G W-Part5-Greatly Improving the Odds of Success
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Transcript G W-Part5-Greatly Improving the Odds of Success
EXPLORING REQUIREMENTS –
QUALITY BEFORE DESIGN
Gause & Weinberg - PART V – Greatly
Improving the Odds of Success
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Steps to ensure success
Assess ambiguity in requirements
Convene meetings to resolve issues
Evaluate - measure satisfaction at each stage
Test using test cases – open up the black box
Use existing products as guides
Get agreements in decisions
End the requirements process
Ambiguity
Measure Ambiguity – the ambiguity poll
Analyze the ambiguity results from the ambiguity poll
Diversity or the range of interpretations
Clustering of the interpretations
Investigate the sources of ambiguity
sampling
problem statement
design process
final product
Arrive at resolutions
Technical Review (TR)
What is it – a tool to assess sufficiency and reliability of
requirements
Why needed - To discover omissions / errors /
misinterpretations
Members - informal (internal: group); formal (external entities)
Result - Review reports
Types of TRs
Measuring Satisfaction
Measure - frequently at each stage
Thru surveys - use questionnaires with Likert scales
(7-point response scale: e.g., strongly disagree…
strongly agree)
Prototypes
Test cases
Exploring the black box of requirements
Successfully decomposing the complexity and
fuzziness thru test cases (iterative)
Steps:
Writing the test case
Administering the test case
Interpreting the results of the test case
Using Existing Products as Guides
Use existing products as a basis for comparisons
and gap analyses
More as a guide rather than a rigid norm
Distinguishing between features and functions in the
comparisons (prioritizing and categorizing)
Making agreements
Sources of decisions in projects
Choices – conscious decisions
Assumptions – decisions by default
• Turnpike effect / parking lot effect – most important
Impositions – decisions enforced by external sources
Try to convert assumptions to conscious decisions
since this is the trickiest
Try to get an understanding and agreement about all
decisions, esp. assumptions
Ending
Is there an end to the requirements process?
Challenges
Transient environment
Inability to freeze requirements
Renegotiation could become a Pandora’s box
However, the designer needs to identify an end for
practicality