requirement management 2

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What Are Requirements? Definition: Requirements are the things that you should discover before starting to build your product

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Page 1: Requirement Management 2

What Are Requirements?

Definition:

Requirements are the things that you should discover before starting to build your product

Page 2: Requirement Management 2

RequirementsSpecification

Requirements Process

ProductUsage

Build

ProductDesign

SystemsAnalysis

Analysis Feedback

Design Feedback

BuildFeedback

Product

ProductFeedback

StakeholderWants and Needs

IntendedOperatingEnvironment

AnalysisSpecification andRequirementsSpecification

DesignSpecification

Role of Requirements in the Development Process

Page 3: Requirement Management 2

Requirements Gatherings

• The requirements gatherers are busy discovering the

business goals

• What the product?

• What it has to do?

• What qualities it must have?

• What constraints it must conform?

• What interfaces it has to the outside world?

Page 4: Requirement Management 2
Page 5: Requirement Management 2

What is a Requirement?

• A requirement is something that the product must do or a quality that the product must have

• A requirement exists either because the type of product demands certain functional qualities

or

• The client wants that requirement to be part of the delivered product.

Page 6: Requirement Management 2

Types of Requirements

• Functional Requirements– The requirements that specify the inputs (stimuli) to the

system, the outputs (Resources )from the system, and the behavioral relationship between them

• Non-Functional Requirements– Performance– Environment– Security– Testability– Understandability / Usability

Page 7: Requirement Management 2

Functional Requirements

• You are about to build a new product

• What does it have to do?

• Control an aircraft?

• Predict profitability for your organization?

• Turn satellite data into graphic displays for broadcast?

• What are the things that it has to do to achieve that purpose?

Page 8: Requirement Management 2

Functional Requirements

• Functional requirements are things the product must do

• The product shall produce an amended de-icing schedule when a change to a truck status

• Means that previously schedule work cannot be carried out as planned

Page 9: Requirement Management 2

Non-Functional Requirements

• What qualities must the product have?

• Does it have to be fast?

• Or easy to use?

• Secure from hacking

Page 10: Requirement Management 2

Non-functional Requirements

• Non-functional requirements are

– properties, that the product must have

– qualities the product must have.

Page 11: Requirement Management 2

Non-functional Requirement Types

Performancerequirements

Spacerequirements

Usabilityrequirements

Efficiencyrequirements

Reliabilityrequirements

Portabilityrequirements

Interoperabilityrequirements

Ethicalrequirements

Legislativerequirements

Implementationrequirements

Standardsrequirements

Deliveryrequirements

Safetyrequirements

Privacyrequirements

Productrequirements

Organisationalrequirements

Externalrequirements

Non-functionalrequirements

Page 12: Requirement Management 2

Functional vs Non-functional

• “What” of the system

• Function and• Data related

• “How well” aspects of the system

• Performance• Maintainability• Scalability• Interoperability• Reliability• Portability and• Constraints

Page 13: Requirement Management 2

Functional Vs Non-Functional Requirements

• What the product must do

• They govern the basis set of duties or functions that the product should be doing

• A system can not work if the functional requirements are not satisfied

• They satisfy the stated needs of the customers

• The other special attributes the product must possess

• They govern the extra set of duties that it should perform

• These are mainly aimed at maintenance of SW

• They satisfy the implied needs of the customer

Page 14: Requirement Management 2

Constraints

• They apply to the entire product and are preferably defined before beginning work on gathering the requirements

• Constraints are global issues that shape the requirements

Page 15: Requirement Management 2

Product Constraints

• The purpose of the Product – the reason for building the product and the business advantage if we do so

• The Client, Customer and other Stakeholders – the people with an interest in the product

• Users of the Product – the intended end-users, and how they affect the product’s usability

Page 16: Requirement Management 2

Product Constraints Contd..

• Requirements Constraints – limitations on the project, and restrictions on the design of the product

• Naming Conventions and Definitions – the vocabulary of the product

• Relevant Facts – outside influences that make some difference to this product

• Assumptions – that the developers are making

Page 17: Requirement Management 2

Functional Requirements

• The scope of the product – defines the product boundaries, and its connections to adjacent systems

• Functional and Data Requirements – things the product must do and the data manipulated by the functions

Page 18: Requirement Management 2

Non-functional Requirements

• Look and Feel Requirements – the product’s qualities

• Usability Requirements – based on the intended users

• Performance Requirements – how fast, big, accurate, safe, reliable etc.

• Operational Requirements – the product’s intended operating environment

Page 19: Requirement Management 2

Non-functional Requirements Contd.

• Maintainability and Portability Requirements – how changeable the product must be

• Security Requirements – the security, confidentiality and integrity of the product

• Cultural and Political Requirements – human factors

• Legal Requirements – conformance to applicable laws

Page 20: Requirement Management 2

Importance of non-functional Requirements

• Often persons gathering requirements focus on functional requirements

• Non functional requirements are missed out

• Users may never accept system that meet all the functional requirements but ignore some important non-functional requirements

Page 21: Requirement Management 2

Project Issues

• Open Issues – as yet unresolved issues with a possible bearing on the success of the product

• Off-the-Shelf Solutions – ready-made components that might be used instead of building something

• New Problems – caused by the introduction of the new product

• Tasks – things to be done to bring the product into production

Page 22: Requirement Management 2

Project Issues Contd..

• Cutover – tasks to convert from existing systems

• Risks – the risks that the project is most likely to face

• Cost- early estimates of the cost or effort needed to build the product

• User Documentation – the plan for building the user instructions and documentation

• Waiting Room – requirements that might be included in future releases of the product

Page 23: Requirement Management 2

Requirement #:Unique Id Requirement Type: Template section Event/use case #:

Origin of the requirement

• Description: A one-sentence statement of the intention of the requirement

• Rationale: Why is this requirement considered important or necessary?

• Source: Who raised this requirement?

• Fit Criteria: A quantification of the requirement used to determine whether the solution meets the requirement

• Customer Satisfaction: Measures the desire to have the requirement implemented

Page 24: Requirement Management 2

• Customer Dissatisfaction: Unhappiness if it is not implemented

• Dependencies: Other requirements with a change effect

• Conflicts: Requirements that contradict this one

• Supporting Materials: Pointer to supporting information

• History: Origin and changes to the requirement

Page 25: Requirement Management 2

Skill SetRequirement engineer should possess the following:

• Interviewing skills

• Group work skills

• Facilitation skills

• Negotiation skills

• Analytical skills

• Problem solving skills

• Presentation skills

Page 26: Requirement Management 2

Skill Set contd…

• Modeling skills

• Practical knowledge of CASE tools

• Knowledge and experience in – Using modeling techniques and languages– Management and traceability tools

• Product planning and marketing knowledge

Page 27: Requirement Management 2

Reference

Never Go to a client meeting without a prototype

Michael Schrage

IEEE Software, April 2004, pages 42-45