Unpacking Tacit Knowledge for Requirements Engineering

Gervasi, Vincenzo; Gacitúa, Ricardo; Rouncefield, Mark; Sawyer, Pete; Kof, Leonid; Ma, Lin; Piwek, Paul; Roeck, Anne De; Willis, Alistair; Yang, Hui; Nuseibeh, Bashar

doi:10.1007/978-3-642-34419-0_2

Cited by 44 publications

(38 citation statements)

References 28 publications

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“…In [1], "over-the-horizon" knowledge, that is knowledge involving "unknown unknowns" [2], is identified as the principle challenge to knowledge elicitation for RE. Such knowledge isn't documented anywhere, it may not be recognised by the stakeholders even if it is surfaced and its very existence may be uncertain.…”

Section: Related Workmentioning

confidence: 99%

Speculative Requirements: Design Fiction and RE

Darby

Tsekleves

Sawyer

2018

2018 IEEE 26th International Requirements Engineering Conference (RE)

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Many innovative software products are conceived, developed and deployed without any conventional attempt to elicit stakeholder requirements. Rather, they are the result of the vision and intuition of a small number of creative individuals, facilitated by the emergence of a new technology. In this paper we consider how the conditions that enable new products' emergence might be better anticipated, making innovations a little less reliant on individual vision and a little more informed by stakeholder need. This is particularly important where a new technology would have the potential for social impact, good or bad. Speculative design seeks to explore this landscape. We describe a case study using a variant called design fiction to explore how plausible new technologies might impact on dementia care.

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Section: Related Workmentioning

confidence: 99%

Speculative Requirements: Design Fiction and RE

Darby

Tsekleves

Sawyer

2018

2018 IEEE 26th International Requirements Engineering Conference (RE)

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“…Some other researchers have focused on handling implicit requirements by dealing with tacit/implicit knowledge. Examples of these include [8,15,16,17,18]. Additionally, some researchers have attempted to tackle implicit requirements by resolving ambiguity in requirements specifications.…”

Section: Related Workmentioning

confidence: 99%

“…These include [3,12,13,14], which considered how to identify and handle IMR. The works in [8,15,16,17,18] focussed on dealing with tacit/implicit knowledge in requirements; while [9,19,20,21,22] dealt with handling ambiguity in requirements.…”

Section: Introductionmentioning

confidence: 99%

A survey on implicit requirements management practices in small and medium-sized enterprises

2017

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Preliminary communicationEffective requirements management that embraces both explicit and implicit aspects is a prerequisite for successful software development. Although different researchers and practitioners have identified the importance of implicit requirements (IMR) for overall successful outcome of software development, there is a need to correlate these theoretical assumptions about implicit requirements with the state of the practice. This paper empirically investigates the perception and handling of implicit requirements in small and medium-sized software organisations. The survey was undertaken through a web-based questionnaire to which 56 participants from 23 countries responded. The study found that critical organisational factors such as number of years in business of an organisation, the years of experience of an organisation in requirements engineering, and size of software development team have positive correlation with the perception and handling of implicit requirements within an organisation. It also recommends that a comparative evaluation of the existing support tools for implicit requirements is necessary in order to validate the potential of these tools to solve existing challenges, and determine gaps that still exist. Keywords: empirical survey; implicit requirements; requirements engineering; requirements management; software organisations Anketa o načinu upravljanja bezuvjetnim zahtjevima u malim i srednje malim poduzećimaPrethodno priopćenje Učinkovito upravljanje zahtjevima koje uključuje i izričita i bezuvjetna motrišta pretpostavka je za uspješni razvoj softvera. Iako su razni istraživači i praktičari prepoznali važnost bezuvjetnih zahtjeva (implicit requirements -IMR) za opći uspjeh razvijenog softvera, potrebno je povezati te teorijske pretpostavke oko bezuvjetnih zahtjeva s postojećim stanjem. U radu se provodi empirijsko istraživanje o shvaćanju i provođenju bezuvjetnih zahtjeva u malim i srednje malim organizacijama koje se bave razvojem softvera. Provedena je anketa preko interneta na koju je stiglo 56 odgovora iz 23 zemlje. Analiza je pokazala da se kritički organizacijski čimbenici kao što su broj godina provedenih na poslu u nekoj organizaciji, godine iskustva organizacije u inženjeringu zahtjeva i veličina tima koji se bavi razvojem softvera pozitivno odražavaju na sagledavanje i pristup bezuvjetnim zahtjevima u okviru organizacije. Izražava se potreba za komparativnom procjenom postojećih alata podrške bezuvjetnim zahtjevima kako bi se potvrdio potencijal tih alata u rješavanju postojećih izazova i popunjavanju nedostataka koji još postoje. Ključne

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“…Collective experience and the skills of software developers facilitate the development of high-quality software that addresses customer needs (Turk et al, 2005;Fernández-Sanz and Misra, 2011;Li et al, 2013). Chau et al (2003) and Gervasi et al (2013) discuss how software developers and customers frequently utilize both tacit knowledge and explicit knowledge in their informal communications. A casual interaction helps a development team comprehend the tacit knowledge held among them because systemic knowledge is difficult to understand (Ozer and Vogel, 2015).…”

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confidence: 99%

Uncovering the failure of Agile framework implementation using SSM-based action research

et al. 2020

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It is undeniable that the Agile software development (SD) framework has been commonly used in information technology projects. However, many of the early adopters failed to implement it properly. Some researchers had proposed a solution by using the adaptation framework as a support, but they cannot clearly explain its development. Furthermore, the correlation between adaptation framework and problem solving is dubious. This study reviews and discusses the literature and empirical studies on the failure of Agile SD implementation by revisiting the supporting framework that used to comprehend the issues in Agile SD implementation. A comparative approach is used to review the literature available in academic databases, such as ProQuest, EBSCO, IEEE, and Scopus, to ensure research originality and novelty. By filtering 87 papers that met the initial criteria, only 4 researchers focused on the area of knowledge management and used the learning process as a supporting framework in Agile SD implementation. However, they did not clearly explain the development of the framework for Agile SD. The author's initial research on a corporation reveals the failure of Agile SD implementation. Soft systems methodology (SSM)-based action research (AR) proposed to identify the real issues in Agile SD implementation. SSMbased AR provides a solution by clarifying the development of a framework using tacit and explicit knowledge to validate the development process. This study can help practitioners and academics understand the process of Agile SD implementation by early adopters who still need assistance with its application. This study is the first to explore Agile SD implementation in a corporation using the experience-based approach, contributing to knowledge improvement. It contributes to the scholarly literature by presenting concepts that combine humancentric aspects and knowledge management to improve the learning in the organization.

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Unpacking Tacit Knowledge for Requirements Engineering

Cited by 44 publications

References 28 publications

Speculative Requirements: Design Fiction and RE

Speculative Requirements: Design Fiction and RE

A survey on implicit requirements management practices in small and medium-sized enterprises

Uncovering the failure of Agile framework implementation using SSM-based action research

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