Contemporary Challenges in Requirements Discovery and Validation: Two Case Studies in Complex Environments - Intentional Perspectives on Information Systems Engineering - page 61

As such these reviews offer valuable insights into the impact and nature of each
challenge. The challenges dealing with broader systems complexity have received
less attention. Indeed, for those complexity challenges that have been addressed
(e.g., prioritization; [ 30, 55] ), few associated management techniques have made
their way into community.
This observation suggests that it is fruitful to reconsider RE challenges in light of
contemporary development contexts. For example, the challenges of requirements
conflict have been addressed repeatedly in the RE literature (e.g., [ 5, 11, 37] ), but
it would be erroneous to conclude that our understanding of the issues and asso-
ciated mitigation strategies is sufficient. The increased prominence of challenges
associated with systems complexity has changed the nature of the some fundamental
impediments (i.e., cognitive and social). Accordingly, there is significant opportu-
nity for research on (1) issues that have emerged with the increased complexity of
the environments and (2) the ways in which cognitive, social, and complexity-based
challenges interact.

6.2 Implications for Practice

In addition to the implications for the RE research community, this study suggests
a number of insights for practice. While the primary focus of our research was in
assessing the validity of the model, the findings highlight a number of issues that
need increased attention in practice.
Improving Ownership. A recurring theme in the cases is the question of individ-
ual responsibility and ownership of system and process elements. The perception of
the project team members was that the complexity they experience makes it difficult
to assign responsibility of requirements and design in a comprehensive way. The
challenge was particularly acute on the SIS project, with significant concerns about
a dearth of ownership. The following quote is illustrative:
What I see as a big challenge here is the specific ownership of the different modules [by the
business stakeholders]. I would say that Student Records is best represented but other

areas that I worked in, like Academic Advisement, are kind of a gray area of who really
owns this. So when the functional consultants left, it's kind of like it was just sitting out in
the middle of the floor. Who owns this thing? - SIS Technical Consultant
The resulting perception is that with the rise in overall systems complexity a
diffusion of responsibility occurs. The engagement of multiple parties leads indi-
vidual participants to conclude that ownership will reside with someone else. In the
end, the relevant module or process is orphaned, and when problems arise there
is no clear-cut owner to guide the resolution. As the complexity of the environ-
ment increases, novel strategies must be developed to determine responsibility in
a more holistic fashion. Hence, researchers and practitioners alike should focus on
the development of enhanced collaboration tools and process measures to support
improved ownership.
Focus on Platform Evolution. Another theme was the value of an evolutionary
perspective on the development. The emphasis on iteration in the development was

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