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Visure Solutions Keynote06222009 V3
- 1. Requirements Engineering at a Large Scale
The Requirements Week, El Arte de navegar con requisitos
Copyright © Siemens AG 2009. All rights reserved.
- 2. Table f C t t
T bl of Contents
Goals of this talk
Industrial requirements engineering challenges
Project setting: Public address and information system
Challenges and lessons learned
C
Key success factors in large scale RE projects
Q&A
Curriculum vitae
References
Copyright © Siemens AG 2009. All rights reserved.
Page 2 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 3. Siemens Healthcare
THE Integrated Healthcare Company
I t t d H lth C
in-vivo diagnostics (imaging)
X-Ray Computed Magnetic Molecular Ultrasound Oncology
Tomography Resonance Imaging
Healthcare IT
in-vitro diagnostics (l b t
i it di ti (laboratory systems)
t )
Immunodiagnostics Nucleid Acid Clinical Chemistry Hematology Urinalysis Lab Automation Near Patient
Testing Testing
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Page 3 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 4. Siemens Healthcare
Global
Gl b l presence
Llanberis Sudbury
DX DX
Hoffman Estates Marburg
(Chicago) Dublin Oxford DX
MI DX MR, MI
Piscataway Erlangen/Forchheim
AX, RS AX, SP, CT, MR, A, RS
Elkhart AU Seoul
DX New Jersey HS, CV, RV, IKM, CS US
DX Kemnath
Deerfield Flanders Kyongju-si
Issaquah DX CV US
US DX Wales
Tarrytown Rudolstadt
DX
Concord DX RV Suzhou
OCS Malvern Heidelberg A
HS OCS Wuxi
Los Angeles Walpole Madrid
DX Cary Goa RV
CS DX SP Shanghai
CV
Mountain View CT, AX, CV
US Shenzhen
Knoxville MR
MI Bangalore Indonesia
HS, IKM A
Divisions/Headquarters
q Singapore
Major manufacturing sites A
~49,000 employees worldwide
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Page 4 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 5. Siemens Healthcare
Development of sales and employee numbers
D l t f l d l b
Sales according to region
Germany
y
9%
Europe
Asia (without Germany)
17% %
31%
Employees according to region1)
Americas Germany Europe
43% 23% (without Germany)
17%
Asia Americas
17% 43%
1) Employees worldwide as of Sept. 30, 2008
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Page 5 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 6. IKM:
IKM syngo
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Page 6 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 7. Requirements Engineering Global Technology Field (RE GTF)
Excellence in RE is determinant for Siemens’
Global Competitiveness. A l
Gl b l C titi large majority of
j it f Princeton Beijing
businesses are challenged by: 2004/8
CoC Europe
CoC Americas
Embedded software content strongly 2003 CoC China
2007
CoC India
increasing in complex systems (e.g. medical
2009
engineering, power generation systems)
Munich Erlangen
RE i a k di i li f Si
is key discipline for Siemens b i a
being
Bangalore
g
technology trendsetter
The RE GTF is a group of key
Increased speed-to-market is a must e.g.
p g experts and provides best-practice,
75% of products sold in e.g. medical Siemens-specific and high
engineering are less 3 years old productivity technology assets
(approach, methods, techniques/
Ad
Advanced RE t h l i are needed t
d technologies d d to tools) to master challenges and
manage complexity of mechatronics make sure that projects are
systems delivered with success.
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Page 7 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 8. Requirements Engineering Global Technology
Field T h l
Fi ld Technology Areas
A
RE
Reference
Approach
A h
RE
RE
Awareness
Methods
& Skills RE
Excellence
RE
RE
Improvement
Tooling
Framework
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Page 8 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 9. Goals f thi T lk
G l of this Talk
Share some experiences and lessons learned from large scale RE
projects
Outline key success factors necessary for delivering successful
projects in complex environments
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Page 9 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 10. Industrial R
I d t i l Requirements Engineering Challenges
i t E i i Ch ll
Challenges Business Impact
RE basics not well understood High likelihood of project failure
and executed Quality of single requirements not sufficient, unrealistic product scope
Increased rework (> 50% project effort)
Lack f d
L k of end-to-end upstream/
d / Mismatch with market needs
Mi h ih k d
downstream integration Difficult to manage system development from a portfolio perspective;
Process interfaces well integrated
Prioritization of features across products error prone
T i is labor intensive and difficult to manage
Tracing i l b i t i d diffi lt t
Requirements do not support business goals
Lack of productive/ scalable Lowered development staff productivity, high injection rate of RE
requirements methods
q defects
Inefficient modeling and analysis of product requirements
Roadblock for automating development tasks
Distributed teams interact Product requirements mismatch with market expectations
inefficiently Requirements difficult to communicate/ interpret
Missing tool integration leads to work errors, lowered productivity
Benefits of reuse not realized Product-line/ platform efforts are challenged
Existing requirements need to be redefined
No reuse of architectural, testing and coding artifacts
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Page 10 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 11. Project Setting: Public Address Information
System f a L
S t for Large City Somewhere in the World
Cit S h i th W ld
3/2007 7/2007 11/2008 Time
Specification set Specification set Specification set
#1 approved #2 approved #3 approved
Project description:
Deliverables:
•Project value: 160 million $ •9 system requirements specifications
•80 staff project team 6 full time requirements engineers
team, full-time •RE M
RE Management Pl
Plan
to deal with 4,000 contract requirements •Traceability reporting tool for project manager
•Project work in 4 different countries/ continents
Project objectives: Unique Value Add:
•To develop high quality system requirements •Approved specifications enable development team to
specifications streamline system development
• Refining requirements engineering approach (process, •Dramatic business risk reduction of not delivering the
methods, tools)
) project on time
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Page 11 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 12. Challenges Faced in Projects
Ch ll F di P j t
C1.
C1 Large number of customer
requirements
C2. Formal interface to customer
C3. Management of customer
expectations
C4. Changing technologies
C5. Distributed teams
C6. Traceability
C7. Scope change and creep
C8. Resource fluctuation
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Page 12 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 13. Requirements Development
Lesson 1: D
L 1 Develop a well-structured feature list
l ll t t df t li t
Challenges:
C1. Large number of customer requirements
C1 L b f i
C5. Distributed teams
Lesson learned:
Feature lists often frozen for planning, budgeting, staffing, etc.
Changes to a feature list late in the development lifecycle are
expensive
Changes require approval by customer, rework of documentation,
updated tracing, etc.
Time and effort needs to be spent to create a well-structured feature list
U d t di the feature complexities and interdependencies i
Understanding th f t l iti di t d d i is
important
Several iterations should be conducted
Features should be arranged in a domain-logical hierarchy
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Page 13 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 14. Requirements Development
Lesson 2: Obtain a good understanding of
customer requirements
t i t
Challenges:
C1. Large number of customer requirements
C1 L b f t i t
C2. Formal interface to customer
C3. Management of customer expectations
g p
C7. Scope change and creep
Lesson learned:
Large number of customer requirements; customer often did not have
proper understanding
Customer requirements need to be clarified early in the development
process
Concepts of operation
Prototypes
Management of customer expectations crucial
Cl if what t expect f
Clarify h t to t from a prototype
t t
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Page 14 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 15. Requirements Development
Lesson 3: U specification approaches that scale
L 3 Use ifi ti h th t l
Challenges:
C1.
C Large number of customer requirements
f
C5. Distributed teams
Lesson learned:
"shall" statements are insufficient for capturing system requirements
of complex software systems
Grey box use cases have proven to be successful
White box on the system level
Black box on subsystem level
Approach g
pp greatly increased readability and manageability of
y y g y
requirements specifications
Validated by feedback from customer and software validation test
team
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Page 15 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 16. Requirements Development
Lesson 4: Separate requirements and design
decisions
d i i
Challenges:
C4. Changing technology
Lesson learned:
L l d
Requirements engineering is a wicked problem
Creation of a solution affects perception of problem
Requirements keep changing as solutions are prototyped and shown
to the customer
Cost of change to requirements should be minimized
Reduce number of avoidable changes to requirements by removing
unnecessary d i d t il
design details
Technology of solutions is changing
Tradeoff between abstraction and detail
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Page 16 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 17. Requirements Management
Lesson 5: E t bli h a traceability model
L 5 Establish t bilit d l
Challenges:
C6.
C6 Traceability
C7. Scope change and creep
Lesson learned:
Ad-hoc tracing is of low quality and requires significant rework
Tracing should be done with a purpose
Artifacts to be traced, tracing granularity, tool support, people
responsible, etc.
Establishing traceability model early
Enables project members to understand the tracing strategy and
their responsibilities
SSupports impact analysis, progress t ki
t i t l i tracking, t ti
testing, and
d
budgeting
Traceability model needs to be properly documented and
communicated
i t d
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Page 17 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 18. Requirements Management
Lesson 6: Define a traceability measurement
process
Challenges:
C6. T
C6 Traceability
bili
Lesson learned:
Traceability measurement process enables
tracking of tracing progress
M Meaningful measurement objectives and corresponding measures
i f l t bj ti d di
need to be defined
Automation important for facilitating collection p
p g process
In our experience, collecting on a weekly basis and assigning action
items on a bi-weekly basis works best
The best frequency of measurements was determined in small
pilot project
Adjustments were made as the project progressed
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Page 18 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 19. Requirements Management
Lesson 7: P
L 7 Provide project status visualizations
id j t t t i li ti
Challenges:
C5. Distributed teams
C5 Di t ib t d t
C6. Traceability
Lesson learned:
Visualizations communicate project
status to team members and
t t t t b d
management
Project status can be visualized
using a dashboard or other project-
specific visualization
Should be posted in a communal
area
Resulted in considerable increase
in tracing quality
q alit
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Page 19 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 20. Requirements Management
Lesson 8: Establish effective documentation
standards and review processes
t d d d i
Challenges:
C5. Di ib d
C5 Distributed teams
C8. Resource fluctuation
Lesson learned:
Establishment of documentation standards important
Enable consistency of work products
Industrial standards, e.g., IEEE 830, can be used as a starting
point
Document templates facilitate enforcing documentation standards
Documentation standards facilitate the review of work products
QA manager needs to have authority to ensure that review
process is followed
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Page 20 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 21. Key Success F t
K S Factors in Large Scale RE Projects
i L S l P j t
1.
1 Subject matter experts are available as needed
2. The customer is properly managed
3. A qualified full-time architect manages nonfunctional requirements
4. Requirements elicitation starts with marketing and sales
5. An effective requirements management process is in place
6. Requirements reviews are conducted for all new draft requirements
and for all changed requirements or features
7. Requirements engineers are trained and experienced
8. Requirements p
q processes are pproven and scalable
9. Progress and quality indicators are defined
10. The tools increase productivity and quality
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Page 21 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 22. ¿Preguntas?
P t ?
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Page 22 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 23. Our d
O documented experience of about 5 years …
t d i f b t
1.Introduction
1 Introduction
2.Requirements Engineering artifact
modeling
3.Eliciting
3 Eliciting requirements
4.Requirements modeling
5.Quality attribute requirements
6.Requirements management
7.Requirements driven testing
8.Rapid development techniques for
requirements evolution
9.Distributed requirements engineering
10.Hazard analysis and threat modeling
y g
11.Conclusions
Link to web site McGrawHill
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Page 23 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 24. References
R f
1. Rudorfer,
1 Rudorfer Arnold; Berenbach Brian: Requirements Engineering Global
Berenbach,
Technology Field Description, SCR, 2009
2. Brian Berenbach, Dan Paulish, Juergen Kazmeier, Arnold Rudorfer: Software
Systems Requirements Engineering in Practice, McGraw Hill 2009
S G
3. Sascha Konrad, Michael Gall: Requirements Engineering in Large Scale
Systems, RE’08, Barcelona, Spain
4. Manfred Broy, Eva Geisberger, Juergen Kazmeier, Arnold Rudorfer, Klaus
Beetz: Ein Requirements Engineering Referenzmodell, Informatikspektrum
03/04-2007
5. Achatz, R., Berenbach, B., Broy, M., Kazmeier, J., Ros, J., Rudorfer, A.,
Subramanyan, R.: Requirements Engineering: A Key to Business Success
for Siemens. Siemens Corporate Research (SCR) Technical Report March
Siemens Report,
2006.
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Page 24 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 25. Curriculum Vitae Arnold Rudorfer
C i l Vit A ld R d f
Head Software Engineering Process
Group
Siemens Healthcare Imaging&IT
S &
Image and Knowledge Management
Tel.: +49 9131 84 22 99
Cell: +49 174 1537-825
Email: arnold.rudorfer@siemens.com
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Page 25 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 26. Curriculum Vitae A
C i l Vit Arnold R d f (
ld Rudorfer (cont.’d)
t ’d)
1994 -1996
1996 European Software Institute, Managing Director’s Personal
Director s
Assistant, Project Engineer
1996 – 1998 Institutet foer Verkstadeknisk, Center for Software
Engineering, Project Leader
1998 – 2000 Meta4 N.V., Manager User Interface Design and Usability
Engineering
2000 – 2004 Siemens Corporate Research, Manager User Interface
Design Center
D i C t
2004 – 2009 Siemens Corporate Research, Requirements Engineering
Global Technology Field Leader
2009 till today Siemens Healthcare, Head Software Engineering Process
Group
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Page 26 Arnold Rudorfer, Siemens Healthcare Siemens Healthcare
- 27. End
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