Visure Solutions Keynote06222009 V3

Requirements Engineering at a Large ScaleRequirements Engineering at a Large ScaleThe Requirements Week, El Arte de navegar con requisitos

Copyright © Siemens AG 2009. All rights reserved.

T bl f C t tTable of Contents

Goals of this talk Goals of this talk Industrial requirements engineering challenges Project setting: Public address and information system

C Challenges and lessons learned Key success factors in large scale RE projects Q&A Curriculum vitae References

Page 2 Arnold Rudorfer, Siemens Healthcare

Copyright © Siemens AG 2009. All rights reserved.Siemens Healthcare

Siemens HealthcareTHE I t t d H lth CTHE Integrated Healthcare Company

in-vivo diagnostics (imaging)

X-Ray ComputedTomography

MagneticResonance

MolecularImaging

Ultrasound Oncology

i it di ti (l b t t )

Tomography Resonance Imaging

Healthcare IT

in-vitro diagnostics (laboratory systems)

Immunodiagnostics Clinical ChemistryNucleid AcidTesting

Hematology Lab AutomationUrinalysis Near PatientTesting



Siemens HealthcareGl b lGlobal presence

Hoffman Estates(Chicago) Oxford Dublin

Llanberis DX

Sudbury DX

Marburg DX(Chicago)

MI AX, RS Piscataway

AU

MR, MI Erlangen/Forchheim AX, SP, CT, MR, A, RS HS, CV, RV, IKM, CSKemnath CV

Kyongju-si US

DX

Flanders DX

Issaquah US

Seoul US

Elkhart DX

DX

New Jersey DX

WalesDeerfield DX

Concord OCS

Madrid SP Shanghai

Malvern HS

Suzhou A

Goa CV

Rudolstadt RV

Wuxi RV

DX US

Heidelberg OCS

Cary CS

Walpole DX

Wales DX

Los Angeles DX

Tarrytown DX

Knoxville MI

Singapore

Shanghai CT, AX, CVMountain View

US Shenzhen MR

CV

Indonesia A

Bangalore HS, IKMDivisions/Headquarters

CS

Singapore A

qMajor manufacturing sites



~49,000 employees worldwide

Siemens HealthcareD l t f l d l bDevelopment of sales and employee numbers

Germany

Sales according to region

Asia17%

y9%

Europe (without Germany)

31%

Employees according to region1)%

Americas43%

Europe(without Germany)

17%

Germany23%

Asia17%

Americas43%



1) Employees worldwide as of Sept. 30, 2008

IKMIKM: syngo



Requirements Engineering Global Technology Field (RE GTF)

Excellence in RE is determinant for Siemens’ Gl b l C titi A l j it fGlobal Competitiveness. A large majority of businesses are challenged by:

Embedded software content strongly

Princeton Beijing

CoC Americas

CoC Europe

CoC China2003

2004/8

2007Embedded software content strongly increasing in complex systems (e.g. medical engineering, power generation systems)

RE i k di i li f Si b iMunich Erlangen

Bangalore

CoC India2009

RE is a key discipline for Siemens being a technology trendsetter

Increased speed-to-market is a must e.g. The RE GTF is a group of key experts and provides best-practice,

g

p g75% of products sold in e.g. medical engineering are less 3 years old

Ad d RE t h l i d d t

Siemens-specific and high productivity technology assets (approach, methods, techniques/ tools) to master challenges and Advanced RE technologies are needed to

manage complexity of mechatronics systems

tools) to master challenges and make sure that projects are delivered with success.



Requirements Engineering Global Technology Fi ld T h l AField Technology Areas

REReferenceA hApproach

RERE

RE Excellence

REMethodsAwareness

& Skills

Excellence

RE RERE Tooling Improvement

Framework



G l f thi T lkGoals of this Talk

Share some experiences and lessons learned from large scale RE Share some experiences and lessons learned from large scale RE projects

Outline key success factors necessary for delivering successful projects in complex environments



I d t i l R i t E i i Ch llIndustrial Requirements Engineering Challenges

Challenges Business ImpactRE basics not well understood and executed

High likelihood of project failureQuality of single requirements not sufficient, unrealistic product scope Increased rework (> 50% project effort)

L k f d d / Mi h i h k dLack of end-to-end upstream/ downstream integration

Mismatch with market needsDifficult to manage system development from a portfolio perspective; Process interfaces well integratedPrioritization of features across products error prone

T i i l b i t i d diffi lt t Tracing is labor intensive and difficult to manageRequirements do not support business goals

Lack of productive/ scalable requirements methods

Lowered development staff productivity, high injection rate of RE defectsq Inefficient modeling and analysis of product requirementsRoadblock for automating development tasks

Distributed teams interact inefficiently

Product requirements mismatch with market expectationsRequirements difficult to communicate/ interpretinefficiently Requirements difficult to communicate/ interpretMissing tool integration leads to work errors, lowered productivity

Benefits of reuse not realized Product-line/ platform efforts are challengedExisting requirements need to be redefined



No reuse of architectural, testing and coding artifacts

Project Setting: Public Address Information S t f L Cit S h i th W ldSystem for a Large City Somewhere in the World

Time3/2007 7/2007 11/2008

Specification set#1 approved

Specification set #2 approved

Specification set #3 approved

Project description:

•Project value: 160 million $

•80 staff project team 6 full time requirements engineers

Deliverables:•9 system requirements specifications

RE M Pl•80 staff project team, 6 full-time requirements engineers

to deal with 4,000 contract requirements

•Project work in 4 different countries/ continents

•RE Management Plan

•Traceability reporting tool for project manager

Project objectives:

•To develop high quality system requirements

Unique Value Add:

•Approved specifications enable development team to

specifications

• Refining requirements engineering approach (process,

methods, tools)

streamline system development

•Dramatic business risk reduction of not delivering the

project on time



)

Ch ll F d i P j tChallenges Faced in Projects

C1 Large number of customer 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



L 1 D l ll t t d f t li t

Requirements Development

Lesson 1: Develop a well-structured feature list

Challenges:C1 L b f iC1. Large number of customer requirementsC5. 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,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 th f t l iti d i t d d i i Understanding the feature complexities and interdependencies is important Several iterations should be conducted



Features should be arranged in a domain-logical hierarchy

Lesson 2: Obtain a good understanding of t i t


customer requirements

Challenges:C1 L b f t i tC1. Large number of customer requirementsC2. Formal interface to customerC3. Management of customer expectationsg pC7. Scope change and creep

Lesson learned: 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 operationConcepts of operation Prototypes

Management of customer expectations crucialCl if h t t t f t t



Clarify what to expect from a prototype

L 3 U ifi ti h th t l


Lesson 3: Use specification approaches that scale

Challenges:C fC1. Large number of customer requirementsC5. 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 White box on the system level Black box on subsystem level

Approach greatly increased readability and manageability of pp g y y g yrequirements specifications Validated by feedback from customer and software validation test

team



team

Lesson 4: Separate requirements and design d i i


decisions

Challenges:C4. Changing technology

L l d Lesson learned: Requirements engineering is a wicked problem Creation of a solution affects perception of 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 d i d t ilunnecessary design details

Technology of solutions is changing Tradeoff between abstraction and detail



Tradeoff between abstraction and detail

L 5 E t bli h t bilit d l

Requirements Management

Lesson 5: Establish a traceability model

Challenges:C6 TraceabilityC6. 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 purposeTracing should be done with a purpose Artifacts to be traced, tracing granularity, tool support, people

responsible, etc. Establishing traceability model early Establishing traceability model early Enables project members to understand the tracing strategy and

their responsibilitiesS t i t l i t ki t ti d Supports impact analysis, progress tracking, testing, and budgeting

Traceability model needs to be properly documented and i t d



communicated

Lesson 6: Define a traceability measurement Requirements Management

process

Challenges:C6 T biliC6. Traceability

Lesson learned:Lesson learned: Traceability measurement process enables

tracking of tracing progressM i f l t bj ti d di Meaningful measurement objectives and corresponding measures need to be defined

Automation important for facilitating collection processp g p 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 The best frequency of measurements was determined in small

pilot project Adjustments were made as the project progressed



L 7 P id j t t t i li ti


Lesson 7: Provide project status visualizations

Challenges:C5 Di t ib t d tC5. Distributed teamsC6. Traceability

Lesson learned: Visualizations communicate project

t t t t b dstatus to team members and management

Project status can be visualized using a dashboard or other project-specific visualization

Should be posted in a communalShould be posted in a communal area

Resulted in considerable increase in tracing q alit



in tracing quality

Lesson 8: Establish effective documentation t d d d i


standards and review processes

Challenges:C5 Di ib dC5. Distributed teamsC8. 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

pointpoint 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



K S F t i L S l RE P j tKey Success Factors in Large Scale RE Projects

1 Subject matter experts are available as needed1. Subject matter experts are available as needed2. The customer is properly managed3. A qualified full-time architect manages nonfunctional requirements4. Requirements elicitation starts with marketing and sales5. An effective requirements management process is in place6. Requirements reviews are conducted for all new draft requirements

and for all changed requirements or features7. Requirements engineers are trained and experienced8. Requirements processes are proven and scalableq p p9. Progress and quality indicators are defined10.The tools increase productivity and quality



P t ?¿Preguntas?



O d t d i f b t 5Our documented experience of about 5 years …

1 Introduction1.Introduction2.Requirements Engineering artifact modeling3 Eliciting requirements3.Eliciting requirements4.Requirements modeling5.Quality attribute requirements66.Requirements management7.Requirements driven testing8.Rapid development techniques for requirements evolution9.Distributed requirements engineering10.Hazard analysis and threat modelingy g11.Conclusions

Link to web site McGrawHill



R fReferences

1 Rudorfer Arnold; Berenbach Brian: Requirements Engineering Global1. Rudorfer, Arnold; Berenbach, Brian: Requirements Engineering Global Technology Field Description, SCR, 2009

2. Brian Berenbach, Dan Paulish, Juergen Kazmeier, Arnold Rudorfer: Software S G 2009Systems Requirements Engineering in Practice, McGraw Hill 2009

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 Marchfor Siemens. Siemens Corporate Research (SCR) Technical Report, March 2006.



C i l Vit A ld R d fCurriculum Vitae Arnold Rudorfer

Head Software Engineering ProcessHead Software Engineering Process Group

S &Siemens Healthcare Imaging&ITImage and Knowledge Management

Tel.: +49 9131 84 22 99Cell: +49 174 1537-825

Email: [email protected]



C i l Vit A ld R d f ( t ’d)Curriculum Vitae Arnold Rudorfer (cont.’d)

1994 -1996 European Software Institute, Managing Director’s Personal1994 1996 European Software Institute, Managing Director s Personal 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 D i C tDesign Center

2004 – 2009 Siemens Corporate Research, Requirements Engineering Global Technology Field LeaderGlobal Technology Field Leader

2009 till today Siemens Healthcare, Head Software Engineering Process Group



Group

End



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Visure Solutions Keynote06222009 V3