An empirical study on decision making for quality requirements

Abstract

ContextQuality requirements are important for product success yet often handled poorly. The problems with scope decision lead to delayed handling and an unbalanced scope. ObjectiveThis study characterizes the scope decision process to understand influencing factors and properties affecting the scope decision of quality requirements. MethodWe studied one company's scope decision process over a period of five years. We analyzed the decisions artifacts and interviewed experienced engineers involved in the scope decision process. ResultsFeatures addressing quality aspects explicitly are a minor part (4.41%) of all features handled. The phase of the product line seems to influence the prevalence and acceptance rate of quality features. Lastly, relying on external stakeholders and upfront analysis seems to lead to long lead-times and an insufficient quality requirements scope. ConclusionsThere is a need to make quality mode explicit in the scope decision process. We propose a scope decision process at a strategic level and a tactical level. The former to address long-term planning and the latter to cater for a speedy process. Furthermore, we believe it is key to balance the stakeholder input with feedback from usage and market in a more direct way than through a long plan-driven process.