportIt is strongly advisable to give a copy of the report to the

person who was interviewed

.17


10.4.2 Other Techniques

Interviewing is the primary technique

A questionnaire is useful when the opinions ofhundreds of individuals need to be determined

Examination of business forms shows how theclient currently does business

.18


Other Techniques (contd)

Direct observation of the employees while theyperform their duties can be usefulVideotape cameras are a modern version of this

techniqueBut, it can take a long time to analyze the tapesEmployees may view the cameras as an unwarranted

invasion of privacy

.19


10.4.3 Use Cases

A use case models an interaction between thesoftware product itself and the users of thatsoftware product (actors)

Example:

Figure 10.1

.20


Use Cases (contd)

An actor is a member of the world outside thesoftware product

It is usually easy to identify an actorAn actor is frequently a user of the software product

In general, an actor plays a role with regard to thesoftware product. This role isAs a user; orAs an initiator; orAs someone who plays a critical part in the use case

.21


Use Cases (contd)

A user of the system can play more than one role

Example: A customer of the bank can beA Borrower orA Lender

.22


Use Cases (contd)

Conversely, one actor can be a participant inmultiple use cases

Example: A Borrower may be an actor inThe Borrow Money use case;The Pay Interest on Loan use case; andThe Repay Loan Principal use case

Also, the actor Borrower may stand for manythousands of bank customers

.23


Use Cases (contd)

An actor need not be a human being

Example: An e-commerce information system hasto interact with the credit card companyinformation systemThe credit card company information system is an actor

from the viewpoint of the e-commerce informationsystem

The e-commerce information system is an actor fromthe viewpoint of the credit card company informationsystem

.24


Use Cases (contd)

A potential problem when identifying actorsOverlapping actors

Example: Hospital software productOne use case has actor NurseA different use case has actor Medical StaffBetter:

Actors: Physician and Nurse

.25


Use Cases (contd)

Alternatively:Actor Medical Staff with two specializations: Physician

and Nurse

Figure 10.2

.26


10.5 Initial Requirements

The initial requirements are based on the initialbusiness model

Then they are refined

The requirements are dynamic — there arefrequent changesMaintain a list of likely requirements, together with use

cases of requirements approved by the client

.27


Initial Requirements (contd)

There are two categories of requirements

A functional requirement specifies an action thatthe software product must be able to performOften expressed in terms of inputs and outputs

A nonfunctional requirement specifies properties ofthe software product itself, such asPlatform constraintsResponse timesReliability

.28


Initial Requirements (contd)

Functional requirements are handled as part of therequirements and analysis workflows

Some nonfunctional requirements have to waituntil the design workflowThe detailed information for some nonfunctional

requirements is not available until the requirements andanalysis workflows have been completed

.29


10.6 Initial Understanding of the Domain: MSG Case Study

The Martha Stockton Greengage Foundation(“MSG”) provides low cost mortgage loans toyoung couples

The trustees commission a pilot projectA software product to determine how much money is

available each week to purchase homes

.30


Initial Understanding of the Domain: MSG Case Study (contd)

A mortgage is a loan in which real estate is usedas security

Example: House costs $100,000

Buyer pays a 10% deposit and borrows thebalanceThe principal (or capital) borrowed is $90,000

Loan is to be repaid monthly over 30 yearsInterest rate of 7.5% per annum (or 0.625% per month)

.31


Initial Understanding of the Domain: MSG Case Study (contd)

Each month, the borrower pays $629.30Part of this is the interest on the outstanding balanceThe rest is used to reduce the principal

The monthly payment is therefore often referred toas P & I (principal and interest)

.32


Mortgage Payments: First Month

In the first month the outstanding balance is$90,000Monthly interest at 0.625% on $90,000 is $562.50The remainder of the P & I payment of $629.30, namely

$66.80, is used to reduce the principal

At the end of the first month, after the first paymenthas been made, only $89,933.20 is owed to thefinance company

.33


Mortgage Payments: Second Month

In the second month the outstanding balance is$89,933.20Monthly interest at 0.625% on $89,933.20 is $562.08The remainder of the P & I payment of $629.30, namely


At the end of the second month, after the secondpayment has been made, only $89,865.98 is owedto the finance company

.34


Mortgage Payments: After 15 and 30 Years

After 15 years (180 months) the outstandingbalance is $67,881.61Monthly interest at 0.625% on $67,881.61 is $424.26The remainder of the P & I payment of $629.30, namely


After 30 years (360 months), the entire loan willhave been repaid

.35


Insurance Premiums

The finance company requires the borrower toinsure the houseIf the house burns down, the check from the insurance

company will then be used to repay the loan

.36


Insurance Premiums (contd)

The insurance premium is paid once a year by thefinance companyThe finance company requires the borrower to pay

monthly insurance installmentsThese are deposited in an escrow account (a savings

account)

The annual premium is then paid from the escrowaccount

.37


Real Estate Taxes

Real-estate taxes paid on a home are treated thesame way as insurance premiumsMonthly installments are deposited in the escrow

accountThe annual real-estate tax payment is made from that

account

.38


Borrowing Limits

A mortgage will not be granted unless the totalmonthly payment (P & I plus insurance plus real-estate taxes) is less than 28% of the borrower’stotal income

.39


Other Costs

The finance company requires a lump sum upfront in return for lending the money to theborrowerTypically, the finance company will want 2% of the

principal (“2 points”)For the $90,000 loan, this amounts to $1,800

.40


Other Costs (contd)

There are other costs involved in buying a houseLegal costsVarious taxes

When the deal is “closed,” the closing costs (legalcosts, taxes, and so on) plus the points can easilyamount to $7,000

.41


Initial Glossary

Figure 10.3

.42


10.7 Initial Business Model: MSG Case Study

At the start of each week, MSG estimates howmuch money will be available that week to fundmortgages

Low-income couples can apply at any time

.43


Initial Business Model: MSG Case Study (contd)

An MSG Foundation staff member determinesWhether the couple qualifies for an MSG mortgage, andWhether MSG has sufficient funds on hand to purchase

the home

If so, the mortgage is grantedThe weekly mortgage repayment is computed according

to MSG rules

This repayment amount may vary from week toweek, depending on the couple’s current income

.44


Initial Business Model: MSG Case Study (contd)

There are three use cases Estimate Funds Available for Week

Apply for an MSG Mortgage

Compute Weekly Repayment Amount

.45


Estimate Funds Available for Week Use Case

Figure 10.4

Figure 10.7

.46


Apply for an MSG MortgageUse Case

Figure 10.5

Figure 10.8

.47


Compute Weekly Repayment Amount Use Case

Figure 10.6

Figure 10.9

.48


Who Is an Actor?

Why is Applicants an actor in use case Apply for anMSG Mortgage?

Applicants do not interact with the softwareproductTheir answers are entered into the software product by

an MSG staff member

.49


Who Is an Actor? (contd)

However,The applicants initiate the use caseThe applicants provide the data entered by MSG staffThe real actor is therefore Applicants — the MSG Staff

Member is merely an agent of the applicants

Applicants is therefore indeed an actor

.50


Who Is an Actor? (contd)

Similarly, Borrowers is an actor in use caseCompute Weekly Repayment Amount

Again the use case is initiated by actor BorrowersAgain the information entered by MSG staff is supplied

by the borrowers

Thus, Borrowers is indeed an actor in the usecase

.51


Manage an InvestmentUse Case

At this stage, no details are known regardingThe buying and selling of investments, orHow investment income becomes available for

mortgages

However, use case Manage an Investment is anessential part of the initial business model

.52


Manage an InvestmentUse Case (contd)

Figure 10.10

Figure 10.11

.53


Use-Case Diagram of the Initial Business Model

Figure 10.12

.54


10.8 Initial Requirements: MSG Case Study

It is unclear if all four use cases are allrequirements of the product to be developedWhat, exactly, is “a pilot project”?

The best way to proceed isDraw up the initial requirements on the basis of what the

client wants, and then iterate

.55


Initial Requirements: MSG Case Study (contd)

Consider each use case in turn:

Estimate Funds Available for Week is obviously part ofthe initial requirements

Apply for an MSG Mortgage does not seem to haveanything to do with the pilot project, so it isexcluded

.56


Initial Requirements: MSG Case Study (contd)

Compute Weekly Repayment Amount, and Manage an Investment

Both appear to be irrelevant to the pilot project

However, the pilot project deals with the “moneythat is available each week to purchase homes”Some of that money comes from the weekly repayment

of existing mortgages, and from income frominvestments

The resulting use-case diagram is shown on thenext slide

.57


Initial Use-Case Diagram: MSG Case Study

The next step: Iterate the requirements workflow

Figure 10.13

.58


10.9 Continuing the Requirements Workflow: MSG

The systems analysts learn that the MSGFoundation grants a 100% mortgage to buy ahome under the following conditions:The couple has been legally married for at least 1 year

but not more than 10 yearsBoth husband and wife are gainfully employedThe price of the home must be below the published

median price for homes in that area for the past 12months

Their income and/or savings are insufficient to afford astandard fixed-rate 30-year 90% mortgage

The foundation has sufficient funds to purchase thehome

.59


Conditions for an MSG Mortgage (contd)

If the application is approved, then each week forthe next 30 years the couple pays MSGThe total of the principal and interest payment — this

never changes over the life of the mortgage; plusThe escrow payment, which is 1/52nd of the sum of the

annual real-estate tax and the annual homeowner’sinsurance premium

If this exceeds 28% of the couple’s gross weeklyincome, MSG pays the difference as a grantThe couple must provide proof of their current income

— the weekly payment may vary from week to week

.60


Algorithm to Determine If Funds Are Available

(1) At the beginning of the week, the estimatedannual income from MSG investments iscomputed and divided by 52

(2) The estimated annual MSG operatingexpenses are divided by 52

(3) The total of the estimated mortgage paymentsfor the week is computed

.61


Algorithm to Determine If Funds Are Available

(4) The total of the estimated grants for the weekis computed

(5) The amount available at the beginning of theweek is then (1) – (2) + (3) – (4)

(6) If the cost of the home is no more than (5),funds are provided to buy the home

(7) At the end of each week, any unspent fundsare invested

.62


Requirements of the Pilot Project

To keep the cost of the pilot project as low aspossible, only those data items needed for theweekly funds computation will be included

Only three types of data are therefore needed:Investment dataOperating expenses dataMortgage data

.63


Investment Data

Item number Item name Estimated annual return Date estimated annual return was last updated

.64


Operating Expenses Data

Estimated annual operating expenses Date estimated annual operating expenses was

last updated

.65


Mortgage Data

Account number Last name of mortgagees Original purchase price of home Date mortgage was issued Weekly principal and interest payment Current combined gross weekly income Date combined gross weekly income was last

updated

.66


Mortgage Data (contd)

Annual real-estate tax Date annual real-estate tax was last updated Annual homeowner’s insurance premium Date annual homeowner’s insurance premium was

last updated

.67


Reports Required for the Pilot Project

Three types of reports are needed:The results of the funds computation for the weekA listing of all investments (to be printed on request)A listing of all mortgages (to be printed on request)

.68


10.10 Revising the Requirements: MSG Case Study

The initial requirements include three use cases: Estimate Funds Available for Week

Compute Weekly Repayment Amount

Manage an Investment

In the light of the additional information received,the initial requirements can be revised

.69


Revising the Requirements: MSG (contd)

Consider each element of the formula to determinehow much money is available each week

(1) Estimated annual income from investments:Take all the investments, sum the estimated annual

return on each investment, and divide the result by 52

An additional use case, Estimate Investment Income forWeek, is needed(We still need use case Manage an Investment for adding,

deleting, and modifying investments)

.70


The dashed line with the open arrowhead labeled«include» denotes thatUse case Estimate Investment Income for Week is part of

use case Estimate Funds Available for Week

Estimate Investment Income for WeekUse Case

Figure 10.14

.71


Estimate Investment Income for WeekUse Case (contd)

Description of use case

Figure 10.15

.72


First Iteration of the Revised Use-Case Diagram

New use case is shaded

Figure 10.16

.73


Revising the Requirements: MSG Case Study (contd)

(2) Estimated annual operating expenses:

To determine the estimated annual operatingexpenses two additional use cases are neededUse case Update Estimated Annual Operating Expenses models

adjustments to the value of the estimated annualoperating expenses

Use case Estimate Operating Expenses for Week provides theneeded estimate of the operating expenses

.74


Update Estimated Annual Operating ExpensesUse Case

Figure 10.18

Figure 10.17

.75


Estimate Operating Expenses for WeekUse Case (contd)

Figure 10.20

Figure 10.19

.76


Second Iteration of Revised Use-Case Diagram

The new use cases are shaded

Figure 10.21

.77



(3) Total estimated mortgage payments for theweek and

(4) Total estimated grant payments for the week:Use case Compute Weekly Repayment Amount models the

computation of both the estimated mortgage paymentand the estimated grant payment for each mortgageseparately

Summing these separate quantities gives The total estimated mortgage payments for the week, and The total estimated grant payments for the week

.78



Now the use cases need to be reorganizedUse case Compute Weekly Repayment Amount also models

borrowers updating their weekly income

Split Compute Weekly Repayment Amount into two separateuse casesUse case Estimate Payments and Grants for Week, andUse case Update Borrowers’ Weekly Income

.79


Estimate Payments and Grants for WeekUse Case

Figure 10.22

.80


Estimate Payments and Grants for Week Use Case (contd)

Figure 10.23

.81


Update Borrowers’ Weekly IncomeUse Case

Figure 10.25

Figure 10.24

.82


Third Iteration of the Revised Use-Case Diagram

The two new use cases are shaded

Figure 10.26

.83


Estimate Funds Available for WeekUse Case

Use case Estimate Funds Available for Week models thecomputation that uses the data obtained fromthree other use cases Estimate Investment Income for Week

Estimate Operating Expenses for Week

Estimate Payments and Grants for Week

.84


Estimate Funds Available for Week Use Case (contd)

Second iteration of use case

Figure 10.27

.85


Estimate Funds Available for Week Use Case (contd)

Second iteration of description of use case

Figure 10.28

.86


«include» Relationship

Correct use case (top); incorrect use case (bottom)

Figure 10.29

.87


«include» Relationship (contd)

The bottom diagram models use cases Estimate Funds Available for Week, and Estimate Payments and Grants for Week

as two independent use casesHowever, a use case models an interaction between the

product itself and users of the product (actors)

.88


«include» Relationship (contd)

Use case Estimate Payments and Grants for Week doesnot interact with an actor and therefore cannot bea use case in its own rightInstead, it is a portion of use case Estimate Funds

Available for Week, as reflected in the top diagram

.89


10.11 The Test Workflow: MSG Case Study

A common side-effect of the iterative andincremental life-cycle modelDetails that correctly have been postponed somehow

get forgottenTwo instances of this are described on the next slide

.90


The Test Workflow: MSG Case Study (contd)

Details of use case Manage an Investment have beenoverlooked, and

Use case Manage a Mortgage to modelThe addition of a new mortgageThe modification of an existing mortgage, orThe removal of an existing mortgage

has been totally forgotten(Analogous to use case Manage an Investment)

.91


Manage an Investment Use Case

Figure 10.31

Figure 10.30

.92


Manage a Mortgage Use Case

Figure 10.33

Figure 10.32

.93


Fourth Iteration of the Revised Use-Case Diagram

The new use case is shaded

Figure 10.34

.94



There is a further omissionUse case Produce a Report to print the three reports

Investments report Mortgages report Results of weekly computation

has also been totally forgotten

.95


Produce a Report Use Case

Figure 10.35

.96


Produce a Report Use Case (contd)

Figure 10.36

.97


Fifth Iteration of the Revised Use-Case Diagram

The new use case, Produce a Report, is shaded

Figure 10.37

.98



Rechecking the revised requirements uncoverstwo new problemsA use case has been partially duplicatedTwo of the use cases need to be reorganized

.99


Partially Duplicated Use Case

Use case Manage a MortgageOne action is to modify a mortgage

Use case Update Borrowers’ Weekly IncomeOnly action is to update the borrowers’ weekly income

The borrowers’ weekly income is an attribute ofthe mortgageUse case Manage a Mortgage already includes use case

Update Borrowers’ Weekly Income

Accordingly, use case Update Borrowers’ Weekly Incomeis superfluous, and must be deleted

.100


Sixth Iteration of the Revised Use-Case Diagram

The modified use case is shaded

Figure 10.38

.101



This iteration resulted in a decrement, not anincrement

In fact, deletion occurs oftenWhenever we make a mistake

Sometimes we can fix an incorrect artifactMore frequently we have to delete an artifact

.102



However, when we discover a fault, we do nothave to start the whole process from scratch

First we try to fix the current iteration

If the mistake is too serious for this to work, webacktrack to the previous iteration, and try to find abetter way to go forward from there

.103


Reorganizing Two Use Cases

Determine the funds available for the current weekUse case Estimate Funds Available for Week models

performing the calculationStep 1.3 of use case Produce a Report models printing out

the result of the computation

There is no point in estimating the funds availableunless the results are printed out

.104


Reorganizing Two Use Cases (contd)

The descriptions of the use cases Estimate Funds Available for Week, and Produce a Report

have to be modified (the use cases do not change)

.105


Modified Description — Produce a Report

Figure 10.39

.106


Modified Description — Estimate Funds Available for Week

Figure 10.40

.107



The usual reason for an «include» relationship is whereone use case is part of two or more other use casesExample: U.S. tax forms—avoiding triplication

Figure 10.41

.108


For the MSG Foundation case studyAll of the included use cases are part of only one use

case, Estimate Funds Available for Week

Incorporate those three «include» use cases into usecase Estimate Funds Available for WeekThe resulting use-case diagram is on the next slide

Estimate Funds Available for WeekUse Case (contd)

.109


Seventh Iteration of Revised Use-Case Diagram

Figure 10.42

.110


Estimate Funds Available for Week Revised Description of Use Case

Figure 10.43

.111



Now the requirements appear to be correctThey correspond to what the client has requestedThey appear to satisfy the client’s needsThere do not seem to be any more faults

For now, everything seems to be fine

.112


10.12 The Classical Requirements Phase

There is no such thing as “object-orientedrequirements”The requirements workflow has nothing to do with how

the product is to be built

However, the approach presented in this chapterisModel oriented, and thereforeObject oriented

.113


The Classical Requirements Phase (contd)

The classical approach to requirements

Requirements elicitation

Requirements analysis

Construction of a rapid prototype

Client and future users experiment with the rapidprototype

.114


10.13 Rapid Prototyping

Hastily built (“rapid”)Imperfections can be ignored

Exhibits only key functionality

Emphasis on only what the client seesError checking, file updating can be ignored

Aim:To provide the client with an understanding of the

product

.115


Rapid Prototyping (contd)

A rapid prototype is built for changeLanguages for rapid prototyping include 4GLs and

interpreted languages

.116


10.14 Human Factors

The client and intended users must interact withthe user interface

Human-computer interface (HCI)Menu, not command line“Point and click”Windows, icons, pull-down menus

.117


Human Factors (contd)

Human factors must be taken into accountAvoid a lengthy sequence of menusAllow the expertise level of an interface to be modifiedUniformity of appearance is importantAdvanced psychology vs. common sense?

Rapid prototype of the HCI of every product isobligatory

.118


10.15 Reusing the Rapid Prototype

Reusing a rapid prototype is essentially code-and-fix

Changes are made to a working productExpensive

Maintenance is hard without specification anddesign documents

Real-time constraints are hard to meet

.119


Reusing the Rapid Prototype (contd)

One way to ensure that the rapid prototype isdiscardedImplement it in a different language from that of the

target product

Generated code can be reused

We can safely retain (parts of) a rapid prototype ifThis is prearrangedThose parts pass SQA inspectionsHowever, this is not “classical” rapid prototyping

.120


10.16 CASE Tools for the Requirements Workflow

We need graphical tools for UML diagramsTo make it easy to change UML diagramsThe documentation is stored in the tool and therefore is

always available

Such tools are sometimes hard to use

The diagrams may need considerable “tweaking”

Overall, the strengths outweigh the weaknesses

.121


CASE Tools for the Requirements Workflow (contd)

Graphical CASE environments extended tosupport UML includeSystem ArchitectSoftware through Pictures

Object-oriented CASE environments includeIBM Rational RoseTogetherArgoUML (open source)

.122


10.17 Metrics for the Requirements Workflow

Volatility and speed of convergence are measuresof how rapidly the client’s needs are determined

.123


Metrics for the Requirements Workflow (contd)

The number of changes made during subsequentphases

Changes initiated by the developersToo many changes can mean the process is flawed

Changes initiated by the clientMoving target problem

.124


10.18 Challenges of the Requirements Phase

Employees of the client organization often feelthreatened by computerization

The requirements team members must be able tonegotiateThe client’s needs may have to be scaled down

Key employees of the client organization may nothave the time for essential in-depth discussions

Flexibility and objectivity are essential

object-oriented and classical software...

Documents