Incremental requirements engineering in a large-scale agile and safety-critical context: a case study

Abstract

Many software companies are turning to agile development, a philosophy that values “customer collaboration over comprehensive documentation”. However, how can an organisation carry out an agile transition from a former waterfall environment, in spite of rigorous safety regulations and a non-agile business culture? In this case study, we examine a transition from waterfall to agile development at a business unit at Robert Bosch AB. Through observations, interviews and workshops we analyse their reasons for transitioning, as well as challenges related to the transition and their possible solutions. We conclude that it is necessary to compare the risks and costs with the expected benefits in order to take an informed decision of whether an agile transition is motivated, and provide such a reasoning for the case at Bosch.