| Acknowledgements |
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ix | |
| PART I--INTRODUCTION AND FOUNDATION |
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3 | (56) |
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1 An Introduction to the Scenario-based Engineering Process |
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3 | (25) |
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The Systems Development Problem |
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4 | (2) |
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A Brief Chronology of Systems/Software Engineering |
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6 | (2) |
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The Scenario-based Engineering Process (SEP) |
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8 | (13) |
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SEP--A Model-Based Systems Development Process |
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21 | (4) |
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Benefits of the Scenario-based Engineering Process |
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25 | (1) |
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26 | (2) |
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2 Engineering Activities and Artifacts |
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28 | (31) |
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The Role of Knowledge Acquisition, Elicitation, and Analysis |
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29 | (7) |
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Activities and Artifacts Within the SEP |
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36 | (20) |
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56 | (3) |
| PART II--PROCESS & TECHNIQUES |
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59 | (292) |
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3 Planning and Managing Effective Requirements Activities |
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59 | (30) |
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Avoiding Common Problems and Managing Risks |
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60 | (5) |
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Organizing and Preparing Project Participants and Resources |
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65 | (10) |
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Managing the Logistics and Process |
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75 | (14) |
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4 Selecting the Right Techniques |
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89 | (31) |
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Standard Set of Elicitation Techniques |
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91 | (4) |
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Variables Influencing Selection |
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95 | (25) |
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5 Scenario Elicitation, Analysis, and Generation |
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120 | (30) |
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Scenario Generation, Analysis, and Development: An Overview |
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121 | (5) |
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Conducting Scenario Elicitation |
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126 | (8) |
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Conducting Scenario Analysis |
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134 | (4) |
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Creating "To Be" Scenarios |
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138 | (10) |
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148 | (2) |
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6 Conducting and Analyzing Interactive Observation Sessions |
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150 | (25) |
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Interactive Observation: Purpose and Goals |
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151 | (1) |
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Structuring the Observation Process |
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152 | (10) |
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Conducting the Interactive Observation Session |
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162 | (5) |
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167 | (5) |
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Advantages and Disadvantages of Interactive Observation Sessions |
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172 | (3) |
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7 Conducting and Using the Interview Effectively |
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175 | (33) |
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Unstructured Versus Structured Interviews |
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176 | (2) |
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Preparing for the Structured Interview |
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178 | (2) |
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Conducting an Effective Interview |
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180 | (26) |
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Reviewing and Transcribing Interview Sessions |
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206 | (1) |
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Advantages and Disadvantages of the Interview |
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206 | (2) |
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8 Defining Work Process and Conducting Task Analysis |
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208 | (35) |
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Using Work Process and Task Analysis |
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209 | (1) |
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Identifying and Analyzing Work Processes |
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210 | (7) |
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Task Analysis: Decomposing Work Processes |
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217 | (11) |
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Using Decomposing Techniques to Analyze and Prepare Output |
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228 | (14) |
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Advantages and Disadvantages of Work Process and Task Analysis |
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243 | (1) |
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9 Eliciting and Analyzing Domain Concepts |
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242 | (23) |
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244 | (2) |
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Conducting a Concept Analysis Session |
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246 | (10) |
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Analyzing and Organizing Concepts |
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256 | (8) |
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Defining Complexities and Refining Concept Identification and Definition |
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264 | (2) |
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10 Using Process Tracing to Analyze the Problem Solving Process |
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266 | (32) |
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267 | (6) |
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Conducting Decision Process Tracing Sessions |
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273 | (10) |
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283 | (3) |
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286 | (5) |
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Typical Outputs of Process Tracing Sessions |
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291 | (4) |
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Special Consideraations of Process Tracing and Verbal Reporting |
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295 | (3) |
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11 Conducting and Analyzing Group Sessions |
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298 | (29) |
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Why Get Involved With Groups? |
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299 | (3) |
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Techniques for Use With Groups |
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302 | (14) |
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Computer-Aided Group Sessions |
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316 | (6) |
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322 | (2) |
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Typical Problems of Group Sessions |
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324 | (3) |
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12 Evaluating and Refining Requirements |
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327 | (24) |
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The Role of Ongoing Evaluations in SEP |
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329 | (1) |
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Approaches to Iterative Requirements Evaluation and Refinement |
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329 | (11) |
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Mechanisms for Evaluation |
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340 | (9) |
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|
349 | (2) |
| References |
|
351 | (6) |
| Author Index |
|
357 | (4) |
| Subject Index |
|
361 | |
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