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User-centered Requirements: The Scenario-based Engineering Process [Kõva köide]

  • Formaat: Hardback, 390 pages, kõrgus x laius: 234x156 mm, kaal: 880 g
  • Ilmumisaeg: 01-Mar-1997
  • Kirjastus: CRC Press Inc
  • ISBN-10: 0805820647
  • ISBN-13: 9780805820645
  • Formaat: Hardback, 390 pages, kõrgus x laius: 234x156 mm, kaal: 880 g
  • Ilmumisaeg: 01-Mar-1997
  • Kirjastus: CRC Press Inc
  • ISBN-10: 0805820647
  • ISBN-13: 9780805820645
Developing today's complex systems requires more than just good software engineering solutions. Many are faced with complex systems projects, incomplete or inaccurate requirements, canceled projects, or cost overruns, and have their systems' users in revolt and demanding more. Others want to build user-centric systems, but fear managing the process. This book describes an approach that brings the engineering process together with human performance engineering and business process reengineering. The result is a manageable user-centered process for gathering, analyzing, and evaluating requirements that can vastly improve the success rate in the development of medium-to-large size systems and applications.

Unlike some texts that are primarily conceptual, this volume provides guidelines, "how-to" information, and examples, enabling the reader to quickly apply the process and techniques to accomplish the following goals:
* define high quality requirements,
* enhance productive client involvement,
* help clients maintain competitiveness,
* ensure client buy-in and support throughout the process,
* reduce missing functionality and corrections, and
* improve user satisfaction with systems.

This volume clearly details the role of user-centered requirements and knowledge acquisition within Scenario-Based Engineering Process (SEP) and identifies SEP products and artifacts. It assists project personnel in planning and managing effective requirements activities, including managing risks, avoiding common problems with requirements elicitation, organizing project participants and tools, and managing the logistics. Guidelines are provided for the following: selecting the right individual and group techniques to elicit scenarios and requirements from users; subject matter experts, or other shareholders; and ensuring engineers or analysts have the necessary skills.
Acknowledgements ix
PART I--INTRODUCTION AND FOUNDATION 3(56)
1 An Introduction to the Scenario-based Engineering Process
3(25)
The Systems Development Problem
4(2)
A Brief Chronology of Systems/Software Engineering
6(2)
The Scenario-based Engineering Process (SEP)
8(13)
SEP--A Model-Based Systems Development Process
21(4)
Benefits of the Scenario-based Engineering Process
25(1)
Summary
26(2)
2 Engineering Activities and Artifacts
28(31)
The Role of Knowledge Acquisition, Elicitation, and Analysis
29(7)
Activities and Artifacts Within the SEP
36(20)
Summary
56(3)
PART II--PROCESS & TECHNIQUES 59(292)
3 Planning and Managing Effective Requirements Activities
59(30)
Avoiding Common Problems and Managing Risks
60(5)
Organizing and Preparing Project Participants and Resources
65(10)
Managing the Logistics and Process
75(14)
4 Selecting the Right Techniques
89(31)
Standard Set of Elicitation Techniques
91(4)
Variables Influencing Selection
95(25)
5 Scenario Elicitation, Analysis, and Generation
120(30)
Scenario Generation, Analysis, and Development: An Overview
121(5)
Conducting Scenario Elicitation
126(8)
Conducting Scenario Analysis
134(4)
Creating "To Be" Scenarios
138(10)
Moving Forward
148(2)
6 Conducting and Analyzing Interactive Observation Sessions
150(25)
Interactive Observation: Purpose and Goals
151(1)
Structuring the Observation Process
152(10)
Conducting the Interactive Observation Session
162(5)
Analyzing the Output
167(5)
Advantages and Disadvantages of Interactive Observation Sessions
172(3)
7 Conducting and Using the Interview Effectively
175(33)
Unstructured Versus Structured Interviews
176(2)
Preparing for the Structured Interview
178(2)
Conducting an Effective Interview
180(26)
Reviewing and Transcribing Interview Sessions
206(1)
Advantages and Disadvantages of the Interview
206(2)
8 Defining Work Process and Conducting Task Analysis
208(35)
Using Work Process and Task Analysis
209(1)
Identifying and Analyzing Work Processes
210(7)
Task Analysis: Decomposing Work Processes
217(11)
Using Decomposing Techniques to Analyze and Prepare Output
228(14)
Advantages and Disadvantages of Work Process and Task Analysis
243(1)
9 Eliciting and Analyzing Domain Concepts
242(23)
Background
244(2)
Conducting a Concept Analysis Session
246(10)
Analyzing and Organizing Concepts
256(8)
Defining Complexities and Refining Concept Identification and Definition
264(2)
10 Using Process Tracing to Analyze the Problem Solving Process
266(32)
What is Expertise?
267(6)
Conducting Decision Process Tracing Sessions
273(10)
Producing the Protocol
283(3)
Analyzing the Protocol
286(5)
Typical Outputs of Process Tracing Sessions
291(4)
Special Consideraations of Process Tracing and Verbal Reporting
295(3)
11 Conducting and Analyzing Group Sessions
298(29)
Why Get Involved With Groups?
299(3)
Techniques for Use With Groups
302(14)
Computer-Aided Group Sessions
316(6)
Managing Group Sessions
322(2)
Typical Problems of Group Sessions
324(3)
12 Evaluating and Refining Requirements
327(24)
The Role of Ongoing Evaluations in SEP
329(1)
Approaches to Iterative Requirements Evaluation and Refinement
329(11)
Mechanisms for Evaluation
340(9)
Summary
349(2)
References 351(6)
Author Index 357(4)
Subject Index 361
Karen L. McGraw (Author) ,  Karan Harbison (University of Texas at Arlington) (Author)