Goal-Oriented Requirements Engineering
Transcript of Goal-Oriented Requirements Engineering
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GoalGoal--OrientedOriented RequirementsRequirements
EngineeringEngineering::TheThe TROPOS CaseTROPOS Case
Jaelson Castro
Universidade Federal de PernambucoCentro de Informtica
Brasilwww.cin.ufpe.br/~jbc
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AbstractAbstract
The last decade has seen the rise of a new phase in softwaredevelopment which is concerned with the acquisition, modellingand analysis of stakeholder purposes ("goals") in order to derive
functional and non- functional requirements. In this talk we revisitthe topic and sketch on-going research on a number of fronts.Specifically, we discuss an agent-oriented software developmentmethodology -- called TROPOS that is founded on the conceptsof goal, actor as well as inter-actor dependencies. We review key
research results and milestones for the TROPOS project. Wealso present some on-going research that applies TROPOSresearch
The research reported in this presentation was conducted with
colleagues atthe Universities of Recife (Brasil), Toronto (Canada)and Trento (Italy).
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AgendaAgenda
Motivation
Goal Oriented Requirements Engineering
Introduction to TROPOS
Some results and on-going work Conclusions
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AgendaAgenda
Motivation
Goal Oriented Requirements Engineering
Introduction to TROPOS
Some results and on-going work Conclusions
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Caos !
16% 53% 31%
27% 33% 40%
26% 46% 28%
28% 49% 23%
0% 50% 100%
1994
1996
1998
2000
Succeeded Challenged Failed
Project success ratesare rising. This chartdepicts the resolution ofthe 30,000 applicationprojects in large,medium and smallcross-industry U.S.companies tested by
The Standish Group
since 1994.
Despite this progress,The Standish Groupcautions that challengedand failed projects
remain the norm.
- Jim Johnson, Software
Magazine, 2001
Project success ratesare rising. This chartdepicts the resolution of
the 30,000 applicationprojects in large,medium and smallcross-industry U.S.companies tested by
The Standish Group
since 1994.
Despite this progress,The Standish Groupcautions that challengedand failed projects
remain the norm.
- Jim Johnson, Software
Magazine, 2001
The project is
completed and
operational, but over
budget, late, and with
fewer features and
functions than initially
specified.
The project is
completed on time
and on budget, with
all features and
functions originally
specified.
The project is
canceled before
completion, or
never
implemented.
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Causes for Project Failure
- A Standish Group Research Note Copyright 2000
Involvement/
OwnershipRequirements
Management
SupportPlanning Staff
CHAOS 10
Formal methodologyProper planningProper planningOwnership
Clear business objectivesExperienced project managerFirm basic requirementsProper planning
Firm basic requirementsCompetent staffExperienced project managerCompetent staff
Reliable estimatesOwnershipOwnershipClear vision and objectives
OtherOtherOtherHard-working, focused staff
Standard software infrastructureFirm basic requirementsSmall project milestonesSmall project milestones
Minimized scopeSmall project milestonesCompetent staffRealistic expectations
Experienced project managerClear statement of requirementsClear statement of requirementsClear statement of requirements
User involvementExecutive management supportExecutive management supportExecutive management support
Executive management supportUser involvementUser involvementUser involvement
2000199919961994
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- Gause, Donald and Gerald Weinberg. Exploring Requirements: Quality Before Design
1 1015-40
30-70
40-1000
0
100
200
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800
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Requirements Design Coding Developmenttesting
Acceptancetesting
Operation
Phase in which found
UnitC
ost
3-6
Relative CostRelative CostAvoidAvoid vs. Fixvs. Fix
80% of a typical products development time is spentcorrecting errors not discovered in the beginning of the product.
debugging
redeveloping
- Software Project Survival Guide, Steve McConnell, 1998
Hidden FactoryHidden Factory
Corrections$$
ReasonsReasonsfor Reworkfor Rework
Inadequate
Requirements
27%
Imprecise
Terminology
16%
Logic error
3%
Undocumented
Assumptions
30%
Traceability/
inconsistency
24%
- Experiences using Formal Methods for Requirements Modeling. Easterbrook, et al.
80%80% of a typical productof a typical products developments development
time is spent intime is spent in correcting errorscorrecting errors
MostMost rework is related torework is related to inadequate,inadequate,
inconsistent, impreciseinconsistent, imprecise requirementsrequirements
Fixing a defect late in the developmentFixing a defect late in the development
life cycle canlife cycle can cost 30cost 30--1000 times more1000 times more
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AgendaAgenda
Motivation
Goal Oriented Requirements Engineering
Introduction to TROPOS
Some results and on-going work Conclusions
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RequirementsRequirements--Driven ISDriven IS Information System Engineering (IS) is concerned with concepts,
tools and methods for building information systems.
Traditionally, IS Engineering has been implementation-driven.
This means that the programming paradigm of the day dictated thedesign and requirements paradigms.
So, structured programming led to structured design and(requirements) analysis, while object-oriented programming led toobject-oriented design and analysis, etc
Aligning the paradigms used for requirements, design andimplementation makes perfect sense. But why start withimplementation?
What wouldWhat would requirementsrequirements--drivendriven
IS Engineering look like??IS Engineering look like??
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Why RequirementsWhy Requirements--Driven?Driven?
Requirements analysis is arguably the most important phase ofinformation system development; thats where the most and thecostliest errors are introduced in software systems.
The importance of detailed design and implementation will wear offover time, thanks to software reuse, COTS, MDA and the like;requirements analysis will always be there and will always beimportant.
Requirements analysis is the phase where technology meets thereal world, where technical considerations have to be balancedagainst personal, organizational and social ones; this calls forspecial skills on the part of the requirements engineer, and makesthe phase particularly challenging.
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Requirements AnalysisRequirements Analysis
This activity traditionally boils down to three tasks:
Context analysis -- the reasons whywhy the system is to becreated and why certain technical operational and economicfeasibilities are the criteria that form boundary conditions forthe system
Functional requirementsFunctional requirements -- whatwhat will the system is to do
NonNon--functional (quality) requirementsfunctional (quality) requirements -- globalconstraints on howhow the system is to be constructed andfunction
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TheThe needneed forforGOREGORE
GORE = Goal-Oriented Requirements Engineering
Axel van Lamsweerde & John Mylopoulos delivered
keynote talks with this ti tle at RE'04 in Kyoto and
RE06 in Minneapolis.
Their talks made an elegant case for GORE as an
important edition to SE practice.
In this presentation, I review some of the researchresults and on-going work of the Tropos project.
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GoalGoal OrientedOriented RequirementsRequirements EngineeringEngineering (~1993)(~1993)
Goal-oriented analysis focuses on early requirementsphases, when alternatives are being explored andevaluated.
During goal-oriented analysis, we start with initial goalssuch as Higher profits, Faster time-to-market,Schedule meeting, Easily maintainable system,Good performance etc. and keep decomposing them
until we have reduced them to alternative collections ofdesign decisions each of which can satisfy the initialgoals.
Initial goals may be organization - or system-oriented;
they may also be contradictory, so the analysis mustfacilitate the discovery of tradeoffs and the search of thefull space of alternatives, rather than a subset.
GORE
Tropo
s
Resu
lts
On-go
ing
Wor
k
Conc
lusio
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GoalGoal--Oriented Analysis is not New!Oriented Analysis is not New!
Many other researchers worked with goals a decade ormore ago including
Specification of composite systems -- [Feather87]
Goal-oriented elaboration of requirements -- ALBERT[Dubois94]
Goal-oriented requirements acquisition -- KAOS[Dardenne93]
Knowledge representation and reasoning in the designof composite systems -- Critter [Fickas92]
Goal-oriented requirements analysis -- Potts, Anton
I* and Non-Functional Requirements framework -- Yu,Chung
NATURE -- [J arke93]
F3 -- [Bubenko93], etc
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Goal-Oriented Analysis a la KAOS
(Organizational) goals lead to requirements.
Goals justify and explain the presence of requirements which
are not necessarily comprehensible by clients.
Goals provide basic information for detecting and resolvingconflicts that arise from multiple viewpoints [Dardenne93].
Example goal:
SystemGoalAchieve[BookRequestSatisfied]
InstanceOfSatisfactionGoalConcerns Borrower, Book, Borrowing,...
Definition (bor: Borrower, b: Book, lib: Library)
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GoalGoalAnalysisAnalysis leadsleads totoAlternativesAlternatives
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Alternatives Lead to Designs/Plans
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SoftgoalsSoftgoals
Functional goals, such as Schedule meeting arewell defined in the sense that they admit a formal
definition.
Not all goals are functional. Non-functional goals, such higher profits , higher
customer satisfaction or easily maintainable
system specify qualities a socio-technical system
should adhere to.
Such qualities are represented as softgoals.
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SoftgoalsSoftgoals
Such qualities usually admit no generally agreedupon definition, are inter-related and often
contradictory.
How well the system accomplishes its functions Softgoals can be thought as fuzzy goals with no
clear-cut criteria for satisfaction; hence softgoals
are satisficed, rather than satisfied (NFR
framework, [Mylopoulos92], [Chung93]).
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SoftgoalsSoftgoals forforRepresentingRepresenting NonNon--
FunctionalFunctional RequirementsRequirements
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EvaluatingEvaluatingAlternativesAlternatives withwith SoftgoalsSoftgoals
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ii*: an Organizational Modeling Framework*: an Organizational Modeling Framework
Understanding the problem by studying an existingorganizational setting;
Output : Organizational model with relevant actors andrespective goals.
i* [Yu95]
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i*: An Actor Dependency Modeli*: An Actor Dependency Model
GoalGoal
TaskTask
ResourceResource
SoftgoalSoftgoal
Media
Shop
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i*: An Actor Rationale Modeli*: An Actor Rationale Model
Dependencies are intentional: One actor wantssomething, another is willing and able to deliver
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GoalsGoals in Softwarein Software DesignDesign
KAOS, the NFR proposal, as well as i* advocate the useof goals in designing software
KAOS uses goals to go fromorganizational objectives
to functional requirements. NFR uses themto represent and analyze non-functional
requirements. Non-functional requirements lead to
criteria for evaluate functional alternatives ( ANDfunctional requirements).
i* relates goals to the actors who want themand keepstrack of delegations.
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Benefits of GOREBenefits of GOREvanvan LamsweerdeLamsweerde (ICSE 2000)(ICSE 2000)
Systematic derivation of requirements from goals
Goals provide rationales for requirements
Goal refinement structure provides acomprehensible structure for the requirementsdocument
Alternative goal refinements and agent
assignments allow alternative system proposals tobe explored
Goal formalization allows refinements to be provedcorrect and complete.
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GoalsGoals,, IntentionsIntentions andand TasksTasks
Goals are desired states of affairs, e.g., "I want to attendIDEAS 08 in Recife " ( )
Intention = goal + commitment
Actions are things agents can performto change thestate of affairs.
Task = action + intention
We use "intention" and "goal" synonymously; likewisefor "task" and "plan".
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ExpressivenessExpressiveness ofofGoalGoal ModelsModels
Different researchers use different notations anddifferent primitive goal relationships.
In our work, we adopted a goal model that includes:
Goal types: (hard)goals, softgoals
Relationship types:
AND (n-ary),
OR (n-ary),
++ (makes, binary),
- - (breaks, binary),
+ (helps,binary),
- (hurts, binary)
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AgendaAgenda
Motivation
Goal Oriented Requirements Engineering Introduction to TROPOS
Some results and on-going work Conclusions
Mi t h d R i tMi t h d R i t D iD i
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Operational environment in terms of stakeholders,qualities, responsibilities, objectives, and resources,
roles, needs... Versus information systems as a collection of
(software) modules, data structures and interfaces.
Impedance Mismatch
Poor quality, Failure Why not requirements-driven to avoid that mismatch?
Organizational concepts not only for Early Requirements
but the Entire Development Life Cycle
TROPOS
Mismatch and RequirementsMismatch and Requirements--DrivenDriven
DevelopmentDevelopment
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Tropos Project (Tropos Project (launchedlaunched ininAprilApril 2000)2000)
Participating teams includes: Recife (Brasil): J aelson Castro, Fernanda Alencar,
Carla Silva, Rosa Candida, Marcia Lucena, RicardoRamos, etc,
Toronto (Canada): J ohn Mylopoulos, Eric Yu, AlexeiLapouchnian, Sotirios Liaskos, Yijun Yu, YiqiaoWang, etc
Trento (Italy): Anna Perini, Angelo Susi, LorisPenserini, P. Bresciani, P. Giorgini, P. Traverso etc,
Elsewhere: Manuel Kolp (Belgium), Matthias J arke
(Germany), Lin Liu (China), etc
httphttp://://www.troposproject.orgwww.troposproject.org
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Software Agent
Implemented with/in software technologies
Environment : humans, machines, other
softwareagents, platforms.
MultiMulti--agent systemagent system : organization of: organization ofindividuals to achieve particular,individuals to achieve particular,
possible common goals.possible common goals.
AOSEAOSE
Agent :: Individual who can act Autonomous, pro- active, adaptative with/in its
environment
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The Tropos Methodology
Proposes a setof primitive concepts adopted fromi*(actor, goal, actor dependency,) and a process forbuilding agent oriented software.
Covers four phases of software development: Early requirements -- identify stakeholders and their
goals;
Late requirements -- introduce system-to-be as another
actor who can accommodate some of these goals; Architectural design -- more systemactors are added and
are assigned responsibilities;
Detailed design complete the specification of system
actors. Implementation -- system implementation carried out
consistently with detailed design
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TroposTropos
Late Requirements
Architectural Design
Detailed Design
Implementation
Early Requirements
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Where Do We Want to Go?Where Do We Want to Go?
Early
Ea
rly
requir
ements
requir
ements La
teLa
te
re
quire
ments
requir
ements
Archite
ctural
Archite
ctural
desig
n
desig
nDe
tailed
Detai
led
desig
n
desig
n
Imple
menta
tion
Imple
menta
tion
KAOSKAOS
UML, Catalysis & Co.UML, Catalysis & Co.
AUMLAUML
TROPOSTROPOS
GAIAGAIA
!! The GAP !!!! The GAP !!
i*i*
AgentAgent--orientedoriented
programmingprogramming
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An exampleAn example
Media taxonomy on-line catalog DBMS
E-Shopping Cart Check In Buying Check Out
Search Engine catalog browser Keywords full-text
Secure $ transactions orders
Multimedia description samples
Securit
y,A
vaila
bility,
Adaptabili
ty,
Securit
y,A
vaila
bility,
Adaptabili
ty,
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1. Early Requirements Analysis with1. Early Requirements Analysis with
TROPOSTROPOS Understanding the problem by studying an existing organizational setting;
Output : Organizational modelOrganizational model with relevant actors and respective goals.
i* [Yu95]
MeansMeans--Ends Analysis & FunctionalEnds Analysis & Functional
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AlternativesAlternatives
2 Late Requirements2 Late Requirements
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2. Late Requirements2. Late Requirements
OrganizationalOrganizational
MapMap
Late RequirementsLate Requirements
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Late RequirementsLate Requirements
Medi@
Rationale MapRationale Map
3 Architectural Design3 Architectural Design
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3. Architectural Design3. Architectural Design
Global architecture in terms of interconnectedsubsystems.
3 Steps
Macro level : Organizational Styles (OrganizationTheory)
Vertical Integration, Pyramid, J oint Venture,
Structure in 5, Bidding, Hierarchical Contracting,Co-optation, Takeover
Micro level : Patterns (Agent Community)
Broker, Matchmaker, Contract-Net, Mediator,Monitor, Embassy, Wrapper, Master-Slave, ...
Assigning Actors to Agents, Positions, Roles
(O i ti l) A hit t l St l(O i ti l) A hit t l St l
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(Organizational) Architectural Style(Organizational) Architectural Style
J oint VentureJ oint Venture
Organizational Architectures CatalogOrganizational Architectures Catalog
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Correlation Catalog Predict. Secur. Adapt. Cooperat. Compet. Availab. Failabil. Modul. Aggreg.
Flat Structure BREAK BREAK MAKE HELP HELP MAKE HURT
Structure-in-5 HELP HELP HELP HURT HELP MAKE MAKE
Pyramid MAKE MAKE HELP MAKE BREAK HELP BREAK HURT
Join Venture HELP HELP MAKE HELP HURT MAKE HELP MAKE
Bidding BREAK BREAK MAKE HURT MAKE HURT BREAK MAKE
Takeover MAKE MAKE HURT MAKE BREAK HELP HELP HELP
Arms-Length HURT BREAK HELP HURT MAKE BREAK MAKE HELP
Hierarch. Cont. HELP HELP HELP HELP HELP HELP
Vert. Integ. HELP HELP HURT HELP HURT HELP BREAK BREAK BREAK
Co-optation HURT HURT MAKE MAKE HELP HURT HELP
Organizational Architectures CatalogOrganizational Architectures Catalog
Predictabil ity, Security, Adaptabil ity, Cooperativity,
Competit ivity, Availabil ity, Failabili ty, Modularity,
Aggregability,
Selecting System ArchitectureSelecting System Architecture
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Selecting System ArchitectureSelecting System Architecture
[Chung00][Chung00]
A JointA Joint--Venture EVenture E--commercecommerce
A hit tA hit t
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ArchitectureArchitecture
EE--BusinessBusinessOrganizationalOrganizational
MapMap
4 Detailed Design4 Detailed Design
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4. Detailed Design4. Detailed Design
Workflow for the Detailed Design ProcessWorkflow for the Detailed Design Process
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gg
5.5. ImplementationImplementation
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Fromdetailed design to J ACK
Fromdetailed design to J ADE
See CAiSE 0& 6 an ASE 06
Partial JACK Implementation for checkingPartial JACK Implementation for checking
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outout
ToolTool SupportSupport
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Tool Supportpp
Tool for Agent Oriented Modeling (4 eclipse) - TAOM4e
AgendaAgenda
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gg
Motivation
Goal Oriented Requirements Engineering Introduction to TROPOS
Some results and on-going work Conclusions
RequirementsRequirements ElicitationElicitation
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qq
Where do the goals, tasks and resources come from?
Part of PhD thesis by Gensio Cruz Neto (Recife)
CRUZ NETO, Gensio , GOMES, Alex Sandro, CASTRO,
J aelsonMapping Activity Theory Diagrams into i* OrganizationalModels. J ournal of Computer Science and Technology. ,v.5, p.57 - 63, 2005.
DealingDealing withwith RequirementsRequirements ComplexityComplexity
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gg qq p yp y
Combining different techiques (i*, Problem Frames, Viewpoints,etc)
Structuring and Visualization of complex requirements
May AOSD principles help?
Simplifying i* ModelsAOIS 07- 17th International Workshop on Agent-OrientedInformation Systems (in press)
Towards Aspectual Problem Frames
Expert Systems The J ournal of Knowledge Engineering, (inpress)
Fernanda Alencar (Recife)
Maria Lencastre (Recife)
RequirementsRequirements XX ArchitectureArchitecture
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q
From requirements to multi-agent architecture usingorganisational concepts.
Dealing with non-functional requirements (concerns).
Aspectual Architecture? PhD thesis by Lucia Bastos (Recife)
PhD thesis by Marcia Lucena (Recife)
RequirementsRequirements QualityQuality
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Evaluating the quality of requirements documents
PhD thesis by Ricardo Ramos (Recife)
RequirementsRequirements TraceabilityTraceability
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Requirements Traceability in Agent Oriented SoftwareEngineering
PhD thesis by Rosa Candida (Recife)
Designing Social Patterns using AdvancedDesigning Social Patterns using Advanced
Separation of ConcernsSeparation of ConcernsWork
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Separation of ConcernsSeparation of Concerns
Agency metamodel
MAS modeling notation
Detailed design process
Standard technique to describe social patterns more detailed description
promotes advanced separation of patterns concerns
guidelines to implement social patterns integration of J ADE and AspectJ
PhD thesis by Carla Taciana Silva (Recife)
Mo
tiva
tion
Proposa
l
Case
Study
Contr
ibu
tions
Contr
ibu
tions
Future
W
Social Analysis
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Given a set of actors, each with associated rootgoals, and a goal graph for each root goal, find an
actor dependency network that fulfi lls all root goals
Well-Formed Dependency Networks
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Some dependency graphs dont make sense...
What is a good dependency network, assuming that we
are interested in:
minimizing dependence;
distributing work;
network stability PhD thesis by Volha Bryl (Trento).
Designing for High Variability
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Instead of choosing one solution for the fulfillmentof a top-level goal, we could choose to support
them all.
This leads to software solutions that can becustomized in many different ways, depending on
stakeholder preferences and environmental
parameters.
DesigningDesigning forforHighHigh VariabilityVariability :: applicationsapplications
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Enterprise Resource Planning (ERP) software isgeneric and can be customized in (very) many
different ways.
But we don't have yet systematic ways of generating
such designs.
Business process design (Alexei Lapouchnian,
Toronto).
Home care software for the elderly (Sotiris Liaskos,Toronto).
SecuritySecurity
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Extended version of Tropos to support concepts of
ownership, permission and trust;
this leads to models where you can check whether
every actor has the permissions it needs to carry outits obligations
PhD thesis by Nicola Zannone (Trento)
RiskRisk ManagementManagement
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Extending the a risk management framework[Feather05] to allow hierarchical goal/requirement
and risk decompositions
PhD thesis by Yudis Asnar (Trento)
NormsNorms
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Engineering Normative Requirements
PhD thesis by Albertro Siena Asnar (Trento)
AgendaAgenda
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Motivation
Goal Oriented Requirements Engineering Introduction to TROPOS
Some results and on-going work Conclusions
ConclusionsConclusions
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GORE introduces new concepts in softwaredevelopment processes
We have argued that GORE shows a path towards
defining and analzing design spaces for software We also sketched an application of GORE Concepts
Designing agent-oriented software
The Tropos project J information Systems 02 &J AAMAS04
The Final PictureThe Final Picture
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Software Engineering in 2025 =Software Engineering in 2025 =
Requirements EngineeringRequirements Engineering +SoftwareSoftware GeriatryGeriatry + ?+ ?
[van Lamsweerde 00]
Enterprise Information Systems should reflect theEnterprise Information Systems should reflect theorganizational environmentorganizational environment
Modeled and Driven in terms oforganizationorganizationconcepts and models to avoid mismatch andconsidercorporate assetscorporate assets
TROPOSTROPOS
Engineered within an organizationalorganizational paradigm
AgentsAgents
TheThe FinalFinal FinalFinal PicturePicture
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Muchas Gracias!!!Muchas Gracias!!!
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Muito Obrigado!!! Thanks a lot!!!
Grazie Mille!!!
J aelson Castro
www.cin.ufpe.br/~jbc
www.troposproject.org
www.cin.ufpe.br/~ler