An industrial case study on an architectural assumption documentation framework

Assumptions and their management in software development: A systematic mapping study

“…For example, Lago and van Vliet [25] mentioned that it is difficult to draw the line between architectural assumptions, requirements, and constraints. Furthermore, though stakeholders can understand the assumption concept, they rarely use the "assumption" term in their work [23,24]. Instead, they mix assumptions with other types of software artifacts, such as requirements, design decisions, and risks [23,24].…”

“…Furthermore, though stakeholders can understand the assumption concept, they rarely use the "assumption" term in their work [23,24]. Instead, they mix assumptions with other types of software artifacts, such as requirements, design decisions, and risks [23,24]. Assumptions have a dynamic nature, i.e., they can evolve over time [14,23].…”

“…Instead, they mix assumptions with other types of software artifacts, such as requirements, design decisions, and risks [23,24]. Assumptions have a dynamic nature, i.e., they can evolve over time [14,23]. For example, during software development, a valid assumption can turn out to be invalid or vice versa, or an assumption can transform to another type of software artifact or vice versa.…”

“…For example, during software development, a valid assumption can turn out to be invalid or vice versa, or an assumption can transform to another type of software artifact or vice versa. Furthermore, assumptions are context dependent [23,24]. For example, the same assumption could be valid in one project, while invalid in another project because the context changes; or an assumption in one project is not an assumption in another project.…”

“…Though there are certain approaches and tools (e.g., [8,28]) for managing assumptions, there is no accepted definition of assumptions management and no overview of the supporting approaches and tools. Furthermore, assumptions management should be teamwork, i.e., different types of stakeholders should be involved [23,29]. However, there is a lack of evidence regarding who should be involved, as well as how they are involved in assumptions management.…”