Spreadsheets as Collaborative Technologies in Global Requirements Change Management

Hussain, Waqar; Clear, Tony

doi:10.1109/icgse.2014.25

Cited by 14 publications

(8 citation statements)

References 28 publications

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“…Requirements change in general is often viewed negatively [32]. Handling of informal changes is similarly viewed as a negative activity infamously associated with "scope creep", "Gold plating", creeping elegance [5,8] and "skunkworks activity" [7].…”

Section: B Infrc and Formal Change Modelsmentioning

confidence: 99%

“…Previously [32] we discussed the role of spreadsheets in the evolution of requirements management practices in a Global Software Engineering setting. It was evident from tracking the requirements change logs over time (6 years) that the team had developed increasing sophistication in managing and in effect formalising InfRC, by recording time spent by developers on changes which were not billed to the client.…”

Section: Infrc and Evolving Practices For Managing Changementioning

confidence: 99%

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Managing Requirements Change the Informal Way: When Saying ‘No’ is Not an Option

Hussain¹,

Zowghi²,

Clear³

et al. 2016

2016 IEEE 24th International Requirements Engineering Conference (RE)

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Abstract-Software has always been considered as malleable.Changes to software requirements are inevitable during the development process. Despite many software engineering advances over several decades, requirements changes are a source of project risk, particularly when businesses and technologies are evolving rapidly. Although effectively managing requirements changes is a critical aspect of software engineering, conceptions of requirements change in the literature and approaches to their management in practice still seem rudimentary. The overall goal of this study is to better understand the process of requirements change management. We present findings from an exploratory case study of requirements change management in a globally distributed setting. In this context we noted a contrast with the traditional models of requirements change. In theory, change control policies and formal processes are considered as a natural strategy to deal with requirements changes. Yet we observed that "informal requirements changes" (InfRc) were pervasive and unavoidable. Our results reveal an equally 'natural' informal change management process that is required to handle InfRc in parallel. We present a novel model of requirements change which, we argue, better represents the phenomenon and more realistically incorporates both the informal and formal types of change.

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Section: B Infrc and Formal Change Modelsmentioning

confidence: 99%

Section: Infrc and Evolving Practices For Managing Changementioning

confidence: 99%

Managing Requirements Change the Informal Way: When Saying ‘No’ is Not an Option

Hussain¹,

Zowghi²,

Clear³

et al. 2016

2016 IEEE 24th International Requirements Engineering Conference (RE)

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“…In GSD, RE face some challenges like lack of face to face meeting, culture difference, language difference, time zone and geographical difference due to which success implementation of RE is a big challenge [13]. So to overcome the challenges there needs some success factors like effective and proper communication [14,15], using collaborative tools [16], coordination and collaboration [17], inter-organization learning management system [1], proper negotiations and discussions [18], requirement management [19] and effective team global project management [20] which should be implemented through proper practices. Not only these factors are necessary but should keep in mind their priorities, in order to implement them in different situations accordingly.…”

Section: Introductionmentioning

confidence: 98%

Requirement implementation model (RIM) in the context of global software development

Yaseen

Baseer

Ali

et al. 2015

2015 International Conference on Information and Communication Technologies (ICICT)

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CONTXEXT:-Success of any Software depends on the successful implementation of all of the Requirements. The paper is about successful implementation of requirement engineering (RE) practices in the context of global software development (GSD). OBJECTIVE:Development of requirement implementation model (RIM) which can address the challenges and success factors in successful implementation of the requirements elicited through efficient RE practices. METHOD: -Systematic literature review (SLR) and empirical research study will be used for the aforesaid objective. SLR is based on a planned protocol and is more thorough and systematic than ordinary literature survey. EXPECTED OUTCOMES: -The expected results of this study will be RIM that will help vendor organizations for better elicitation, analysing, specifying, manage and validate requirements.

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“…GSE is frequently thought of as a large company phenomenon, but in reality software is produced in a far wider range of smaller organizations, many of them working with global collaborators and partners [14]. According to Pino et al, "99.2 percent of software development companies are small and medium (fewer than 250 employees).…”

Section: Introductionmentioning

confidence: 99%

Do We Teach the Right Thing? A Comparison of GSE Education and Practice

Beecham

Noll

Clear

2017

2017 IEEE 12th International Conference on Global Software Engineering (ICGSE)

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Global Software Engineering (GSE) is a reality for even the smallest companies, so software engineering students need to learn how to work in a globally distributed development context. Many approaches to teaching GSE have been described in the literature. Since the majority of software development is done by engineers working in small or medium sized enterprises (SMEs) we now ask: Are today's students being trained to work effectively in small distributed companies? We surveyed three GSE SMEs to identify which of 70 Global Teaming Model (GTM) practices were problematic and important to this sample. We then mapped recommendations for GSE educators to those pinpointed GTM practices. Finally, we analysed the level to which these needed GTM practices were addressed by the GSE-Education (GSE-Ed) literature, and who performed these practices. Nine GTM practices were found important and relevant to all three SMEs. Seven of these were addressed by GSE-Ed recommendations, and two were seen to be lacking. A rich set of 63 unique GSE-Ed recommendations were found to support the seven GTM practices, but our analysis unearthed a surprising complexity of roles and responsibilities undertaken by the instructor in GSE-Ed courses. As a result student and client involvement in coordination and collaboration activities tended to be weakened or non-existent. In order to ensure graduates are prepared for the reality, practitioners of SMEs need to take on a more active role in the education process. Also, students need to be given more responsibility so they can learn the broader professional and management skills required when developing software in multi-site SME teams.

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Spreadsheets as Collaborative Technologies in Global Requirements Change Management

Cited by 14 publications

References 28 publications

Managing Requirements Change the Informal Way: When Saying ‘No’ is Not an Option

Managing Requirements Change the Informal Way: When Saying ‘No’ is Not an Option

Requirement implementation model (RIM) in the context of global software development

Do We Teach the Right Thing? A Comparison of GSE Education and Practice

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