首页> 外文会议>Requirements Engineering, 1998. Proceedings. 1998 Third International Conference on >Automated requirements management-beware HOW you use tools: anexperience report
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Automated requirements management-beware HOW you use tools: anexperience report

机译:自动化的需求管理-当心如何使用工具:经验报告

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At NASA and across industry, with multiple release projects,requirement storage is a volatile, dynamic process. The skill with whicha project maintains, keeps current, tracks, and traces its set ofrequirements affects every phase of the project's software developmentlife cycle-including maintenance. The ability to effectively managerequirements influences, months and/or years before project completion,how, when, and how expensively completion, will take place. The SoftwareAssurance Technology Center (SATC) at NASA Goddard Space Flight Centeris working to continually evaluate the requirement activities of a multibillion dollar project. This task requires that the SATC evaluate theproject's tools, specifically the requirement database management tool.The objective of the paper is to identify a major failing in the use ofrequirement management tools that causes loss of data, loss of dataintegrity, and loss of tool functionality. It also shows that bringingengineers and database designers together to define tool use ismandatory; and that each discipline's experience and expertise isrequired for successful tool implementation. Using experiences from aNASA project, we demonstrate some potential risks when a requirementmanagement tool is incorrectly used, and how this fatal flaw plants theseeds of requirement management destruction and consequent projectoverruns. This information will benefit any project considering or usingrequirement management tools
机译:在NASA和整个行业中,有多个发布项目, 需求存储是一个易变的动态过程。技能 项目维护,保持最新状态,跟踪和追踪其集合 需求影响项目软件开发的每个阶段 生命周期,包括维护。有效管理的能力 需求影响,项目完成前的几个月和/或几年, 完成的方式,时间和费用。软体 美国宇航局戈达德太空飞行中心的保障技术中心(SATC) 正在努力不断评估多方需求活动 十亿美元的项目。此任务需要SATC评估 项目的工具,特别是需求数据库管理工具。 本文的目的是确定使用中的主要失败之处。 导致数据丢失,数据丢失的需求管理工具 完整性,以及工具功能的丧失。这也表明带来 工程师和数据库设计师一起定义工具的使用方法是 强制的;并且每个学科的经验和专业知识是 成功实施工具所需的工具。利用来自某人的经验 NASA项目,当有需求时,我们展示了一些潜在的风险 管理工具使用不当,以及此致命缺陷如何导致 需求管理破坏和后续项目的种子 超限。该信息将使正在考虑或使用的任何项目受益 需求管理工具

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