| Communication flaws between team and customer |
Mistake-Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Motivating project team |
NS |
People |
ITE |
Management |
| Communication flaws between team and customer |
Mistake-Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Promotion of knowledge transfer within project team |
NS |
Ambiguous |
NA |
NA |
| Complexity of project |
New Management Error-Management made the error in not defining roles clearly |
Definition of clear roles and responsibilities |
NS |
Process |
DR |
Management |
| Complexity of RE |
Mistake-information management errors |
Introduction of an artifact based quality management (and traceability) approach |
M |
Environment |
ANP |
Management |
| Conflicting stakeholder viewpoints |
Mistake-Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Cross checks with solution designs |
M |
Process |
RR |
Validation |
| Conflicting stakeholder viewpoints |
Mistake-Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Definition of a common structure to describe and explain requirements |
P |
Environment |
AS |
Specification |
| Gold plating |
Mistake: Wrong Assumption errors: knowledge-based plan is wrong |
Identification of process gaps |
P |
Process |
INV |
Analysis |
| Gold plating |
Mistake: Wrong Assumption errors: knowledge-based plan is wrong |
Increase awareness to focus development on customer requirements |
P |
People |
ITE |
Analysis |
| High workload |
Mistake-management error in properly allocating resources |
Introduction of an artifact based quality management (and traceability) approach |
M |
Environment |
ANP |
Management |
| High workload |
Mistake-management error in properly allocating resources |
Planning of trainings (in order to improve skill and performance) |
NS |
People |
ITA |
Management |
| High workload |
Mistake-management error in properly allocating resources |
Execution of trainings (in order to improve skill and performance) |
NS |
People |
ITA |
Management |
| High workload |
Mistake-management error in properly allocating resources |
Prioritization of activities / goals |
NS |
Process |
RR |
Management |
| Inability to specify measurable non-functional requirements |
Mistake-Mistaken belief that it is impossible to specify non-functional requirements: knowledge-based plan is incomplete |
Implementation of measurement techniques for non-functional requirements |
P |
Process |
RR |
Specification |
| Insufficient analysis at the beginnging of the project |
Mistake-Inadequate Requirements Process |
Introduction of an early feedback loop with development |
M |
Environment |
ANP |
Analysis |
| Insufficient information |
Mistake-Information Management errors: knowledge-based plan is incomplete. |
Acquisition of (external) requirements experts |
NS |
Environment |
AP - External |
Management |
| Insufficient information |
Mistake-Information Management errors: knowledge-based plan is incomplete. |
Introduction of a quality assurance approach for specifications |
M |
Environment |
ANP |
Validation |
| Insufficient information |
Mistake-Information Management errors: knowledge-based plan is incomplete. |
Introduction of specification workshops |
NS |
Ambiguous |
NA |
NA |
| Insufficient information |
Mistake-Information Management errors: knowledge-based plan is incomplete. |
Make clear to focus on requirements and not on solution |
P |
People |
ITE |
Analysis |
| Insufficient planning of RE |
Mistake-Information Management errors: knowledge-based plan is incomplete. |
Planning of regular communication events/ meetings |
NS |
Process |
RR |
Management |
| Insufficient planning of RE |
Mistake-Information Management errors: knowledge-based plan is incomplete. |
Execution of regular communication events/ meetings |
NS |
Process |
RR |
Management |
| Insufficient planning of RE |
Mistake-Information Management errors: knowledge-based plan is incomplete. |
Planning of trainings (in order to improve skill and performance) |
NS |
People |
ITA |
Management |
| Insufficient planning of RE |
Mistake-Information Management errors: knowledge-based plan is incomplete. |
Execution of trainings (in order to improve skill and performance) |
NS |
People |
ITA |
Management |
| Insufficient resources |
Mistake-management error in properly collecting requirements resources |
Better time management / planning |
P |
Process |
RR |
Management |
| Insufficient stakeholder analysis |
Mistake-Inadequate Requirements Process |
Planning of regular communication events/ meetings |
NS |
Process |
RR |
Management |
| Insufficient stakeholder analysis |
Mistake-Inadequate Requirements Process |
Execution of regular communication events/ meetings |
NS |
Process |
RR |
Management |
| Insufficient stakeholder analysis |
Mistake-Inadequate Requirements Process |
Refinement of stakeholder analysis |
NS |
Process |
RR |
Analysis |
| Lack of a well-defined RE process |
Mistake-Inadequate Requirements Process |
Planning of trainings (in order to improve skill and performance) |
NS |
People |
ITA |
Management |
| Lack of a well-defined RE process |
Mistake-Inadequate Requirements Process |
Execution of trainings (in order to improve skill and performance) |
NS |
People |
ITA |
Management |
| Lack of change management at customer side |
Mistake-Knowledge-based Mistake in management, team that do not have planning for the changing lack of planning error about handling changes (allows changes to happen), management should know that changes should be happen |
Implementation of change management process |
Both |
Process |
RR |
Management |
| Lack of change management at customer side |
Mistake-Knowledge-based Mistake in management, team that do not have planning for the changing lack of planning error about handling changes (allows changes to happen), management should know that changes should be happen |
Introduction of a requirements quantification approach |
Both |
Environment |
ANP |
Analysis |
| Lack of change management at customer side |
Mistake-Knowledge-based Mistake in management, team that do not have planning for the changing lack of planning error about handling changes (allows changes to happen), management should know that changes should be happen |
Use of a requirements quantification approach |
Both |
Process |
RR |
Analysis |
| Lack of discipline |
Mistake-Inadequate Requirements Process |
Introduction of check lists for monitoring requirements along their life cycles |
M |
Environment |
ANP |
Validation |
| Lack of discipline |
Mistake-Inadequate Requirements Process |
Use of check lists for monitoring requirements along their life cycles |
M |
Process |
RR |
Validation |
| Lack of experience of RE team members |
Mistake-management error in providing proper training |
Evaluation of completed projects in order to derive lessons learned |
NS |
Process |
INV |
Management |
| Lack of time |
Mistake-management error in properly collecting requirements resources |
Acquisition of (external) requirements experts |
NS |
Environment |
AP - External |
Management |
| Lack of time |
Mistake-management error in properly collecting requirements resources |
Definition of measures |
NS |
Process |
RR |
Management |
| Lack of time |
Mistake-management error in properly collecting requirements resources |
Monitoring of measures |
NS |
Process |
RR |
Management |
| Lack of time |
Mistake-management error in properly collecting requirements resources |
Planning of trainings (in order to improve skill and performance) |
NS |
People |
ITA |
Management |
| Lack of time |
Mistake-management error in properly collecting requirements resources |
Execution of trainings (in order to improve skill and performance) |
NS |
People |
ITA |
Management |
| Lack of time |
Mistake-management error in properly collecting requirements resources |
Prioritization of activities / goals |
NS |
Process |
RR |
Management |
| Lack of time |
Mistake-management error in properly collecting requirements resources |
Promotion of knowledge transfer within project team |
NS |
Ambiguous |
NA |
NA |
| Lack of time |
Mistake-management error in properly collecting requirements resources |
Sign-offs before implementation |
P |
Process |
RR |
Validation |
| Language bariers |
Mistake-Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Planning of regular communication events/ meetings |
NS |
Process |
RR |
Management |
| Language bariers |
Mistake-Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Execution of regular communication events/ meetings |
NS |
Process |
RR |
Management |
| Missing completeness check of requirements |
Mistake-Inadequate Requirements Process |
Acquisition of (external) requirements experts |
P |
Environment |
AP - External |
Management |
| Missing completeness check of requirements |
Mistake-Inadequate Requirements Process |
Introduction of check lists for monitoring requirements along their life cycles |
M |
Environment |
ANP |
Validation |
| Missing completeness check of requirements |
Mistake-Inadequate Requirements Process |
Use of check lists for monitoring requirements along their life cycles |
M |
Process |
RR |
Validation |
| Missing completeness check of requirements |
Mistake-Inadequate Requirements Process |
Use of stronger formal reviews |
M |
Process |
RR |
Validation |
| Missing customer involvement |
Mistake-Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Involvement of production team |
P |
Ambiguous |
NA |
NA |
| Missing domain knowledge |
Mistake-Application errors: knowledge-based plan is incomplete. |
Evaluation of completed projects in order to derive lessons learned |
NS |
Process |
INV |
Management |
| Missing engagement by customer |
Mistake-Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Introduction of a leader / manager for the delivery team |
NS |
Environment |
AR |
Management |
| Missing involvement of developers |
Mistake-Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Planning of regular communication events/ meetings |
NS |
Process |
RR |
Management |
| Missing involvement of developers |
Mistake-Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Execution of regular communication events/ meetings |
NS |
Process |
RR |
Management |
| Missing IT project experience at customer side |
Mistake- Inadequate Requirements Process |
Introduction of an early feedback loop with customer |
NS |
Environment |
ANP |
Analysis |
| Missing knowledge about development framework |
Environment errors: knowledge-based plan is incomplete. |
Definition of a common structure to describe and explain requirements |
P |
Environment |
AS |
Specification |
| Missing knowledge about development framework |
Environment errors: knowledge-based plan is incomplete. |
Introduction of check lists for monitoring requirements along their life cycles |
M |
Environment |
AS |
Validation |
| Missing knowledge about development framework |
Environment errors: knowledge-based plan is incomplete. |
Use of check lists for monitoring requirements along their life cycles |
M |
Process |
RR |
Validation |
| Missing of a global view of the system |
Mistake-Inadequate Requirements Process |
Elaborating dependencies |
BOTH |
Process |
RR |
Specification |
| Missing requirements specification template |
Mistake-Information Management errors: knowledge-based plan is incomplete. |
Creation of requirements specification template |
P |
Environment |
AS |
Specification |
| Missing requirements specification template |
Mistake-Information Management errors: knowledge-based plan is incomplete. |
Use of stronger formal reviews |
M |
Process |
RR |
Validation |
| Missing solution approach |
Mistake-Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Planning of regular communication events/ meetings |
NS |
Process |
RR |
Management |
| Missing solution approach |
Mistake-Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Execution of regular communication events/ meetings |
NS |
Process |
RR |
Management |
| Missing solution approach |
Mistake-Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Planning of trainings (in order to improve skill and performance) |
NS |
People |
ITA |
Management |
| Missing solution approach |
Mistake-Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Execution of trainings (in order to improve skill and performance) |
NS |
People |
ITA |
Management |
| Missing tool support |
Mistake- Management plan error |
Evaluation of completed projects in order to derive lessons learned |
NS |
Process |
INV |
Management |
| Missing tool support |
Mistake- Management plan error |
Introduction of an artifact based quality management (and traceability) approach |
M |
Environment |
ANP |
Management |
| Missing tool support |
Mistake-Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Planning of regular communication events/ meetings |
NS |
Process |
RR |
Management |
| Missing tool support |
Mistake-Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Execution of regular communication events/ meetings |
NS |
Process |
RR |
Management |
| Missing willingless to change |
Mistake-Inadequate Requirements Process |
Implementation of a monitoring approach to ensure the coverage of user expectations / requirements |
M |
Process |
RR |
Validation |
| Non functional requirements unclear |
Mistake-Mistaken belief that it is impossible to specify non-functional requirements: knowledge-based plan is incomplete |
Definition of quality criteria to make requirements testable and measurable |
M |
Environment |
AS |
Validation |
| Policy restrictions |
Management Error |
Planning of trainings (in order to improve skill and performance) |
NS |
People |
ITA |
Management |
| Policy restrictions |
Management Error |
Execution of trainings (in order to improve skill and performance) |
NS |
People |
ITA |
Management |
| Poor requirements elicitation techniques |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Introduction of a standard |
P |
Environment |
AS |
Elicitation |
| Poor requirements elicitation techniques |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Planning of trainings (in order to improve skill and performance) |
P |
People |
ITA |
Management |
| Poor requirements elicitation techniques |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Execution of trainings (in order to improve skill and performance) |
P |
People |
ITA |
Management |
| Poor requirements elicitation techniques |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Planning of elicitation before project begins |
P |
Process |
RR |
Elicitation |
| Requirements remain too abstract |
Inadequate Requirements Process |
Implementation of a release process to ensure that requirements are final |
M |
Process |
RR |
Validation |
| Requirements remain too abstract |
Inadequate Requirements Process |
Implementation of change management process |
P |
Process |
RR |
Management |
| Solution orientration |
Inadequate Requirements Process |
a) Acquisition of (external) requirements experts |
NS |
Environment |
AP - External |
Management |
| Solution orientration |
Inadequate Requirements Process |
b) Evaluation of completed projects in order to derive lessons learned |
NS |
Process |
INV |
Management |
| Solution orientration |
Inadequate Requirements Process |
c) Introduction of a standard |
P |
Environment |
AS |
Unknown |
| Solution orientration |
Inadequate Requirements Process |
d) Introduction of customer approvals |
M |
Environment |
ANP |
Validation |
| Solution orientration |
Inadequate Requirements Process |
e) Planning of trainings (in order to improve skill and performance) |
NS |
People |
ITA |
Management |
| Solution orientration |
Inadequate Requirements Process |
e) Execution of trainings (in order to improve skill and performance) |
NS |
People |
ITA |
Management |
| Solution orientration |
Inadequate Requirements Process |
f) Use of stronger formal reviews |
M |
Process |
RR |
Validation |
| Too high team distribution |
Management Error |
Definition of clear roles and responsibilities |
P |
Ambiguous |
NA |
NA |
| Too high team distribution |
Management Error |
Introduction of an agile methodology |
NS |
Environment |
ANP |
Management |
| Too high team distribution |
Management Error |
Introduction of communications tools |
NS |
Environment |
ANP |
Management |
| Unavailability of requirements engineer |
Inadequate Requirements Process |
a) Creation of glossaries |
NS |
Environment |
AS |
Analysis |
| Unavailability of requirements engineer |
Inadequate Requirements Process |
b) Creation of requirements specification template |
P |
Environment |
AS |
Specification |
| Unavailability of requirements engineer |
Mistake-Management error in defining roles |
d) Empower development team |
NS |
Process |
DR |
Management |
| Unavailability of requirements engineer |
Mistake-Management error in providing proper training |
e) Planning of trainings (in order to improve skill and performance) |
NS |
People |
ITA |
Management |
| Unavailability of requirements engineer |
Mistake-Management error in providing proper training |
e) Execution of trainings (in order to improve skill and performance) |
NS |
People |
ITA |
Management |
| Unavailability of requirements engineer |
Inadequate Requirements Process |
f) Use of stronger formal reviews |
M |
Process |
RR |
Validation |
| Unclear business needs |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Introduction of an early feedback loop with customer |
M |
Environment |
ANP |
Analysis |
| Unclear business needs |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Planning of regular communication events/ meetings |
NS |
Process |
RR |
Management |
| Unclear business needs |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Execution of regular communication events/ meetings |
NS |
Process |
RR |
Management |
| Unclear project scope |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Planning of regular communication events/ meetings |
NS |
Process |
RR |
Management |
| Unclear project scope |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Execution of regular communication events/ meetings |
NS |
Process |
RR |
Management |
| Unclear project scope |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Refinement of stakeholder analysis |
NS |
Process |
RR |
Analysis |
| Unclear roles and responsonsibilities at customer side |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Planning of trainings (in order to improve skill and performance) |
NS |
People |
ITA |
Management |
| Unclear roles and responsonsibilities at customer side |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Execution of trainings (in order to improve skill and performance) |
NS |
People |
ITA |
Management |
| Unclear terminology |
Inadequate Requirements Process |
Creation of glossaries |
NS |
Environment |
ANP |
Analysis |
| Unexpected changes in requirements |
Inadequate Requirements Process |
Use of stronger formal reviews |
M |
Process |
RR |
Validation |
| Volatile industry segment that leads to changes |
Inadequate Requirements Process |
Implementation of change management process |
P |
Process |
RR |
Management |
| Volatile industry segment that leads to changes |
Inadequate Requirements Process |
Introduction of a requirements quantification approach |
NS |
Environment |
ANP |
Analysis |
| Volatile industry segment that leads to changes |
Inadequate Requirements Process |
Use of a requirements quantification approach |
NS |
Process |
RR |
Analysis |
| Weak management at customer side |
Mistake-Communication plan between client and team |
Planning of trainings (in order to improve skill and performance) |
NS |
People |
ITA |
Management |
| Weak management at customer side |
Mistake-Communication plan between client and team |
Execution of trainings (in order to improve skill and performance) |
NS |
People |
ITA |
Management |
| Weak management at customer side |
Management Error |
Use of stronger formal reviews |
M |
Process |
RR |
Validation |
| Weak qualification of RE team members |
Management Error |
Documentation of models and solutions |
Both |
Process |
RR |
Analysis |
| Weak qualification of RE team members |
Management Error |
Introduction of a quality assurance approach for specifications |
M |
Environment |
ANP |
Validation |
| Weak qualification of RE team members |
Management Error |
Planning of regular communication events/ meetings |
NS |
Process |
RR |
Management |
| Weak qualification of RE team members |
Management Error |
Execution of regular communication events/ meetings |
NS |
Process |
RR |
Management |
| Weak qualification of RE team members |
Management Error |
Planning of trainings (in order to improve skill and performance)
Small-talks |
NS |
People |
ITA |
Management |
| Weak qualification of RE team members |
Management Error |
Execution of trainings (in order to improve skill and performance)
Small-talks |
NS |
People |
ITA |
Management |
| Weak qualification of RE team members |
Management Error |
Integrate Testing and RE |
M |
Process |
RR |
Validation |
| Requirements engineer has no influence on customer |
Inadequate Requirements Process |
Implementation of change management process |
Both |
Process |
RR |
Management |
| Thinking in legacy systems |
Mistake-management plan error |
Guidance of stakeholders |
NS |
People |
ETA |
Elicitation |
| Thinking in legacy systems |
Mistake-management plan error |
Planning of trainings (in order to improve skill and performance) |
NS |
People |
ITA |
Management |
| Thinking in legacy systems |
Mistake-management plan error |
Execution of trainings (in order to improve skill and performance) |
NS |
People |
ITA |
Management |
Lack of requirements. Even though we typically
go through a large effort to get good requirements, sometimes we still don’t have everything we need. |
Mistake-management plan error |
Have the correct individuals present in the requirements gathering meetings. Example: Project manager, Project Lead, Business analyst… You will never be able to fully prevent this but having the right people will help mitigate the problem. |
Both |
Process |
RA |
Elicitation |
| Vague requirements. Many times in the past we have run into the issue of not knowing what the client wants. This just goes to show you that having requirements does not mean you have good requirements. |
Mistake-management plan error |
Having the correct people involved, as with error 1 will help mitigate this problem as well. |
Both |
Process |
RA |
Elicitation |
| Vague requirements. Many times in the past we have run into the issue of not knowing what the client wants. This just goes to show you that having requirements does not mean you have good requirements. |
Inadequate Requirements Process |
Another thing is making sure to ask the right questions when talking
with the client. |
P |
Ambiguous |
NA |
NA |
| Vague requirements. Many times in the past we have run into the issue of not knowing what the client wants. This just goes to show you that having requirements does not mean you have good requirements. |
Inadequate Requirements Process |
Make sure answers given make sense
and don’t leave more questions than answers. |
Both |
Ambiguous |
NA |
NA |
| Poor communication between clients, managers, business analysts, developers, etc. |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
This is very simple to deal with but sometimes hard to execute. People involved in the project just need to talk. As long as communication is happening problems such as no one knowing about a particular requirement, will not appear. |
M |
People |
ITE |
Management |
| Client/user distinction error. We have had issues in the past where the client was not the end user, but requirements were based on the client’s knowledge without consulting the end user. |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Make sure the end user is involved in requirements gathering. Even if the client would prefer to keep them out of the meetings, help them understand it will only be to their benefit to include the users. |
P |
Environment |
AP - External |
Elicitation |
Poor assumptions have been made that
keep us from delivering what the client
actually wants. |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
DON’T assume anything. Make sure everything is clearly documented and outlined in the project plan and meeting minutes. |
P |
Ambiguous |
NA |
NA |
| Poor initial dataset from a clerical error resulted in incorrect requirements. |
Clerical error |
Sadly there is not a lot that can be done here if this is not caught early. The best thing to do is go over the dataset with the clients and users to make sure everything is correct prior to creating the requirements document. |
P |
Process |
RR |
Validation |
| The client assumes the developer has domain knowledge of the particular project. |
Appliciation error |
Repeatedly state that the developer does not have any domain knowledge. |
NS |
People |
ETA |
Elicitation |
| The client doesn’t know technical limitations. |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
When a requirement is given that is not technically achievable, notify client. |
P |
Process |
RR |
Elicitation |
| The client is not specific enough in a requirement to create an algorithm or process. |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
When receiving requirements, think in terms of algorithms to make sure requirements are specific enough. |
M |
Process |
RR |
Elicitation |
| The client did not mention they wanted the software to be a web solution instead of a desktop solution. This was determined after work for the desktop solution was started. |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
This environmental and wrong assumption error could be prevented by explicitly asking the client what environment is desired if there is a technical option. |
P |
Process |
RR |
Elicitation |
| The client did not consult end users for the project before it was launched for testing. |
Inadequate Requirements Process |
End users should have been involved in the software development process from the beginning. |
M |
Environment |
AP - External |
Elicitation |
| I inherited a project that was half completed after a previous party had begun the work and left. I continued working based on the assumptions they had created the software under. This caused major redesigns after we met with the client and I learned what they actually needed. |
Inadequate Requirements Process |
Don’t assume that what you receive is what is needed, always ask for clarification and get new requirements when inheriting software. |
Both |
Process |
RR |
Elicitation |
| We had a project that had its timetable rushed due to miscommunication. |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
When we receive a project ensure that we have deliverable dates (even soft dates). |
M |
Process |
RR |
Elicitation |
| Requirements were gathered by use of focus groups, but the software failed user acceptance test when users not involved in the focus group were testing. |
Inadequate Requirements Process |
Prototypes were designed for the next focus group to ensure the software would meet the needs of the users. |
M |
Process |
RR |
Specification |
Requirements for a bug fix would conflict
with other requirements |
Inadequate Requirements Process |
A change board control group was created. |
P |
Environment |
AP - Internal |
Analysis |
Requirements for a bug fix would conflict
with other requirements |
Inadequate Requirements Process |
The PM, client and Business analyst discussed changes and potential impacts to the system |
P |
Process |
RR |
Analysis |
| Developers not understanding project scope |
Application error |
Full requirements gathering along with wireframes supplied to developers helps this. |
P |
Process |
RR |
Elicitation |
| Lack of Vision: Customers can’t imagine things they’ve never had in other solutions, so they can’t ask for them in requirements. |
Inadequate Requirements Process |
Specific Prototyping phases |
M |
Process |
RR |
Specification |
| Lack of Vision: Customers can’t imagine things they’ve never had in other solutions, so they can’t ask for them in requirements. |
Inadequate Requirements Process |
Guaranteed grant/project time for starting over afterward these phases. |
M |
Process |
RR |
Unknown |
| Vague Requirements from non-developers: Most non-developers don’t think in the rigidity required to develop software. |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Developers should be involved in the pitch and signing of any contract/grant. They will spot the vague and undecipherable requirements before a contract is signed or grant funded. |
P |
Environment |
AP - Internal |
Analysis |
Shifting Requirements:
As customers see prototypes or have time to consider things, they change their minds. |
Management Error |
Specificity up front. Insist changes cost time. A contractor building your new bathroom cannot be finished on time if you change the design significantly. Developers are not magicians. |
P |
Process |
RR |
Unknown |
| Ignorance of Risks: Most requirements are developed during a sales phase and so difficult or risky propositions are typically sugarcoated. |
Management Error |
Risk Analysis is important and often completely overlooked. If a loss of sale is feared, consider the loss of reputation and resources if or when a risk becomes an issue. Requirements should allow time for heavy unit testing of high risk code, etc. |
P |
Process |
RR |
Unknown |
Problem-solution error where the client did
not understand the scope of the problem
and our team did not completely understand the client’s problem. |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Thoroughly document every client meeting. |
Both |
Process |
RR |
Elicitation |
Problem-solution error where the client did
not understand the scope of the problem
and our team did not completely understand the client’s problem. |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Make sure to ask questions when the requirements are unclear or seems too complex/simple. |
P |
Process |
RR |
Elicitation |
| Communication gaps with the client |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Send out notes after all client meetings. |
M |
Process |
RR |
Elicitation |
| Communication gaps with the client |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Ask questions to ensure the client is on the same page as you. |
Both |
Process |
RR |
Elicitation |
| Communication gaps with the client |
Inappropriate communication based on incomplete/faulty understanding of roles: knowledge-based plan is wrong |
Present highly technical details in an easy to understand way. |
P |
Process |
RR |
Elicitation |
| Requirements changing during a project |
Management Error |
1) Have a clear process of handling change requests from the client. |
P |
Process |
RR |
Analysis |
| Requirements changing during a project |
Management Error |
2) Determine if the new requirements are in scope. |
P |
Process |
RR |
Analysis |
| Requirements changing during a project |
Management Error |
3) Make sure all changes are communicated correctly with the client and team. |
Both |
Process |
RR |
Elicitation |
| Work Avoidance: People just don’t want to actually do work if they can avoid it. Requirements Engineering seems to be a waste of time as it only ever serves to sufficiently communicate with developers. |
Management Error |
Training/Coaching/Consulting:
Customers need to be held accountable on the importance of this stage of
software development and how much it costs
in support and maintenance to do otherwise. |
M |
People |
ETA |
Management |
| Work Avoidance: People just don’t want to actually do work if they can avoid it. Requirements Engineering seems to be a waste of time as it only ever serves to sufficiently communicate with developers. |
Management Error |
Training/Coaching/Consulting:
Customers need to be held coached on the importance of this stage of
software development and how much it costs
in support and maintenance to do otherwise. |
M |
People |
ETA |
Management |
| Lack of time |
Mistake-management error in properly collecting requirements resources |
Evaluation of tools |
NS |
Process |
INV |
Management |
| Lack of time |
Mistake-management error in properly collecting requirements resources |
Introduction of tools |
NS |
Environment |
ANP |
Management |
| Missing tool support |
Mistake- management plan error |
Evaluation of tools |
NS |
Process |
INV |
Management |
| Missing tool support |
Mistake- management plan error |
Introduction of tools |
NS |
Environment |
ANP |
Management |