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+To cover the intrinsic problem of eliciting requirements,
+
+2
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+many different techniques have been proposed. So here
+
+3
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+I list some of most traditional techniques for
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+requirement elicitation and as I present those, please keep
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+5
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+in mind that these techniques can be used
+
+6
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+separately or combined. A first technique is called background
+
+7
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+reading. And, this technique involves collecting information by
+
+8
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+reading existing documents such as company reports, organizational charts,
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+policy manuals, job descriptions, documentation of existing systems and so
+
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+on. And, this technique is especially appropriate when one Is
+
+11
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+not familiar with your organization for which the requirements are
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+12
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+being collected. So you want to get some background before interviewing
+
+13
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+actual people. And one of the main imitations of these
+
+14
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+kinds of approaches is that written documents might be out
+
+15
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+of sync and they often are out of sync with
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+16
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+reality. Tend to be long winded. It may contain many irrelevant
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+17
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+details, so you may have to look at a lot
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+of materials to extract enough information. The hard data and
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+samples techniques consist in deciding which hard data we want
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+to collect and choosing the sample of the population for which
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+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
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+data, and so on. And the sampling of this data
+
+24
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+can be done in different ways. For example, the typical ways
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+25
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+to do random selection. Interviews are another typical approach for
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+26
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+requirement solicitation, and this is the approach that we use for
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+27
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+the first project in this course, for instance. Interviews can be
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+28
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+structured in which case there is an agenda of fairly open
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+29
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+questions or they can be open ended in which case there
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+30
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+is no preset agenda and the interview is more of a
+
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+conversation. On the positive side, interviews can collect a rich set
+
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+of information because they allow for uncovering opinions as well as
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+hard facts. Moreover, they can probe in depth through follow
+
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+up questions. On the more negative side, interviewing requires special
+
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+skills that are difficult to master and require experience. And
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+it is not enough to collect a lot of information. If
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+this information is hard to analyze or even irrelevant, it
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+might become useless. So you need to know how to conduct
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+an interview in order to take advantage of these techniques.
+
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+Surveys can also be extremely useful for gathering new requirements because
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+00:02:05,440 --> 00:02:08,550
+they can quickly collect information from a large number
+
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+00:02:08,550 --> 00:02:11,520
+of people. Moreover, they can be administered remotely. For
+
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+example, by email, through the web. On the other
+
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+hand, surveys tend to severely constrain the information that
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+00:02:16,750 --> 00:02:19,430
+the user can provide and might miss opportunities to
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+collect unforeseen, relevant information. Finally, meetings are generally used
+
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+for summarization of findings and collection of feedback, so as
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+to confirm or refute what has been learned. So the
+
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+only additional thing I want to mention about meetings
+
+50
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+is the fact that it is fundamental that have clearly
+
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+stated objectives and are planned carefully. This is something that
+
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+should be quite obvious, but doesn't always happen in practice.