Creation of an automated management software requirements environment: A practical experience

Abstract

A software process improvement programme is under way at a Spanish financial institution. A structured methodology, supported by formal and informal techniques and tools, is being established by a Methodological Support Group, as a starting point for the improvement. This paper centres particularly on the methodological and automated management of software requirements analysis. This process was previously performed in a not formal manner, and the most direct consequence was the high costs in maintenance. The methodology developed includes actions to obtain, refine and validate the software requirements. It also includes an organisational Software Requirements Specification (SRS) standard, implemented on a commercial tool which was selected as a result of a formal evaluation process. Additionally, a procedure was defined for working with the SRS and the tool. The results of this practical experience show an improvement in SRS quality, and work is no longer duplicated, since more correct and complete specifications are obtained.

Evaluation and Measurement of Software Process Improvement—A Systematic Literature Review

“…O SPI framework & Practice [172], [199], [215], [220], [246] -- [179], [196] --- [122], [123], [131], [141], [142], [153], [154], [156], [163], [173], [175], [181], [191], [201], [214], [216], [223], [230], [251], [259] - [133] [127], [140], [150], [168], [210], [217] [239] - [226] R Tool [125], [126], [134], [155], [165], [180] measurement perspective is the least reported one. SPI initiatives that involve Six Sigma are mostly focused on the "Project" and "Project & Product" perspective.…”

“…Examples are: staff morale, employee satisfaction, quality awareness [121], [126], [133], [136], [137], [140], [149], [157], [177], [184], [186], [193], [202], [205], [209], [226], [227], [235], [238], [239], [248], [257], [263] 24…”

“…Cost-Benefit Analysis [132], [151], [171], [227] Not stated [121], [123], [126], [131], [136], [137], [157], [159], [166], [167], [177], [184], [193], [194], [198], [205], [206], [208], [220], [249], [250] 21 of whether the assessed results are in causal relationship with the SPI initiative, is rarely discussed (see Section 3.4.7 for a more detailed discussion).…”

Lessons learned for the knowledge management systems development

“…With the aim of answering these questions, and thus determining the situation in which this discipline is currently located, a comparative analysis of the main approaches of KM has been carried out. At the same time, and as a consequence of the application of this discipline -mainly in software development [2] and in distribution sectors [4][5]-a group of strategies has been obtained, in a lessons learned fashion, which facilitates the definition and elaboration of this type of systems.…”

“…This situation leads the practitioners to a constant ad hoc refining of the process followed in the development of KM support systems.In order to solve the problems detected in the previous section, and as result of our experience in software development [Z] and in distribution sectors[4] [SI, we propose a collection of lessons leamed.…”