The practical application of traceability Part 2: What’s really going on when you plan V&V against a requirement?
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In this guest blog post, Requirements Engineering Expert, Jeremy Dick continues with his discussion on practical applications of traceability. Read the first part here -
Inspired by recent experience in a large systems engineering project, Part 1 of this essay covered the practice of decomposing requirements, which brings about one of the most important traceability relationships in requirements engineering. Part 2 here covers the next most important relationship: that between requirements and validation and verification activities. Part 3 will continue the discussion of V&V, and how it itself gives rise to further requirements.
Verification & Validation (V&V)
I don’t care enough about the difference between validation and verification to want to enter into the divisive debate about it here. I am just going to say V&V and be done with it!
Kinds of V&V activity
There are many kinds of V&V activity, and organisations have varied ways of classifying them. In the project I am working on, the classifications are Analysis, Analogy, Inspection, Review, Test and Demonstration.
By their very nature, these types of activity tend to occur at different times of the life-cycle. Analysis, for instance, tends to occur early to predict properties of the proposed design and verify it against requirements. By contrast, demonstration tends to occur late as part of the acceptance tests.
Typically, a whole series of activities will be planned against a single requirement, some early, some late, allowing confidence to accumulate over the life-cycle of the project.
Requests for evidence
Despite the variety of kinds of activity, there is one thing they all have in common: they are requests for evidence of some kind or other. Indeed, I would favour calling V&V activities exactly that: “requests for evidence”.
Intention versus Fulfilment
Those activities that are carried out early in the development process provide evidence that the intended design will meet the requirements – they address design intention. Those activities applied late in the development process collect evidence that what has been built meets the requirements – they address design fulfilment.
Once the need for V&V activities has been established, this will often give rise to new requirements, either on the design of the product itself, or requirements for the construction of test artefacts, such as models and test equipment. (We never build just the product; there are always other things that need designing and building that surround the system for various purposes.)
The management of requirements arising from V&V will be the topic of Part 3.
Requirements decomposition and V&V planning
When planning V&V activities against a parent requirement, you need to take into account the V&V that will be carried out on its child requirements, and their child requirements, and so on.
Take, for instance, the following example where a user requirement is decomposed into a number of system requirements:
The only V&V activity planned against the user requirement is a commissioning test, which will occur late in the life-cycle. However, further V&V activities are defined against the child system requirements. Some of these are design inspections that occur very early, and some are system tests that occur relatively late, but still before commissioning.
There is, of course, a sense in which all these V&V activities provide evidence for the satisfaction of the user requirement, but some of the activities fit more directly against the system requirements. So when planning V&V activities, you need to ask the question: what activities can only be carried out against the parent requirement, and which can be delegated to child requirements? – because those that can be delegated are likely to provide evidence earlier in the life-cycle. And you always want that, if you can get it.
Granularity of V&V results
In the above example, there is one V&V activity that is linked to multiple requirements. In general, the relationship between requirements and V&V activities will be many-to-many.
However, this presents an issue when it comes to collating results of V&V against requirements. The System Test defined above may show positive results for filling, boiling and dispensing, but fail on the time taken to recover (cool down). So it has passed on all requirements except one. In terms of granularity of information, we need to record the result of the V&V activity against each linked requirement.
How is it best to do that? The only place to do that in the information model of the example is on the “verifies” links; there is a link for every requirement-V&V pair.
Another way is shown in the next example:
Here we have separated out the success criteria for each requirement for each test by adding subsidiary objects under the V&V activities (for instance, using the DOORS object hierarchy). Each success criterion has exactly one link to a requirement; a link from a criterion is implicitly a link from the V&V activity. (This link could be made explicit by retaining a link from the activity as well – not shown in the diagram.)
Now we have objects rather than links against which to record the results of the V&V activity (using an attribute of that object). This has the added advantage that it encourages a discipline of identifying precisely what the success criterion is for each requirement against each V&V activity. In addition, the V&V Activity and its list of success criteria can be used as a desc
As results come in, the success/failure status on the success criteria can be rolled up through the “verifies” links to the associated requirements, and then on up through the “satisfies” links to the parent requirements. Both these relationships allow results to be summarised through the eyes of the requirements at every level.
V&V planning steps
These are the process steps we teach for planning V&V against requirements. They are numbered so as to continue from the process steps named in Part 1:
So this is what we now teach those engaged in planning and tracing V&V against requirements, in conjunction with requirements decomposition. It is wrong to assume that people will somehow automatically know how to do this kind of thing. By taking this approach, the V&V plan is well organized, defined at the most appropriate layers, with success criteria defined, and ready for the collection and roll-up of results.
Read the first part here - The
About the author - Jeremy Dick works as Principal Analyst for Integrate Systems Engineering Ltd in a consultancy, research and thought leadership capacity. He has extensive experience in implementing practical requirements processes in significant organizations, including tool customization, training and mentoring. At Integrate, he has been developing the concept of Evidence-based Development, an extension of his previous work on “rich traceability”. Prior to this appointment, he worked for 9 years in Telelogic (now part of IBM Rational) in the UK Professional Services group as both an international ambassador for Telelogic in the field of requirements management, and a high-level consultant for Telelogic customers wishing to implement requirements management processes. During this time, he developed considerable expertise in customizing DOORS using DXL to support advanced engineering processes. His roles in Telelogic included a position in the DOORS product division to assist in the transfer of field knowledge to the product team. Co-author of a book entitled “Requirements Engineering” that has recently reached its 3rd edition, he is recognized internationally for his work on traceability.Jeremy can be reached out at jere