Enterprise AI Analysis
Actionable Framework for Understanding and Improving Social and Human Factors that Influence the Requirements Management in Software Ecosystems
This analysis synthesizes cutting-edge research into the critical social and human factors (SHF) impacting requirements management (RM) within Software Ecosystems (SECO). We present the SHFIRM-SECO framework, a tool designed to enhance productivity and effectiveness by providing actionable guidance for practitioners and researchers.
Executive Impact Snapshot
Key insights and metrics demonstrating the rigor and applicability of this research for enterprise decision-makers.
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Social & Human Factors Identified
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Barriers to Improvement Documented
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Paper Accepted Date
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Practitioner Interviews Conducted
Deep Analysis & Enterprise Applications
Select a topic to dive deeper, then explore the specific findings from the research, rebuilt as interactive, enterprise-focused modules.
Social and Human Factors (SHF)
The research identified 29 SHF influencing Requirements Management (RM) in Software Ecosystems (SECO), categorized into two groups: Social Group and Personal Group. Key social factors include Autonomy, Communication, Competition, Conflicts of Interest, Cooperation, Coopetition, Culture, Decision Making, Empathy, Geographic Distance/Time Zone, Innovation, Leadership, Multiple Actors, Multiple Teams, Power Relationship, Sharing of Information, and Trust.
Important personal factors identified were Attitude, Commitment, Domain Knowledge, Hope, Motivation, Negotiation Skills, Optimism, Personal Experience, Personality, Proactivity, Resilience, and Satisfaction. For instance, Autonomy and Communication were found to be central, enabling professionals to adapt to dynamic SECO environments and ensuring alignment between stakeholders. Coopetition and Power Relationships highlight the complex interactions among multiple organizations within SECO, requiring delicate balance and negotiation.
Contextual Characteristics of RM in SECO
Nine contextual characteristics impact the importance of SHF on RM activities in SECO. These include Collaborative Requirements Negotiation and Prioritization, Crosscutting Concerns, Existence of Emergent Requirements, Groups of Multi-Party Actors, Informal and Decentralized Requirements Management, Inter-Project Dependencies, Storage of Requirements in Several Artifacts and Repositories, and Use of Open Communication Channels.
The informal and decentralized nature of RM in SECO, coupled with the presence of multiple, geographically dispersed actors, significantly complicates coordination and information sharing. Participants noted that a lack of standardized processes hinders transparency and coordination. The challenge of managing emergent requirements from actors not directly responsible for the requirements further adds to the complexity.
Barriers to Improving SHF
The study identified 17 barriers professionals face in improving SHF in SECO. These barriers are organizational, social, and technical. Notable examples include Decentralization, Omission, and Confidentiality of Information, which disperse critical data and limit collaboration. Lack of Disseminating and Documenting Knowledge creates gaps, especially for new team members.
Other significant barriers are Hierarchical Dependency between Keystone and Other Actors, Different Leadership Concepts, Schedule Inflexibility, and the Dynamism in the Entrance and Exit of Actors in the software ecosystem. The Lack of Experience with Software Ecosystems and Software Ecosystem Openness also pose challenges, as inexperienced professionals may struggle with the holistic understanding required.
Improvement Strategies for SHF
The research uncovered 27 strategies practitioners employ to overcome barriers and enhance SHF. These strategies range from adopting modern software engineering practices to fostering a positive organizational culture. Examples include Applying DevOps Culture and Agile Software Development to promote continuous feedback and trust.
Other strategies focus on collaboration and knowledge management, such as Promoting Meetings of Integration, Working in Pairs, and Documenting Knowledge, Processes, and SHF. Human capital strategies like Hiring Evangelists and Partnership Managers, Hiring Experienced Professionals, and Capacitating/Training the Professionals are crucial for building expertise and improving communication within SECO.
Coping Mechanisms
When improvement strategies fail to address SHF challenges, practitioners resort to 3 coping mechanisms. These are typically individual responses to persistent issues that offer immediate relief but do not resolve the underlying structural problems. The mechanisms identified are Leaving Their Job, Moving Forward, and Talking to the Keystone.
Leaving Their Job was reported as a last-resort when the environment becomes excessively tiring. Moving Forward involves continuing work while ignoring SHF, often due to frustration and fatigue. Talking to the Keystone is used to negotiate conflicts and align the ecosystem vision, though it is not always straightforward in SECO contexts.
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Unique Social & Human Factors Identified for RM in SECO
Enterprise Process Flow: SHFIRM-SECO Framework Development
Rapid Review Findings
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Semi-structured Interviews
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Interviews Data Analysis (Coding)
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Focus Group Evaluation
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Focus Group Data Analysis
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Feasibility Study
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Feasibility Study Data Analysis
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SHFiRM-SECO Framework
| Aspect | Traditional RE | RE in SECO |
|---|---|---|
| Organizational Boundaries | Well-defined, internal to a single organization. | Blurred, multiple organizations, external actors. |
| Requirements Flow | Formal, controlled processes, typically linear. | Continuous, emergent, often informal channels. |
| Communication | Predominantly within a single organization, often closed. | Distributed interactions, open communication channels, complex. |
| Decision-Making | Centralized, clear hierarchical relationships. | Decentralized, multi-party actors, balancing power. |
| Change Management | Structured process, often by a dedicated board. | Ongoing activity, new requirements arise unexpectedly. |
| SHF Importance | Considered, but often less emphasized than technical. | Central to success, coordination, and collaboration. |
Case Study: SHFiRM-SECO Framework in Practice
The feasibility study for the SHFiRM-SECO framework was conducted within a large-scale public institution with over 160 years of existence. This organization operates a predominantly proprietary software ecosystem, managing critical corporate systems, legacy systems, and continuously evolving solutions across multiple multidisciplinary teams.
This context provided a robust environment to assess the framework's practical utility. Professionals working as requirements analysts or project managers within this SECO evaluated the framework based on its perceived usefulness and ease of use. The results confirmed the framework's value in identifying and improving SHF, highlighting its intuitive structure and clear guidelines for application in real-world scenarios, particularly for complex, multi-actor ecosystems.
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Your Path to Optimized Requirements Management
Our actionable framework, SHFIRM-SECO, provides a structured approach to integrate social and human factor improvements into your enterprise's requirements management.
Phase 1: Ask - Make Problems Visible
Identify day-to-day SHF and barriers in RM activities through structured surveys or informal meetings. Leverage identified factors to gather feedback and understand contextual characteristics and coping mechanisms.
Phase 2: Plan - Strategize for Improvement
Evaluate feedback to prioritize barriers and factors needing improvement. Plan specific improvement strategies at individual, team, and organizational levels, allocating necessary resources for rectification.
Phase 3: Act - Implement & Monitor Continuously
Gradually implement chosen improvement strategies and monitor their effectiveness. Use factors and barriers to derive metrics, ensuring continuous progress and adaptability. Iterate for sustained improvement.
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