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GETTING TO THE CORE
REQUIREMENTS GATHERING INTHE WILD
SPEAKERS
Femke Goedhart
Business Consultant - Silverside,The Netherlands
f.goedhart@Silverside.nl
@FemkeGoedhart
nl.linkedin.com/in/femkegoedhart
Sophie Lavignac-Le Madec
Senior Engineer Messaging & Collaboration at SES, Luxembourg
sophie.lavignac@ses.com
lu.linkedin.com/pub/sophie-le-madec/6/2b0/653
“Knowing what you get
before you get it”
REALITY….
It’s all critical!
No timeWe assumed…
Scope???
THEY DON’T USE IT
ROI?
DEVELOPMENT WORK
Rework
40%
Development
60%
Shull et al. 2002, GAO 2004
INFLUENCE OF
REQUIREMENTS ON REWORK
Rework
40%
Requirement Errors
75%
Other
25%
Leffingwell 1997
COST OF REWORK
1x
Requirem
ents
phase
D
evelopm
ent
phase
Production
phase
COST OF REWORK
1x
2-3x
Requirem
ents
phase
D
evelopm
ent
phase
Production
phase
Requirem
ents
phase
D
evelopm
ent
phase
Production
phase
1x
2-3x
100x
Boehm 1981; Grady 1999; Haskins 2004
COST OF REWORK
All we really need
is some document
management!
Ok, but is that all?
Exam
ple
Well yes, but we
expect it to also do
… and … and …
Mmm…. ok, is
document
management really
what you need then?
Exam
ple
Development phase
Requirements phase
Signoff
$$$
$
REQUIREMENTS
Vision & Scope
User Requirements
Software Requirements
specification
INCREASING LEVELS OF DETAILS:
Vision & Scope document
User requirements document
Software requirements specification
Business
requirement
Business rules
User
requirement
Quality
Attribute
External
interfaces
Functional
requirement
System
requirement
Constraints
Non-Functional
requirement
Software Requirements Third edition,Wiegers & Beatty
START WITHTHE WHY
Vision & Scope document
User requirements document
Software requirements specification
WHY
HOW
WHAT
REQUIREMENT DOCUMENTS?
Vision & Scope
User Requirements
Software Requirements
specification
Project Charter
Functional Design
Technical Design
Project requirements document
Project initiation document
etc, etc…
Requirements Engineering
Requirements Development Requirements Management
Analysis ValidationSpecificationElicitation Change Mgt
STAGES
Software Requirements Third edition,Wiegers & Beatty
Requirements Engineering
Requirements Development Requirements Management
Analysis ValidationSpecificationElicitation Change Mgt
Software Requirements Third edition,Wiegers & Beatty
ElicitationRequirements DevelopmentRequirements Engineering
Budget &Time?
Waterfall or Agile?
User centric or Product centric?
SCOPE
ElicitationRequirements DevelopmentRequirements Engineering
DiscoverDesignDevelopTest
Discover
Develop
Design
Test
Sprint #1
Sprint #2
Sprint #3
Discover
Develop
Design
Test
Discover
Develop
Design
Test
AGILE
OR
WATERFALL?
WHO ?
ElicitationRequirements DevelopmentRequirements Engineering
OWNER
WHO ELSE?
ElicitationRequirements DevelopmentRequirements Engineering
Who will use it?
Who will depend on it?
Who has a stake in it?
OWNER
WHO ELSE?
• Direct users
• Indirect users
• Stakeholders
• Sponsors
• Acquirer
• Management
• Compliance auditor
• Suppliers
• Regulatory body
• Quality assurance
• Etc, etc…….
ElicitationRequirements DevelopmentRequirements Engineering
Who will use it?
Who will depend on it?
Who has a stake in it?
OWNER
ElicitationRequirements DevelopmentRequirements Engineering
Yes! that’s what we
want!
Well I think
something else is
more important!
That’s not what I
wanted!
Exam
ple
TACTICS FOR GATHERING
REQUIREMENTS
• Interviews
• Focus groups
• Observation
• Document studies
• RFP Documents
• Workshops
• Questionnaires
• Incident & compliance systems
• SME’s
• Market research
• Review of current systems
• ….
ElicitationRequirements DevelopmentRequirements Engineering
TACTICS FOR GATHERING
REQUIREMENTS
• Interviews
• Focus groups
• Observation
• Document studies
• RFP Documents
• Workshops
• Questionnaires
• Incident & compliance systems
• SME’s
• Market research
• Review of current systems
• ….
ElicitationRequirements DevelopmentRequirements Engineering
Talking
!=
Listening!
METHODS
ElicitationRequirements DevelopmentRequirements Engineering
Creative Problem Solving (Isaken & Treffinger)
• Mess finding
• Data finding
• Problem finding
• Idea finding
• Solution finding
• Acceptance finding
METHODS
ElicitationRequirements DevelopmentRequirements Engineering
Iterative question asking (Sakichi Toyoda)
• Why?
• Why?
• Why?
• Why?
• Why? <-Root cause
ElicitationRequirements DevelopmentRequirements Engineering
Requirements Engineering
Requirements Development Requirements Management
Analysis ValidationSpecificationElicitation Change Mgt
Software Requirements Third edition,Wiegers & Beatty
SMART
• Specific
• What? Why? Who? Where? Which?
• Measurable
• How much? How many? Is it quantifiable?
• Attainable
• Can it be achieved with the resources & facilities available?
• Relevant
• Does it relate to the project vision & scope?
• Timely
• Can I set a date to it?
AnalysisRequirements DevelopmentRequirements Engineering
PRIORITISE
AnalysisRequirements DevelopmentRequirements Engineering
MOSCOW
AnalysisRequirements DevelopmentRequirements Engineering
• Must
• Should
• Could
• Won’t (or would)
MOSCOW
AnalysisRequirements DevelopmentRequirements Engineering
Requirement M S C W
Insert multiple order lines x
Create an export of closed orders x
Allow to copy order details to allow
quick registration
x
Allow for inserting personal notes on
orders
x
MOSCOW
AnalysisRequirements DevelopmentRequirements Engineering
Requirement Costs M S C W
Insert multiple order lines $100 x
Create an export of closed orders $1500 x x
Allow to copy order details to allow
quick registration
$250 x
Allow for inserting personal notes on
orders
$100 x x
EISENHOWER DECISION MATRIX
AnalysisRequirements DevelopmentRequirements Engineering
Urgent Not Urgent
Important
Not
Important
PRIORITISE
AnalysisRequirements DevelopmentRequirements Engineering
Urgent Not Urgent
Important Must! Should
Not
Important
Could
Won’t
(Nice to
have)
AnalysisRequirements DevelopmentRequirements Engineering
KEEP IT SIMPLE STUPID
Requirements Engineering
Requirements Development Requirements Management
Analysis ValidationSpecificationElicitation Change Mgt
Software Requirements Third edition,Wiegers & Beatty
UNIFIED MODELLING LANGUAGE
Structural UML diagrams
• Class diagram
• Component diagram
• Composite structure diagram
• Deployment diagram
• Object diagram
• Package diagram
• Profile diagram
SpecificationRequirements DevelopmentRequirements Engineering
Behavioural UML diagrams
• Activity diagram
• Communication diagram
• Interaction overview diagram
• Sequence diagram
• State diagram
• Timing diagram
• Use case diagram
SpecificationRequirements DevelopmentRequirements Engineering
VISUALISE
WRITE IT DOWN
• Build prototypes
• Provide demo’s of similar functionality
• Models & Diagrams
• Draw out process- and workflows
• Mockups of screens & forms
• Use cases, function descriptions
• Tell it as a story:“a day in the life of…”
SpecificationRequirements DevelopmentRequirements Engineering
TALKTHETALK…
SpecificationRequirements DevelopmentRequirements Engineering
User
??
Developer
??
TALKTHETALK…
SpecificationRequirements DevelopmentRequirements Engineering
User
??
Developer
??
Management
$$$?
example
ElicitationRequirements DevelopmentRequirements Engineering
ElicitationRequirements DevelopmentRequirements Engineering
Requirements Engineering
Requirements Development Requirements Management
Analysis ValidationSpecificationElicitation Change Mgt
Software Requirements Third edition,Wiegers & Beatty
EXPECTATION GAP
ValidationRequirements DevelopmentRequirements Engineering
Time —>
What the developer builds
What the user wants
Expectation gap
Software Requirements Third edition,Wiegers & Beatty
EXPECTATION GAP
ValidationRequirements DevelopmentRequirements Engineering
Time —>
What the developer builds
What the user wants
Expectation gap
contact pointcontact point
Software Requirements Third edition,Wiegers & Beatty
PLAY IT BACK!
“I ‘ve heard that…”
“I understand you want…”
“You expect it to…”
etc. etc…
ValidationRequirements DevelopmentRequirements Engineering
ROLE
Check your personal feelings at the door
but don’t forget to keep an eye on project
scope & constraints!
ValidationRequirements DevelopmentRequirements Engineering
4-EYES PRINCIPLE
ValidationRequirements DevelopmentRequirements Engineering
ValidationRequirements DevelopmentRequirements Engineering
SIGN OFF ONTHE
REQUIREMENT BASELINE
ElicitationRequirements DevelopmentRequirements Engineering
Exam
ple
Requirements Engineering
Requirements Development Requirements Management
Analysis ValidationSpecificationElicitation Change Mgt
Software Requirements Third edition,Wiegers & Beatty
Change managementRequirements DevelopmentRequirements Engineering
THINGS CHANGE
– Douglas Hofstadter
“Hofstadter's Law:
It always takes longer than you expect, even when you
take Hofstadter's Law into account”
Change managementRequirements DevelopmentRequirements Engineering
MANAGE CHANGES
• Set up a formal RFC (Request For Change) process
• Register all changes and use version control
• Translate into effect (impact on time, costs & end result)
• (Re-)Prioritise
• Communicate
• Sign off on changed requirements
Change managementRequirements DevelopmentRequirements Engineering
WRAP UP
• Treat Requirements Gathering as if it’s a project on its own
• Assign or free up enough resources
• Evaluate afterwards (improvements for future projects)
• Incorporate an outsiders view
• Don’t set it in stone…. things change, just make sure you manage it!
• Be open… you might be pleasantly surprised!
QUESTIONS?
Femke Goedhart
f.goedhart@Silverside.nl
@FemkeGoedhart
nl.linkedin.com/in/femkegoedhart
Sophie Lavignac-Le Madec
sophie.lavignac@ses.com
lu.linkedin.com/pub/sophie-le-madec/6/2b0/653

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Getting to the core, requirements gathering in the wild