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Register a new userAgile Islands in a Waterfall Environment: Requirements Engineering Challenges and Strategies in Automotive
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Added by
Eric Knauss
Publication date
2021
fields
Informatics Engineering
and research's language is
English
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[Context & motivation] Driven by the need for faster time-to-market and reduced development lead-time, large-scale systems engineering companies are adopting agile methods in their organizations. This agile transformation is challenging and it is common that adoption starts bottom-up with agile software teams within the context of traditional company structures. [Question/Problem] This creates the challenge of agile teams working within a document-centric and plan-driven (or waterfall) environment. While it may be desirable to take the best of both worlds, it is not clear how that can be achieved especially with respect to managing requirements in large-scale systems. [Principal ideas/Results] This paper presents an exploratory case study at an automotive company, focusing on two departments of a large-scale systems company that is in the process of company-wide agile adoption. [Contribution] We present challenges related to requirements engineering that agile teams face while working within a larger plan-driven context and propose potential strategies to mitigate the challenges. Challenges relate to, e.g., development teams not being aware of the high-level requirement and dealing with flexibility of writing user stories. We found that strategies for overcoming most of these challenges are still lacking and thus call for more research.
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The design of software systems inevitably enacts normative boundaries around the site of intervention. These boundaries are, in part, a reflection of the values, ethics, power, and politics of the situation and the process of design itself. This paper argues that Requirements Engineering (RE) require more robust frameworks and techniques to navigate the values implicit in systems design work. To this end, we present the findings from a case of action research where we employed Critical Systems Heuristics (CSH), a framework from Critical Systems Thinking (CST) during requirements gathering for Homesound, a system to safeguard elderly people living alone while protecting their autonomy. We use categories from CSH to inform expert interviews and reflection, showing how CSH can be simply combined with RE techniques (such as the Volere template) to explore and reveal the value-judgements underlying requirements.
Effective requirements management plays an important role when it comes to the support of product development teams in the automotive industry. A precise positioning of new cars in the market is based on features and characteristics described as requirements as well as on costs and profits. [Question/problem] However, introducing or changing requirements does not only impact the product and its parts, but may lead to overhead costs in the OEM due to increased complexity. The raised overhead costs may well exceed expected gains or costs from the changed requirements. [Principal ideas/results] By connecting requirements with direct and overhead costs, decision making based on requirements could become more valuable. [Contribution] This problem statement results from a detailed examination of the effects of requirements management practices on process complexity and vice versa as well as on how todays requirements management tools assist in this respect. We present findings from a joined research project of RWTH Aachen University and Volkswagen
Agile processes are now widely practiced by software engineering (SE) teams, and the agile manifesto claims that agile methods support responding to changes well. However, no study appears to have researched whether this is accurate in reality. Requirements changes (RCs) are inevitable in any software development environment, and we wanted to acquire a holistic picture of how RCs occur and are handled in agile SE teams in practice. We also wanted to know whether responding to changes is the only or a main reason for software teams to use agile in their projects. To do this we conducted a mixed-methods research study which comprised of interviews of 10 agile practitioners from New Zealand and Australia, a literature review, and an in-depth survey with the participation of 40 agile practitioners world-wide. Through this study we identified different types of RCs, their origination including reasons for origination, forms, sources, carriers, and events at which they originate, challenging nature, and finally whether agile helps to respond to changes or not. We also found that agile teams seem to be reluctant to accept RCs, and therefore, they use several mitigation strategies. Additionally, as they accept the RCs, they use a variety of techniques to handle them. Furthermore, we found that agile allowing better response to RCs is only a minor reason for practicing agile. Several more important reasons included being able to deliver the product in a shorter period and increasing team productivity. Practitioners stated this improves the agile team environment and thus are the real motivators for teams to practice agile. Finally, we provide a set of practical recommendations that can be used to better handle RCs effectively in agile software development environments.
In their seminal paper in the ACM Transactions on Software Engineering and Methodology, Zave and Jackson established a core ontology for Requirements Engineering (RE) and used it to formulate the requirements problem, thereby defining what it means to successfully complete RE. Given that stakeholders of the system-to-be communicate the information needed to perform RE, we show that Zave and Jacksons ontology is incomplete. It does not cover all types of basic concerns that the stakeholders communicate. These include beliefs, desires, intentions, and attitudes. In response, we propose a core ontology that covers these concerns and is grounded in sound conceptual foundations resting on a foundational ontology. The new core ontology for RE leads to a new formulation of the requirements problem that extends Zave and Jacksons formulation. We thereby establish new standards for what minimum information should be represented in RE languages and new criteria for determining whether RE has been successfully completed.
A Software Engineering project depends significantly on team performance, as does any activity that involves human interaction. In the last years, the traditional perspective on software development is changing and agile methods have received considerable attention. Among other attributes, the ageists claim that fostering creativity is one of the keys to response to common problems and challenges of software development today. The development of new software products requires the generation of novel and useful ideas. It is a conceptual framework introduced in the Agile Manifesto in 2001. This paper is written in support of agile practices in terms of significance of teamwork for the success of software projects. Survey is used as a research method to know the significance of teamwork.
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