I define a process as a set of interrelated activities that I perform in a given order. A process transforms information or materials. For instance, business processes help commission and send ordered goods. Likewise, information processes deliver database records that match a query. Technical processes, in turn, support functions such as cruise control in a car.
In Requirements Engineering, I design an RE process. Therefore, it shapes how I elicit, document, validate, and manage requirements. Moreover, it shapes the information flow. In addition, it defines the communication model between participants. For example, customers, users, Requirements Engineers, developers, and testers interact through this approach. Consequently, the process also defines the RE work products to be used or produced.
First, I analyze the influencing factors. For instance, I check stakeholder availability. If stakeholders have only a vague idea of their needs, I choose an explorative approach. In that case, I prefer iterative cycles. Conversely, if stakeholders are available only at the beginning, I avoid methods that require continuous feedback. Next, I consider the overall development process. The RE process must fit the overall process. Otherwise, I create confusion. Therefore, I align terminology and work products with it.
Furthermore, I consider the criticality of the system. The higher the criticality, the more established the RE process must be. Likewise, I check the degree of shared understanding. The better the shared understanding, the simpler I can make the RE process. Moreover, I consider time and budget. When time and budget are tight, I focus on the most critical requirements. Then, I choose lightweight, iterative, and explorative approaches. Finally, I account for the experience of the Requirements Engineers. If skills are low, I keep the process simple.
Also, I understand that process facets interact. For example, I often choose linear and prescriptive facets together. Similarly, I combine explorative and iterative facets. On the other hand, I avoid combining market-oriented processes with a strictly linear and prescriptive approach. Therefore, I evaluate trade-offs and constraints before I finalize the configuration.
In addition, I plan for improvement. I follow a continuous improvement mindset. For example, I use audits to analyze the actual process. First, I recognize the need for an audit. Then, I plan the audit: goals, scope, team, criteria, resources, and deadlines. Next, I perform the audit and document the results. After that, I evaluate strengths and weaknesses. Then, I implement the required measures. Finally, I measure the improvements. Likewise, I collect objective, measurable criteria and key figures to guide improvement.
In short, I treat the RE process as a tailored framework. I adapt it to context, people, and goals. Consequently, I increase clarity, reduce risk, and improve communication. Thus, I help teams deliver better requirements and better systems.