© Fraunhofer IESE REQUIREMENTS ENGINEERING LECTURE 2017/2018 Dr. Joerg Doerr Requirements Elicitation continued
© Fraunhofer IESE
REQUIREMENTS ENGINEERINGLECTURE 2017/2018
Dr. Joerg Doerr
Requirements Elicitationcontinued
© Fraunhofer IESE
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Creativity in Requirements Engineering
Idea / requirements generation is at least as important as requirements elicitation!
Types of ideas needed for successful system development
Technical (e.g., new features)
Quality-related (e.g., make system more efficient)
Organizational (how to improve business processes)
Creativity techniques can be used during requirements elicitation to create these ideas
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The 5 Components of Creativity Workshops
Skilled Moderator
Idea Generator: Customer
Idea Evaluator (Benefit): Customer
Idea Generator:
Tech. Competence
Idea Evaluator
(Feasibility / Scope): Tech. Competence
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Principles of Creativity
PreexistingAssociations
NewAssociations
AlienationAnalogyInductionTransferAdaptionAnalysisAbstractionReduction
Free AssociationStructured AssociationIntuition-Triggered
InferenceReformulationForgetting
Concept FormationAbstractionReductionAnalysisArgumentationConfrontationEmpirical Evaluation
Transformation
Evaluation
Combination
Exploration
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Exemplary Techniques in the Phases
IESE’s Creativity Process (1/3)
Star
tin
g
po
int
1. Generate initial ideas• Brainstorming• Provocation• Brainwriting• Pin Cards• Bug Listing
Initial ideas, suggestions or starting points
2. Structure the problem• Mind Mapping• Comparison Tables• Kepner and Tregoe• Strategic Options
Development and Analysis (SODA)
• Goal Orientation
Specified problem
3. Incubation phase
4. Desired degree of innovation
IESE’s Creativity Process (2/3)
5a. Generate unusual / crazy ideas
• Provocation• Morphological Forced
Connections• Problem Reversal• Relational Words• Super Heroes• SCAMMPERR
5b. Generate usual / unusual ideas
• Six Thinking Hats• Synectics• Attribute Listing• Concepts Fan• KJ-Method• Cherry Split• SCAMPER• Circle of Opportunity
Innovative ideas
4. Desired degree of innovation
6. Illumination phase
Usual ideasUnusual ideas
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IESE’s Creativity Process (3/3)
7. Shape and evaluate the solution
• SWOT Analysis• Listing Pros and Cons• Progressive Hurdles• Dimensional Analysis• Implementation
Checklists• Panel Consensus
8. Fulfilled requirements
6. Illumination phase
Concept / Possible solution
Final product
4. Desired degree of innovation
Yes
No (improve implementation)
No (generate more ideas)
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List of Creativity TechniquesAnonymous Voting
Assumption Surfacing
Attribute Listing
Backward Forward Planning
Boundary Examination
Boundary Relaxation
Brain Sketching
Brainstorming
Brainwriting
Brainwriting 6-3-5
Brainwriting Game
Brainwriting Pool
Browsing
Brutethink
Bug Listing
Bullet Proofing
Bunches of Bananas
Card Story Boards
Cartoon Story Board
CATWOE
Causal Mapping
Charrette
Cherry Split
Chunking
Circle of Opportunity
Clarification
Classic Brainstorming
Collective Notebook (CNB)
Comparison Tables
Component Detailing
Concepts Fan
Consensus Mapping
Constrained Brainwriting
Contradiction Analysis
Controlling Imagery
Crawford Slip Writing
Creative Problem Solving (CPS)
Criteria for Idea-finding Potential
Critical Path Diagrams (CPD)
Decision Seminar
Delphi
Dialectical approaches
Dimensional Analysis
Disney Creativity Strategy
DO IT
Drawing
Estimate-Discuss-Estimate
Exaggeration
Excursions
Factors in Selling Ideas
False Faces
Fishbone Diagram
Five W's and H
Flow Charts
Focus Groups
Focusing
Force-Field Analysis
Force-Fit Game
Free Association
Fresh Eye
Gallery Method
Gap Analysis
Goal Orientation
Greetings Cards
Help-Hinder
Heuristic Ideation Technique (HIT)
Highlighting
Idea Advocate
Idea Card Method - Brainwriting
Ideal Final Result
Imagery for Answering Questions
Imagery Manipulation
Imaginary Brainstorming
Implementation Checklists
Improved Nominal Group Technique
Interpretive Structural Modeling
Keeping a Dream Diary
Kepner and Tregoe Method
KJ-Method
Laddering
Lateral Thinking
Listing 204
Listing Pros and Cons
Metaplan Information Market
Mind Mapping
Morphological Analysis
Morphological Forced Connections
Multiple Redefinition
Negative Brainstorming
NLP
Nominal Group Technique (NGT)
Nominal-Interacting Technique
Notebook
Observer and Merged Viewpoints
Osborn's Checklist
Other Peoples Definitions
Other Peoples Viewpoints
Paired Comparison
Panel Consensus
Paraphrasing Key Words
Personal Balance-Sheet
Phases of Integrated Problem Solving (PIPS)
Pictures as Idea Triggers
Pin Cards
PMI (Plus, Minus, Interaction)
Plan Do Check Act (PDCA)
Plusses, Potentials and Concerns
Potential-Problem Analysis (PPA)
Preliminary Questions
Problem-Centered Leadership (PCL)
Problem Inventory Analysis (PIA)
Problem Reversal
Progressive Hurdles
Progressive Revelation
Provocation
Q-sort
Quality Circles
Random Stimuli
Rawlinson Brainstorming
Receptivity to Ideas
Reframing Values
Relational Words
Relaxation
Reversals 268
Rolestorming
SCAMMPERR
SCAMPER
Sculptures
Search Conference
Sequential-Attributes Matrix
Seven-Step Model
Similarities and Differences
Simple Rating Methods
Simplex
Six Thinking Hats
Slice and Dice
Snowball Technique
Stakeholder Analysis
Sticking Dots
Stimulus Analysis
Story Writing
Strategic Assumption Testing
Strategic Choice Approach
Strategic Management Process
Strategic Options Development and Analysis (SODA)
Successive Element Integration
Super Group
Super Heroes
SWOT Analysis
Synectics 306
Systematized Direct Induction (SDI)
Technology Monitoring
Think Tank
Thril
TILMAG
Transactional Planning
Trigger Method
Trigger Sessions
TRIZ
Using Crazy ideas
Using Experts
Value Brainstorming
Value Engineering
Visualizing a Goal
Who are you?
Why Why Why (repeatable questions)
Wishing
Working with Dreams and Images
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Creativity Technique: 6-3-5 Brainwriting
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Creativity Technique: Lotus Blossom
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Creativity Technique: Storyboarding
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Creativity Technique: Remember the Future
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Creativity Technique: Morphological Box
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Creativity Technique: Clustering
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Creativity Technique: Product Box
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Elicitation Summary
Interviews
Time-consuming
Require explicit integration of standpoints
Allow for adaptation to interviewee’s background
Workshops / Focus groups
Frequently used and take relatively little time
Fundament for team creation
Allows for discussing the rationale behind requirements / conflicts
Problems with social structures, focus on hot spots
Observations / Site visits
Good for capturing the as-is situation
Least impact of presumptions
Creativity techniques
Help to “generate” ideas & requirements
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Basis Enhancement Optimization Context
Recommended Elicitation Practices (Summary)
Elicitnon-functional requirements
Elicit functional requirements
Elicit goals
Identify stakeholders &
sources
Define context & scope
Elicit tasks & processes
Elicit technical environment
Consider implementation
constraints
Elicitation
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Questions