Changes in requirements however can also stem from system failure after the

Changes in requirements however can also stem from

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Changes in requirements, however, can also stem from system failure after the system was deployed if an error in the requirements can be held responsible for the failure. Changes per se are not negative. Changes in requirements per se are not negative. They are merely an indication that stakeholders deal closely with the system and learn more and more about its functions, qualities, and restrictions. If change requests only occur infrequently during development of the system, it may be a sign of low stakeholder interest in the system to be developed. Change frequency as an indicator of process quality However, if requirements changes occur very frequently, the develop- ment of a system that is in agreement with all involved stakeholders becomes nearly impossible. A high change frequency is, among other things, an indicator for inadequately performed requirements engineering activities, such as elicitation and negotiation techniques. In addition, a high change frequency takes up a lot of resources in the development project.
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132 8 Requirements Management 8.6.2 The Change Control Board Over the course of the system life cycle, it is necessary to channel change requests for requirements and define a structured process that will lead to a justified decision about whether a change request is approved and how it is approved. Changes can pertain to individual requirements (e.g., redefin- ing a requirement) or the entire requirements document. The evaluation of requirements changes, as well as the decision about performing the change, is usually the responsibility of a change control board. The change control board (CCB) typically has the following tasks: Tasks of the change control board Estimate the effort for performing the change (potentially commission a third party with an effort analysis). Evaluate change requests, e.g., with respect to the effort/benefit ratio. Define requirement changes or define new requirements on the basis of change requests. Decide about acceptance or rejection of change requests. Classify incoming change requests. Prioritize accepted change requests. Assign accepted change requests to change projects. Representatives in the change control board In some cases, the CCB may want to delegate these tasks to another party. Decisions about changes have to be negotiated and agreed upon with the contractor and all involved stakeholders in the development project. Therefore, the change control board should consist of, among others, the following stakeholders, depending on the properties of the system to be developed and the development process: Change manager Contractor Architect Developer Configuration manager Customer representative Product manager Project manager Quality assurance representative Requirements engineer The role of the change manager The chairperson of the change control board is the change manager. The change manager has the task, among other things, of mediating between
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8.6 Management of Requirements Changes 133
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