Software Engineering

FIGURE 7.1
Establishment of software specifications and project plans.
Table 7.2 
Priority of Stakeholder Needs
Priority
Stakeholder Needs
Essential
●
  Enterprise management
●
 Customer
Very important
●
  Project management
●
  End user
Important
●
  Software implementation
●
  Software test and evaluation
Significant
●
  Post-development processes
●
 Distribution
●
 Training
●
  Product sustainment

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CHAPTER 7 
Understanding Software Requirements
It is important to note that the role of software engineering is not included in 
the list of stakeholders. The SWE-IPT is responsible for establishing the software 
requirements and product architecture that guide the development of the software 
product and post-development processes. Therefore, the SWE-IPT must be impar-
tial in its deliberation, prioritization, and analysis of stakeholder needs. This may 
be challenging since the SWE-IPT involves representatives from the various stake-
holder organizations.
Enterprise
 stakeholders represent the organizational entities that enable and over-
see the software development project for the enterprise. The enterprise provides the 
business operational infrastructure (facilities, equipment, etc.), personnel, policies 
and procedures, and resources necessary to conduct the project either on its own 
behalf or for customers with whom contracts or agreements have been established. 
The business management team is concerned with the continued growth of the enter-
prise, its reputation within its industry, and profitability of projects or the software 
product within a competitive marketplace. The business management team is mostly 
concerned with the success of the project, and monitors its progress toward meet-
ing established goals and objectives. It empowers the project management team with 
authority and latitude to direct the software development team toward the achieve-
ment of project directives that best serve the enterprise and its customers or end users.
Customers
 represent business entities that enter into contractual arrangements 
with the software development business. In some situations, the customer may be 
an organization within the same business entity as the software development project 
organization. In that case, a form of contract referred to as an agreement is estab-
lished between the customer and software development organization since the cus-
tomer’s organization is dependent on the software product for improving business 
process efficiency, reducing operating costs, or increasing profitability. The customer’s 
needs and expectations must be understood prior to establishment of the terms and 
conditions of the contract or agreement under which the software product will be 
developed, documented, and delivered. The contract or agreement should establish 
the cost, schedule, and operational and performance characteristics the software 
product must exhibit upon delivery.
Project management
 represents the project oversight team empowered to plan, 
monitor, and direct the engineering and development of the software product and 
associated post-development processes. The project management team acts as the 
primary interface with business management, customers, and software engineering 
and development organizations. Its focus is on the achievement of project goals and 
objectives, project status reporting, customer interactions toward the fulfillment of 
the contract or agreements, and the delivery and acceptance of the software prod-
uct by customers, end users, and other stakeholders. The project management team 
involves the project planning and control, configuration management and change 
control, cost tracking and accounting, risk management teams, and the interface 
with contracting and legal organizations.
End users
 represent customer employees or individuals who will operate the 
software product. End users are concerned with the user interface, application 

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