Lecture 12Ch. 9: Strategies for Analysts

SE3821 Software Requirements and SpecificationDr. Rob Hasker (based on slides by Dr. Brad Dennis)

Review of Ch. 8• Looking at business processes, goals increases opportunities

for innovation• Also: increased risk• People like to feel good about their purchases, trust the

business, be connected, and convenience• Opportunities for innovation!

• UX:• Determined by the user, not the team• Progression: understand the user -> analyze the task -> allocation

function -> build UI• Optimally viable solutions

• Capture compromises; reasons must be documented

Conception

Scoping the project

Investigating the work

Determining the product

Defining requirements

Ch. 9: from how-now to how-future

• How do we know when to move from one stage to the next?

Three general requirements profiles• External strategy• development to be outsourced

• Iterative strategy• small increments, increments integrated with

capturing requirements• Sequential strategy• signoffs for requirements, no iteration

The requirements progressionConception

Core idea for project

Scoping

Identify the work to be studied

Work investigation

Accumulate sufficient knowledge of the work to shape a product

Product determination

Determine scope of the product

Define requirements

Write the features and qualitiesDocument rationale, fit criteria

When finished with conception?• Strategic goal of the project is firmly established• Project owner/sponsor identified• Key stakeholders identified• And have access!

• External projects:• Solution, budget, time constraints identified• Supplier, contractor identified

• Iterative projects:• The vision is settled

• Sequential projects:• Solution, budget, time constraints identified

Pair Exercise• Take 2 minutes and review your notes with a partner.• Each group pick one of the types of projects and argue• External, sequential: how would you apply Scrum?• Iterative: how does this differ from classic Scrum?

When finished scoping?• Defined interfaces between the work and the rest of the

world• Can partition the work into chunks• External:

• All stakeholders identified• Goal is measurable• Goal is feasible within constraints

• Iterative:• Can prioritize chunks using some measure of value

• Sequential:• All stakeholders identified

When finished investigating the work?

1. External:a. Product scope, basic functionality is well-understoodb. Business use cases are recordedc. Ready to solicit bids from contractors

2. Iterative:a. Have selected a BUC (or cases) to targetb. Optimal product scope can be determined

3. Sequential:a. Product scope, basic functionality is well-understoodb. Documentation captures this information

When finished determining the product?

•Product scope well-defined•Have PUC, activity diagram, user stories or other model• Sufficient for external or sequential

• Iterative: have determined the portion of the BUC that can be automated profitably

When finished defining the requirements?

1.External:a. You’ve defined each requirement, atomically, measurable,

justifiably and traceable.

When finished defining the requirements?

1.External:a. You’ve defined each requirement, atomically, measurable,

justifiably and traceable.

What does this mean?

When finished defining the requirements?

1.External:a. You’ve defined each requirement, atomically, measurable,

justifiably and traceable.2.Iterative:

a. You’ve captured the functional and non-functional requirements for the PUC, their justification and their fit criteria.

3. Sequential:a. You’ve defined each requirement, atomically, measurable,

justifiably and traceable.

External Progression

Iterative Progression

Sequential Progression

Group Exercise• With your project group, take 1 Business Use Case and

draft two competing alternatives for automation boundaries.• Be prepared to present them to the class.