REQB® - Foundation Level Requirements Manager

REQBisatrademarkofGlobalAssociationforSoftwareQuality,GASQGmbH

Start and finish Course style
LunchCoffee and breaks
M00 - Course introduction 2/9 | 2/427

 The role of Requirements Manager
 The underpinning philosophy and principles of
requirements analysis profession
 Requirements analysis process
 The products produced by requirements analyst
 Requirements engineering roles
 Requirements engineering tools and techniques
Main goal
 Attempt Foundation exam with confidence
 Communicate freely within business analysis team
with confidence, understanding its principles and
philosophy
Secondary goal
 Benefits and value of requirements engineering and
REQB

Please share with the class:
 Your name and surname
 Your organization
 Your profession (title, function,
job responsibilities)
 Your familiarity with the:
 Project management
 Business analysis
 Requirements engineering
 Modelling
 Your personal session
expectations

 Foundation Exam
 Computer based and closed book exam
 Only pencil and eraser are allowed
 Simple multiple (ABCD) choice exam
 Only one answer is correct
 40 questions, pass mark is 26 (65%)
 1 hour exam
 No negative points, no “Tricky Questions”
 No pre-requisite for Foundation exam
 Sample, one (official) mock exam is
provided to you
Candidates completing an examination in a language that
is not their mother tongue, will receive additional time

 Foundation Exam
 Computer based and closed book exam
 Only pencil and eraser are allowed
 Simple multiple (ABCD) choice exam
 Only one answer is correct
 40 questions, pass mark is 26 (65%)
 1 hour exam
 No negative points, no “Tricky Questions”
 Pre-requisite is Foundation exam
Candidates completing an examination in a language that
is not their mother tongue, will receive additional time

REQB syllabus section code and title
1 Introduction to Requirements
2 Context of Requirements Engineering
3 Requirements Engineering Process
4 Requirements Management
5 Requirements Development
6 Requirements Engineering in Model
7 Tool Support
Module slide number / total module slides
Slide number /
total slides
Module number
and name
REQB syllabus
section code
SyllabusM00 - Course introduction 7/9 | 7/427

quizlet.com/63625322/

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Simulation …

REQB® - Foundation Level Requirements Manager

1. Introduction to Requirements
2. Context of Requirements
Engineering
3. Requirements Engineering Process
4. Requirements Management
5. Requirements Development
6. Requirements Engineering in Model
7. Tool Support
M01 - Introduction to Requirements 2/23 | 11/427

1. Lack of clear link to the organisation’s
key strategic priorities
2. Lack of clear senior management
ownership and leadership
3. Lack of effective engagement with stakeholders
4. Lack of skills and proven approach to project and risk
management
5. Project not broken down into manageable steps
6. Evaluation of proposals linked to short term affordability
rather than longer term value for money
7. Lack of understanding of and contact with suppliers
8. Lack of effective integration between
the client, supplier and supply chain
Reported by Office of
Government Commerce (OGC)
in respect of Gateway Reviews

Other
1%
Lack of Qualified
Resources
3%
Communication
Problems
14%
Inadequate Risk
Management
17%
Poor Scope Definition
15%
Poor Requirements
Definition
50%
Other
Lack of Qualified Resources
Communication Problems
Inadequate Risk Management
Poor Scope Definition
Poor Requirements Definition
ESI International survey of 2000
business professionals, 2005

The major reasons of projects' failure are problems with
requirements and communication
 Business requirements are not aligned with business real needs
The base for identifying, defining the business
requirements is Business Analysis which acts as a
“communication bridge” between client and supplier
ESI International survey of 2000
business professionals, 2005

Report from 2015 studied 50,000 projects
around the world, ranging from tiny
enhancements to massive systems
re-engineering implementations

Top 10 Reasons for Success
1. User Involvement
2. Executive Management Support
3. Clear Business Objectives
4. Optimizing Scope
5. Agile Process
6. Project Manager Expertise
7. Financial Management
8. Skilled Resources
9. Formal Methodology
10. Standard Tools and Infrastructure
Research by The Standish Group International Inc.
End User
involvement!
Not just customer

A requirement is [lEEE Std 610.12-1990]
1. A condition or capability needed by a stakeholder to solve a
problem or achieve an objective
2. A condition or capability that must be met or possessed by a
system or system component to satisfy a contract, standard,
specification, or other formally imposed documents
3. A documented representation of a condition or capability as in 1
or 2
 Requirements should be preceded by descriptors like
 Business requirements
 User requirements
 Functional requirements (FR)
 Non-functional requirements (NFR)
1.1M01 - Introduction to Requirements 10/23 | 19/427

Requirement
Provide foundation
for project's
assessment,
planning, execution
and monitoring
Defines customer
expectations
(stakeholders value)
Acting as
component of
agreements,
project plans
Establish system
boundaries, scope
of delivery

1.1
Customer
requirements
(business requirements)
Solution/system
requirements
Product/component
requirements

Requirement
Product
Functional
(FR)
External
Internal
Non-functional
(NFR)
External
Internal
Process
Needs and limitations of the business processes:
• Costs, marketing, processing time, sales and distribution,
organization, documentation
• May specify methodologies or frameworks to be followed

Non-functional product
requirements:
 Specify how the system
performs its functions
 Describe the quality
attributes of the system
Functional product
requirements:
 Allow to specify what the
product should do
 Describe the function of the
product
1.1
WHAT HOW

1.1
Requirements Engineering
Requirements
Management
Traceability of
Requirements
Configuration
and Change
Management
Quality
Assurance
(QA)
Requirements
Development
Requirements
Elicitation
Requirements
Analysis
Requirements
Specification
Requirements
Validation
and
Verification
According to CMMI, Requirements Engineering
encompasses Requirements Management and Requirements Development

Requirements Engineering discipline involves:
 Requirements elicitation
 Requirements analysis
 Requirements specification
 Requirements validation and verification
 Requirements traceability
 Configuration and change management
 Quality assurance

Describes the function, architecture, and design of software
Describes the process of development itself
All artefacts should be under version control (e.g. version
control, naming conventions, archiving, etc.)
Vison
Statement
Business Case Use Cases
Activity
diagrams
Class diagrams
Component
diagrams
Design
documents
Requirements
documentation
Project
documentation
Risk
assessment

 Too formal description
 Instability of the requirements
 Bad quality of the requirements
 incomplete, not well described
 Over or under specified
 Gold plating
 Insufficient user involvement
 Overlooked stakeholders
 Inaccurate planning
 Minimal specification
(acceptable in case of Agile
approaches)
 Ambiguous, overly specified,
unclear, impossible,
contradictory requirements
 Unclear project goals
 Communication problems
 Wrong format for the wrong
audience
 Language barriers
 Culture barriers
 Knowledge barriers
 different domains; business vs
technology
 Vague formulation

The requirements
specification must be:
 Traceable
 Complete
 Consistent
 Modifiable
 Under change control
 Accessible
 Up to date and
communicated
A requirement must be:
 Complete
 Validatable
 Verifiable
 Testable
 Unambiguous
 Prioritized
 Feasible
 Necessary (depends in case
of Agile approaches and
MuSCoW prioritization)
1.1
Based on Karl Wiegers

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REQB® - Foundation Level Requirements Manager

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