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REQUIREMENTS ENGINEERINGLECTURE 2014/2015

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Requirements Elicitation

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AGENDA

Objectives & Problems wrt. Elicitation

Stakeholder Analysis

Communication Issues

Interviews & Interview Effects

Other Elicitation Techniques

Summary

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Recommended Elicitation Practices

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Objectives of the Eliciting Phase

Knowledge acquisition (Elicitation, Acquisition)

About involved persons and objectives

Tasks

Current state

Expectations

Domain

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Common Problems of Elicitation

Consideration of all stakeholders

Communication

Stakeholders can not describe abstractly what they are doing, why they are doing it nor what they need to be able to do things.

Requests are much too general

Presentation of new possibilities and their consequences

Stakeholder like to stick to their old avenues of approach

Conflicts

Cause of power struggles

Cause of opposition against changes

Priorities/Changes

Stakeholders want too much

Stakeholders always add new ideas

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Stakeholders

Stakeholders are people who have an interest in the product

they built it

they use it

they manage it

they are in some way affected by the use

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Typical Stakeholders

Think about typical Stakeholders! Why are they important?

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Stakeholder Elicitation by Means of Stakeholder Analyses

A multitude of very diverse stakeholders are involved in the development of a product or in a project

Goal: Identification of all potential product and process stakeholders

Which of these stakeholders might be influenced positively and which negatively by a decision made during the project?

Goal: Elicitation of the interests of all stakeholders, their importance, and their influence within the project, as well as identification of their relationships among each other

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Benefit

Identification of …

… the interests of all stakeholders who may influence the project or be influenced by the project

… potential conflicts and risks that may jeopardize the project

… possible opportunities and alternatives that may have a positive influence on the project

… groups whose participation in the project must be promoted actively

… decisions that may reduce or even eliminate negative effects on weak or vulnerable groups

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Stakeholder Identification

Stakeholder Interests in the Project

Developer High productivity, error avoidance, little rework

Marketing Sales High sales figures, increased customer satisfaction

Project Management Budget reduction, adherence to schedule

Investor Shorter time to market, faster workflows

Customer, User Easier workflow, usability

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Importance and Influence of a Stakeholder

Stakeholder Importance Influence

Developer 2 4

Sales 3 2

Manager 4 4

Investor 5 3

Customer 5 1

A stakeholder‘s influencecorresponds to his power to positively or negatively influence decisions and activities during a project.

A stakeholder‘s importancecorresponds to the priority that must be assigned to the fulfillment of his requirements and interests.

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Importance

Influence

A B

C D

1

1

2

2

3

4

4

5

5

e.g., User

e.g., Customer

e.g., Project Manager

e.g., Developer

e.g., Support Service

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Quadrant A

Stakeholders with high importance for the project, but with little influence on concrete development activities.

e.g., user, customer

Require special initiatives for protecting their interests

Continuously monitor the fulfillment and validity of their goals

Promote their involvement in the development, e.g., prototype workshops, review meetings

Name person responsible for the project in order to monitor the initiatives

Importance

Influence

A B

C D1

1

2

2

3

4

4

5

5

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Quadrant B

Stakeholders with high importance for the project, and with strong influence on concrete development activities

e.g., project manager

High communication and synchronization effort needed between the stakeholders in this group

Common understanding and agreement about decisions must be guaranteed for the whole time

Importance

Influence

A B

C D1

1

2

2

3

4

4

5

5

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Quadrant C

Stakeholders with low importance for the project, and with little influence on concrete development activities.

e.g., maintenance personnel, hotline service

Still, their interests should not be neglected completely, since they are project and product stakeholders after all, e.g., handbooks, training, etc.

Periodically communicate information about project or product decisions

Importance

Influence

A B

C D1

1

2

2

3

4

4

5

5

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Quadrant D

Stakeholders with low importance for the project, and with strong influence on concrete development activities.

e.g., developer, quality assurance

Possible “project killers“

Are able to block the continuation of the project and jeopardize its success

Need permanent and intensive involvement in decision-making activities by being given rationales and explanations

Acceptance regarding decisions must be achieved

Importance

Influence

A B

C D1

1

2

2

3

4

4

5

5

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Stakeholder Onion Model

In the middle: the product or service under development.

System: (normal) operators, maintenance operators, and support operators.

Containing system: direct functional beneficiaries, i.e., those stakeholders who profit from

the services the systems offers. Wider environment: financial beneficiaries, i.e., stakeholders who have an interest in a

properly running system (as it generates money), (stakeholders with an indirect interest in the system).

Negative stakeholders: peaceful opposition (e.g., competitors), directly hostile stakeholders

(e.g., car thieves).

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Example: Stakeholder Onion Model

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Communication – not as easy …

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Communication Flows

Objective Reality Perceived Reality

Perception

Expression

Representation Interpretation

Result

Stakeholder Requirements Engineer

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Overview of Elicitation Techniques [Lauesen 2002]

Stakeholder analysis(Group) interviewObservation/Síte visitsTask demoDocument studiesQuestionnairesBrainstormingFocus groupsUI Workshops

PrototypingPilot experiments

Similar companiesSuppliers

NegotiationRisk AnalysisCost/benefitGoal-domain analysisDomain-requirements

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Things toelicit

Techniques

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p = possibleg = goodv = very good

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Type of Interview (1)

Differ in the degree of formality

Open Interview

Open questions

Difficult to analyze the results

Requires good interview skill

Personality influences the results

Semi structured Interview

Guided by predefined interview questions

Structured by predefined topics

Open space for spontaneous extensions/variation

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Type of Interview (2)

Differ in the degree of formality

Structured Interview

High degree of objectivity

Easy to compare results between different interviews

Allow quantitative evaluation

No freedom for the interview, very narrow

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Interviews

Preparation

Insight of documents (e.g. Scenarios, previous work documents)

Prepare questions (with at least 1 domain expert)

Performance

Twosome as possible (one asking questions, one taking notes)

Maybe recording on tape

Analysis

Composition of answers

Written feedback by participants interview

Maybe further interviews

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Interview Performance (1)

Introduction

What is the interview good for

What is happening with the answers

The questionnaire

Often very general, then more specific

Mixture of open and closed questions

Active listening! (esp. paraphrasing)

Keep an eye on non-verbal communication

Prevent typical mistakes:

Deviation of the interviewed person

Answers too general

Uneasy atmosphere (noise, interruptions, etc.)

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Interview Performance (2)

Finish

How is the first impression

How will it go on

Interviewed person has the final say

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Interview Effect - Rosenthal Effect

Biased expectancies can essentially effect reality and create self-fulfilling prophecies as a result.

Interviewee try to please the interviewer.

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Interview Effect - Social Desirability

Do you smoke <10,

10-20 or >20 cigarettes ?Fair average!

Ähm... 15!

When we know that other people are watching us, we will tend to behave in a way we believe is socially acceptable.

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Interview Effect - Halo Effect

An individual quality serves to bias the judgment of other qualities.Attractive people are often judged as having a more desirable personality and more skills than someone of average appearance.

Attractive= rich= intelligent

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Interview Effect - Recency- Effect

A recent stimuli/observations/Experience has influence on the next.

Given a list of items to remember, we will tend to remember the last few things more than those things in the middle.

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Interview Effect - Sponsorship Bias

Influenced response of interviewees where they know the interviewers goal.

Will they reduce the man power of our department ?

Is this effective?

Views and opinions are not expressed as freely (often unconsciously) and interviewees may deliberate about appropriate and acceptable answers.

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Focus Groups

Source: Krueger & Mary, 2003, „Focus Groups“, Sage Publ., London

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Focus Group

Special form of workshop (6-8 participants)

Professional moderator

Start with problems

e.g. map collection, flipchart

Collect reasons

Then focus on optimal solution

But not only opposites of the problems

Collect reasons, too

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Prototyping (1)

Prototyping helps to detect hidden and not yet mentioned requirements of clients and users

“…but I had something different in mind”

Kinds of prototypes

Demonstration prototype

For identification of user tasks

Decision prototype

For evaluation of alternatives

Learn prototype / For better comprehension of a problem (or new techniques)

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Prototyping (2)

Prototypes can be very different

Paper prototypes e.g. graphical user interfaces

“Wizard of Oz” Prototype Development of a graphical user interface (GUI), but input will be

sent directly to an operator, who is simulating the systems behaviourand who is producing the appropriate output.

Software prototypes e.g. realized in Visual Basic

Other terms: Wire Frames; mock-ups; high-fidelity; low-fidelity

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Site Visits (1)

Observation of stakeholders in their environment

Can be done by observer, camera or computer monitoring

Objectives are

Identify fundamental knowledge, that nobody else is going to utter (implicit knowledge)

Find hidden requirements / causes

Originate a better understanding for the real situation on the side of the requirements engineers

Suitable for the development of new products; new market segments

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Site Visits (2)

1-2 interviews per day and team Analysis of data within 48 h, team debriefing very important Disadvantage:

Large amounts of irrelevant data; Time consuming

Only observation of as-is situation and possible problems

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Other Methods / Sources for Information

Analysis of existing documents

Analysis of competitor’s products

“Creation” of requirements in the sense of creativity workshops

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Creativity in Requirements Engineering

At least of the same importance is the activity of idea or requirementsgeneration in addition to requirements elicitation!

Ideas of technical nature (e.g., new features) as well as in terms of quality(make system more efficient) or organization (how to improve businessprocesses) are needed for successful system development

Creativity Techniques can be used during requirements elicitation tocreate these ideas.

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The 5 Components of Creativity Workshops

SkilledModerator

IdeaGenerator: Customer

IdeaEvaluator(Benefit): Customer

IdeaGenerator:

Tech. Competence

IdeaEvaluator

(Feasibility/Scope): Tech. Competence

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Principles of Creativity

Preexistingassociations

Newassociations

Free associationStruct. associationIntuition triggered

Concept formationAbstractionReductionAnalysisArgumentationConfrontationEmpirical eval.

AlienationAnalogyInductionTransferAdaptionAnalysisAbstractionReduction

InferenceReformulationForgetting Transformation Combination

Evaluation

Exploration

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IESE Creativity Process

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IESE Creativity Process

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IESE Creativity Process

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Anonymous Voting

Assumption Surfacing

Attribute Listing

Backward Forward Planning

Boundary Examination

Boundary Relaxation

Brain Sketching

Brainstorming

Brainwriting

Brainwriting 6-3-5

Brainwriting Game

Brainwriting Pool

Browsing

Brutethink

Bug Listing

Bullet Proofing

Bunches of Bananas

Card Story Boards

Cartoon Story Board

CATWOE

Causal Mapping

Charrette

Cherry Split

Chunking

Circle of Opportunity

Clarification

Classic Brainstorming

Collective Notebook (CNB)

Comparison Tables

Component Detailing

Concepts Fan

Consensus Mapping

Constrained Brainwriting

Contradiction Analysis

Controlling Imagery

Crawford Slip Writing

Creative Problem Solving (CPS)

Criteria for Idea-finding Potential

Critical Path Diagrams (CPD)

Decision Seminar

Delphi

Dialectical approaches

Dimensional Analysis

Disney Creativity Strategy

DO IT

Drawing

Estimate-Discuss-Estimate

Exaggeration

Excursions

Factors in Selling Ideas

False Faces

Fishbone Diagram

Five W's and H

Flow Charts

Focus Groups

Focusing

Force-Field Analysis

Force-Fit Game

Free Association

Fresh Eye

Gallery Method

Gap Analysis

Goal Orientation

Greetings Cards

Help-Hinder

Heuristic Ideation Technique (HIT)

Highlighting

Idea Advocate

Idea Card Method - Brainwriting

Ideal Final Result

Imagery for Answering Questions

Imagery Manipulation

Imaginary Brainstorming

Implementation Checklists

Improved Nominal Group Technique

Interpretive Structural Modeling

Keeping a Dream Diary

Kepner and Tregoe Method

KJ-Method

Laddering

Lateral Thinking

Listing 204

Listing Pros and Cons

Metaplan Information Market

Mind Mapping

Morphological Analysis

Morphological Forced Connections

Multiple Redefinition

Negative Brainstorming

NLP

Nominal Group Technique (NGT)

Nominal-Interacting Technique

Notebook

Observer and Merged Viewpoints

Osborn's Checklist

Other Peoples Definitions

Other Peoples Viewpoints

Paired Comparison

Panel Consensus

Paraphrasing Key Words

Personal Balance-Sheet

Phases of Integrated Problem Solving (PIPS)

Pictures as Idea Triggers

Pin Cards

PMI (Plus, Minus, Interaction)

Plan Do Check Act (PDCA)

Plusses, Potentials and Concerns

Potential-Problem Analysis (PPA)

Preliminary Questions

Problem-Centred Leadership (PCL)

Problem Inventory Analysis (PIA)

Problem Reversal

Progressive Hurdles

Progressive Revelation

Provocation

Q-sort

Quality Circles

Random Stimuli

Rawlinson Brainstorming

Receptivity to Ideas

Reframing Values

Relational Words

Relaxation

Reversals 268

Rolestorming

SCAMMPERR

SCAMPER

Sculptures

Search Conference

Sequential-Attributes Matrix

Seven-Step Model

Similarities and Differences

Simple Rating Methods

Simplex

Six Thinking Hats

Slice and Dice

Snowball Technique

Stakeholder Analysis

Sticking Dots

Stimulus Analysis

Story Writing

Strategic Assumption Testing

Strategic Choice Approach

Strategic Management Process

Strategic Options Development and Analysis (SODA)

Successive Element Integration

Super Group

Super Heroes

SWOT Analysis

Synectics 306

Systematized Direct Induction (SDI)

Technology Monitoring

Think Tank

Thril

TILMAG

Transactional Planning

Trigger Method

Trigger Sessions

TRIZ

Using Crazy ideas

Using Experts

Value Brainstorming

Value Engineering

Visualizing a Goal

Who are you?

Why Why Why (repeatable questions)

Wishing

Working with Dreams and Images

List of Creativity Techniques

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Creativity Technique: Brainwriting

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Creativity Technique: Lotus Blossom

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Creativity Technique: Storyboarding

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Creativity Technique: Remember the Future

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Creativity Technique: Morphological Box

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Creativity Technique: Clustering

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Creativity Technique: Product Box

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Elicitation Summary

Interview More time consuming Requires explicit integration of standpoints Allows better adaptation on background of the interviewed person

Workshop/Focus Group Frequently used technique Relative little expenditure of time Fundament for team creation Rational for requirements/conflicts can be discussed Problems with social structures, focus on hot spots

Observations/Site Visits Good for capturing As-Is Situation Least impact of presumptions

Creativity Techniques Help to “Generate” ideas & requirements

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Recommended Elicitation Practices (Summary)

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Questions