Software Requirements Engineering Lecture #3, Slides of Software Engineering

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SOFTWARE REQUIREMENTS

ENGINEERING

LECTURE # 3

PROBLEM

ANALYSIS

Presentation

Outline

 The Software

Team

 Problem

Analysis

 5 Steps of Problem

Analysis

 Gain Agreement on the Problem

Definition

 Understand the Root

Causes

 Identify the Stakeholder and Users

 Define the Solution System Boundary

 Identify the constraints to be imposed on

the solution

Two Teams of Work

The Software

Team

6

 Effective requirements management can be

accomplished only by

an effective software

team.

 Requirements management touches every team

member in different ways.

 Effective requirements management requires mastering

six team skills.

Requisite Team Skills for

Effective

Requirements

Management

8

 six team skills that are necessary for a modern

software team to

successfully address the requirements challenge are

mentioned here

 Team Skill 1, Analyzing the Problem

 Team Skill 2, Understanding User and

Stakeholder Needs

 Team Skill 3, Defining the System

 Team Skill 4, Managing

Scope

 Team Skill 5, Refining the System

Definition

 Team Skill 6, Building the Right

System

Team Members Project Management

Skills

Requisite Team Skills for

Effective

Requirements

Management

8

Team Members Project Management

Skills

Requirements Engineer /

Analyst [2]

10

Tasks of Requirements Engineer

/Analyst [2]

11

 Define Business

Needs.

 Identify Project Stakeholders and

user classes

 Elicit

Requirements

 Analyze

Requirements

Problem

Analysis [1]

13

 Problems and opportunities are just flip

sidessame coin; of the your problem is my

opportunity.

 Problem analysis is the process of

understanding

real-world problems and user's needs

and proposing

 Problem solutions to domain meet must those needs. be analyzed and

understood,explore a variety of solution

domains.

 Find the optimal solution for the problem

amongvariety the of

solutions.

 In order to be able to do problem

analysis, we

should know what a problem is, a

problem can be

defined as the difference between

things as

perceived and things as desired.

Problem

Analysis [1]

14





Changing the user's desire or perception may be

the most

cost-effective approach to address a problem.

Practical experience shows many examples

where changing

the perception led to the highest-quality, fastest,

and cheapest

solutions available

 As problem solvers, it is recommended to explore

these alternative

solutions before leaping into a new system solution.

 However, when these alternative activities fail to

reduce this

gap, then we have to actively change the

distance between

perception and desire by defining and

implementing new

systems

Gain Agreement on the problem

definition 16

 The first step is to gain agreement on the definition of the

problem to be solved.

 One of the simplest ways to gain this agreement is to simply write

the problem down and see whether everyone

agrees.

The problem

Statement

17

 You may find it helpful to write your problem

downstandardized in a format (Table

1).

Table 1: Problem

Statement Format

Proble

m

Descripti

on

The Problem

of

Affects

Describe the

problem.

Identify stakeholders affected by the

problem.

The result of

which

Describe the impact of this problem on

stakeholders and business

activity.

Benefits

of

Indicate the proposed solution and list a few

key benefits.

Step 2: Understand the Root

Causes

19









This cost includes rework, scrap, customer dissatisfaction, employee turnover, and

other factors that are

negative-value activities.

Production waste, or "scrap," was found to be one of the largest contributors after

quantification of its cost of nonconformance

TQM teaches us the use of the fishbone diagram (see Figure 1) to identify the

problems behind

the problem. Each source that contributes towards failure are listed as one of the

"bones" on the diagram.

Step 2: Understand the Root

Causes

20

 OK, so how do you determine the root causes? In many cases, it's

a simple matter

of asking the people directly involved what they think the

root cause is.

 If the problem is more serious then it may be necessary to

perform a detailed

investigation of each contributing problem and to quantify its

individual impact.

 This could vary from perhaps simple brainstorming by participants to a

small data collection project or, potentially, to a more detailed

experiment.