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Reviews are the quality control tool to verify the quality of the deliverables of
requirements engineering. We have three types of reviews, namely the peer
reviews, managerial reviews and expert reviews. Most organizations do implement
peer reviews. Often organizations skip either the peer review or the managerial
review. Expert reviews are required to validate the requirements. It is rather the
exception than the practice to implement expert reviews in the organizations.
Expert reviews can bridge the gaps in the requirements, which exist because the
user has forgotten or the analyst has missed some aspects.
The best practice is to implement all three types of reviews for all requirements
engineering artifacts.
Another important aspect is to prevent defects. This is achieved by a robust
organizational software engineering process and defining/adopting international
standards and guidelines such as IEEE software engineering standards. Many
organizations neglect this aspect taking refuge under the argument that standards
inhibit the creative instincts of the individuals. Standards ensure a minimum level
of quality in the deliverables. It is always possible to take waivers when an
individual comes up with an alternative that is even better than what is defined in
the standards. Second, the standards are not set in stone; they are amenable for
improvement. Just as organizational processes are improved, standards can also be
improved by dovetailing the best practices uncovered in the projects that were
already executed in the organization or out of new developments in the field.
The pitfall of organizations is to define a weak process coupled with no stan-
dards or weak standards. Another pitfall is the non-implementation of the process
and standards by giving waivers to too many projects.
The best practice is to have a robust set of processes and standards and dili-
gently improving them periodically. This set of processes and standards is
implemented diligently in all projects and waivers are given under really exten-
uating circumstances only.
14.2.7 Knowledge Repository
A knowledge repository would consist of self-study materials to gain/update
knowledge of employees, records of projects completed in the organization and
any other relevant materials. Most professional organizations would have a
knowledge repository. A knowledge repository would aid in effectively perform-
ing any activity by providing reference material from within and without the
organization.
The pitfall many organizations fall into is not having a knowledge repository at
all. Some do have a knowledge repository but only in the name without any usable
material in it. Some have it, but it is poorly organized. Some organizations treat the
organizational knowledge repository as a dumping ground for records of com-
pleted projects.
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