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diff --git a/usth/ICT2.7/P2L1 Requirements Engineering Subtitles/25 - Traditional Techniques - lang_en_vs5.srt b/usth/ICT2.7/P2L1 Requirements Engineering Subtitles/25 - Traditional Techniques - lang_en_vs5.srt deleted file mode 100644 index cc58665..0000000 --- a/usth/ICT2.7/P2L1 Requirements Engineering Subtitles/25 - Traditional Techniques - lang_en_vs5.srt +++ /dev/null @@ -1,207 +0,0 @@ -1 -00:00:00,140 --> 00:00:02,930 -To cover the intrinsic problem of eliciting requirements, - -2 -00:00:02,930 --> 00:00:05,670 -many different techniques have been proposed. So here - -3 -00:00:05,670 --> 00:00:08,260 -I list some of most traditional techniques for - -4 -00:00:08,260 --> 00:00:11,290 -requirement elicitation and as I present those, please keep - -5 -00:00:11,290 --> 00:00:13,140 -in mind that these techniques can be used - -6 -00:00:13,140 --> 00:00:17,230 -separately or combined. A first technique is called background - -7 -00:00:17,230 --> 00:00:20,740 -reading. And, this technique involves collecting information by - -8 -00:00:20,740 --> 00:00:24,840 -reading existing documents such as company reports, organizational charts, - -9 -00:00:24,840 --> 00:00:29,280 -policy manuals, job descriptions, documentation of existing systems and so - -10 -00:00:29,280 --> 00:00:32,400 -on. And, this technique is especially appropriate when one Is - -11 -00:00:32,400 --> 00:00:35,370 -not familiar with your organization for which the requirements are - -12 -00:00:35,370 --> 00:00:38,950 -being collected. So you want to get some background before interviewing - -13 -00:00:38,950 --> 00:00:41,240 -actual people. And one of the main imitations of these - -14 -00:00:41,240 --> 00:00:43,930 -kinds of approaches is that written documents might be out - -15 -00:00:43,930 --> 00:00:46,320 -of sync and they often are out of sync with - -16 -00:00:46,320 --> 00:00:49,970 -reality. Tend to be long winded. It may contain many irrelevant - -17 -00:00:49,970 --> 00:00:51,850 -details, so you may have to look at a lot - -18 -00:00:51,850 --> 00:00:54,810 -of materials to extract enough information. The hard data and - -19 -00:00:54,810 --> 00:00:58,650 -samples techniques consist in deciding which hard data we want - -20 -00:00:58,650 --> 00:01:01,680 -to collect and choosing the sample of the population for which - -21 -00:01:01,680 --> 00:01:04,750 -to collect such data and hard data includes facts and - -22 -00:01:04,750 --> 00:01:09,790 -figures such as forms, invoices, financial information, survey results, marketing - -23 -00:01:09,790 --> 00:01:12,300 -data, and so on. And the sampling of this data - -24 -00:01:12,300 --> 00:01:15,170 -can be done in different ways. For example, the typical ways - -25 -00:01:15,170 --> 00:01:19,200 -to do random selection. Interviews are another typical approach for - -26 -00:01:19,200 --> 00:01:21,870 -requirement solicitation, and this is the approach that we use for - -27 -00:01:21,870 --> 00:01:24,910 -the first project in this course, for instance. Interviews can be - -28 -00:01:24,910 --> 00:01:27,720 -structured in which case there is an agenda of fairly open - -29 -00:01:27,720 --> 00:01:30,450 -questions or they can be open ended in which case there - -30 -00:01:30,450 --> 00:01:32,770 -is no preset agenda and the interview is more of a - -31 -00:01:32,770 --> 00:01:36,500 -conversation. On the positive side, interviews can collect a rich set - -32 -00:01:36,500 --> 00:01:40,260 -of information because they allow for uncovering opinions as well as - -33 -00:01:40,260 --> 00:01:43,230 -hard facts. Moreover, they can probe in depth through follow - -34 -00:01:43,230 --> 00:01:46,790 -up questions. On the more negative side, interviewing requires special - -35 -00:01:46,790 --> 00:01:50,400 -skills that are difficult to master and require experience. And - -36 -00:01:50,400 --> 00:01:52,890 -it is not enough to collect a lot of information. If - -37 -00:01:52,890 --> 00:01:55,520 -this information is hard to analyze or even irrelevant, it - -38 -00:01:55,520 --> 00:01:58,250 -might become useless. So you need to know how to conduct - -39 -00:01:58,250 --> 00:02:01,180 -an interview in order to take advantage of these techniques. - -40 -00:02:01,180 --> 00:02:05,440 -Surveys can also be extremely useful for gathering new requirements because - -41 -00:02:05,440 --> 00:02:08,550 -they can quickly collect information from a large number - -42 -00:02:08,550 --> 00:02:11,520 -of people. Moreover, they can be administered remotely. For - -43 -00:02:11,520 --> 00:02:13,610 -example, by email, through the web. On the other - -44 -00:02:13,610 --> 00:02:16,750 -hand, surveys tend to severely constrain the information that - -45 -00:02:16,750 --> 00:02:19,430 -the user can provide and might miss opportunities to - -46 -00:02:19,430 --> 00:02:24,460 -collect unforeseen, relevant information. Finally, meetings are generally used - -47 -00:02:24,460 --> 00:02:27,690 -for summarization of findings and collection of feedback, so as - -48 -00:02:27,690 --> 00:02:30,500 -to confirm or refute what has been learned. So the - -49 -00:02:30,500 --> 00:02:32,660 -only additional thing I want to mention about meetings - -50 -00:02:32,660 --> 00:02:34,920 -is the fact that it is fundamental that have clearly - -51 -00:02:34,920 --> 00:02:37,970 -stated objectives and are planned carefully. This is something that - -52 -00:02:37,970 --> 00:02:40,730 -should be quite obvious, but doesn't always happen in practice. |