Design Thinking: Challenges for Software

Design Thinking: Challenges for Software
Requirements Elicitation
Hugo Ferreira Martins 1, Antônio Carvalho de Oliveira Junior 2, Edna Dias Canedo 1,* ,
Ricardo Ajax Dias Kosloski 2, Roberto Ávila Paldês 1 and Edgard Costa Oliveira 3
1 Department of Computer Science, University of Brasília (UnB), P.O. Box 4466, Brasília–DF, CEP 70910-900,
Brazil; [email protected] (H.F.M.); [email protected] (R.Á.P.);
2 Faculty UnB Gama, University of Brasília (UnB), P.O. Box 4466, Brasília–DF, CEP 70910-900, Brazil;
[email protected] (A.C.d.O.J.); [email protected] (R.A.D.K.)
3 Department of Production Engineering, University of Brasília (UnB), P.O. Box 4466, Brasília–DF,
CEP 70910-900, Brazil; [email protected]
* Correspondence: [email protected]; Tel.: +55-61-98114-0478
Received: 21 October 2019; Accepted: 30 October 2019; Published: 28 November 2019

Abstract: Agile methods fit well for software development teams in the requirements elicitation
activities. It has brought challenges to organizations in adopting the existing traditional methods,
as well as new ones. Design Thinking has been used as a requirements elicitation technique and
immersion in the process areas, which brings the client closer to the software project team and enables
the creation of better projects. With the use of data triangulation, this paper brings a literature review
that collected the challenges in software requirements elicitation in agile methodologies and the
use of Design Thinking. The result gave way to a case study in a Brazilian public organization
project, via user workshop questionnaire with 20 items, applied during the study, in order to
identify the practice of Design Thinking in this context. We propose here an overview of 13 studied
challenges, from which eight presented strong evidence of contribution (stakeholders involvement,
requirements definition and validation, schedule, planning, requirement details and prioritization,
and interdependence), three presented partial evidence of contribution and two were not eligible for
conclusions (non-functional requirements, use of artifacts, and change of requirements). The main
output of this work is to present an analysis of the use of Design Thinking to see if it fits properly
to be used as a means of solving the challenges of elicitation of software requirements when using
agile methods.
Keywords: agile methodology; requirements elicitation; design thinking; software evaluation
1. Introduction
Proper requirements elicitation in a software project is considered one of the most important
and difficult tasks during the software process. Shortcomings in the treatment of requirements has
been identified as the main cause of failure of software projects [1,2]. The negative effects of a
misconducted software requirements elicitation are well known: project delays, cancellations and
deliveries of incomplete work due to the bureaucratization of the development of software established
in the mid-2000s. Aware of this, a group of influencers of the Extreme Programming community
gathered and discussed these problems. The agile methodology has been popular since 2001 due to the
valorization of teams members and the intense interaction among them, constant software deliveries,
more effective stakeholder collaboration and an openness to receive changes from the users [3].
The increasing stakeholders involvement in the project has helped obtain the requirements that
satisfy the project needs. However, in practice, the relationship among stakeholders is more or less
Information 2019, 10, 371; doi:10.3390/info10120371
Information 2019, 10, 371 2 of 27
unrealistic [4]. A systematic review of 21 studies showed that software requirements engineering
practices helped to solve some challenges in the traditional requirements engineering. Nevertheless,
it also introduced a number of constraints that showed limitations in the achievement of the appropriate
balance between agility and the stability pursued by agile methodologies [5].
An empirical study based on the analysis of the data collected in 16 software development
organizations in the U.S.A revealed seven challenges in the agile methodologies: (1) problems
with cost estimation and schedule; (2) inadequate or inappropriate architecture; (3) neglecting
non-functional requirements; (4) stakeholder access and participation; (5) prioritization in a single
dimension, compromising scalability; (6) inadequate verification of requirements; and (7) minimal
documentation [4]. Among these seven challenges, some are directly related to the lack of stakeholder
involvement in the software requirements elicitation process, namely Items 1, 3, and 4.
Out of these seven challenges, three are directly related to the lack of stakeholder involvement
in the software requirements elicitation process, namely Items 1, 3, and 4. This problem confirms
the idea defended by Pressman [6]: he explained the importance of customer involvement in the
specification, towards the success of any project. Linked to this and taking into account the current
high competitiveness, the goal of the software industry is to increase productivity and quality of
the end-products for its customers, thus more and more software has been experimented to develop
different techniques and to elicit requirements in order to bypass this bottleneck.
Design Thinking (DT) emerges as a methodology that provides design-inspired practices for
resolving and developing projects, using empathy, encouragement of creativity and rationality to
meet the needs of users and converge into innovative solutions [7]. The mission of Design Thinking
is to translate observations into insights and to generate products and services with the objective of
improving people’s life quality. It is based on how the user would like to be treated: with empathy,
encouragement of collaboration and participation in the application of generated results. DT-related
literature considers that when initiating a project the most important task is to understand and to
question what people’s needs are and to understand what impacts the product may cause. Software
project teams involved delves into the user’s universe in order to extract all the information [7].
Thus, DT methodology seems to be a mechanism that can help requirements elicitation in agile
methodology-based software projects [8].
Adikari et al. [9] defined Design Thinking as: (1) an approach to creating new or better solutions
based on customer needs that adds value to business; and (2) a design approach. The Design Thinking
process is basically divided into three activities: (i) identification of the real problem (immersion)
that an organization/customer faces; (ii) ideation run-through, which is the moment when ideas
and concepts are generated; and (iii) prototyping, in order to generate innovations about problems
identified in the initial phase [7,10–12].
Due to the importance of the requirement’s elicitation, and with the aim of achieving success in
the software projects, this paper intends to respond the following research questions: What are the
Design Thinking techniques used? what are the challenges faced in the requirements elicitation of
agile software development projects?
The scientific methodology adopted in this research helped to understand how design thinking
can contribute to the requirements elicitation in agile software development. We also classify our
research method as descriptive and focused on the subjective character of the question under analysis
and its quantitative changes. To gather information, we used methods such as bibliographical research,
based on the Systematic Literature Review (SLR) method, to answer research question [13]. In addition,
we conducted a case study, a questionnaire application and interviews with the software requirements
elicitation teams involved in the project, in order to answer RQ.2 and RQ.3. Such methods were used
together according Trivinos approach [14] as means to making a triangulation of qualitative data.
The main contribution of this work is to present an analysis of the use of Design Thinking to verify
if it fits properly to be used as a means of solving the challenges of software requirements elicitation
Information 2019, 10, 371 3 of 27
when using the agile methodology, as well as new profiles of users demanding an increased level of
value in their acquired products.
2. Background
Agile methodologies emerged as an innovative proposal so that companies could deliver products
expected by users on time and efficiently for the development team, due to the fact that software
development processes should be extremely organized, wasting only a minimum of resources [14].
Agile methodologies for software development have emerged as an answer to the challenges faced
by traditional methodologies in the document-oriented software development [3,15]. Even though
agile methodologies have broken the paradigm of cascade development and other models, they do not
replace the processes that already exist, but present an alternative to existing paradigms [16].
One of the main objectives of agile software development is to develop software more quickly
by means of a series of iterations (short periods of time) that are feasible in relation to cost and
time. Each iteration produces a version of the software for the client/users in a manner that ensures
that the defined requirements were implemented [9]. According to Fadel and Teixeira [14], in agile
methodologies, at each iteration, a sub-project (components, functionalities or modules of the software)
is created, and all steps of the software development process are realized: planning, requirements,
coding and testing. The iterations last for a few weeks, which leads to quick results, mainly for users.
The stakeholder and part of the project development team make suggestions and improvements,
participate in the scope planning of each iteration and approval of each delivery. In addition, agile
development teams are generally small, which facilitates communication.
2.1. Requirements Elicitation
Software requirements reflect needs expressed by users and written in sentences that impose
conditions to software quality. They describe which services, constraints and features a system
must provide, must be compliant and represent, and also to specify the knowledge necessary
for its development [17]. They are obtained by means of a systematic process that involves five
activities: (1) elicitation; (2) analysis and negotiation; (3) documentation; (4) verification and validation;
and (5) management. This process is known as Requirements Engineering (RE) [18,19]. A complete
understanding of software requirements is fundamental to a software project, no matter how the
project will be done. A poorly analyzed and specified software will disappoint the user and will cause
annoyance to the developer [6].
In the requirements elicitation activity, teams work with stakeholders to learn more about the
domain of the application, system services to be provided, the constraints of the operation and
the required performance of the system (non-functional requirements) [20]. During agile software
development, requirements elicitation demands an interactive face-to-face communication with
users. Agile methodology recognizes that requirements change constantly, evolve over time and
are discovered throughout the software development process [4].
In the context of agile methodologies, requirements engineering is performed iteratively
throughout the development process in instead of a single phase at the beginning of the project.
Due to this iterative cycle, a just-in-time model is often used to refine the high-level requirements
and derive them into low-level tasks that can be implemented by developers [21]. There are several
techniques for elicitation by using agile methods: (1) interviews; (2) brainstorming; (3) observation;
and (4) case analysis [20,22,23].
2.2. Design Thinking
Design Thinking (DT) is an approach to creating new solutions based on the needs of users and
that adds value to the business, considered an approach towards conception [9]. The main idea of
Design Thinking is to see how designers progress during the design process, with creative ideas
and solutions designed to discover new opportunities [9]. DT is user-centered innovation which
Information 2019, 10, 371 4 of 27
requires collaboration, interaction and practical approaches to find the most appropriate ideas and,
consequently, coherent final solutions [11].
The Design Thinking process is basically defined by three phases: immersion; ideation;
and prototyping [7,10–12,24].
1. Immersion: It can be divided into two stages: preliminary and in-depth. The preliminary
immersion’s objective is the re-framing and initial understanding of the problem. It aims to
define the purpose of the design and its limitations, in addition to identifying the user and other
key authors who should be considered. At this stage, it is also possible to raise issues which
can be explored in the in-depth immersion. The stage of the in-depth immersion starts with the
elaboration of a research plan with the protocol of the first research and the list of user’s profiles
and key authors who assist in the mapping of the investigated context. The communication with
these users can take place with the help of certain techniques, such as interviews, generative
sessions and awareness raising. These techniques can help understand the context related to the
product and/or the service explored during the project [25].
2. Ideation: The intention here is to generate new ideas for the project with the use of tools and
people to stimulate creativity and generate solutions within the context of the project. Generally,
the ideation phase begins with a brainstorming around the subject in order to collect ideas,
which are discussed, documented and validated constantly in meetings with the client during
the prototyping phase [25].
3. Prototyping: It has the function of assisting in the validation of ideas. Even though presented
as the ultimate stage of the DT process, it can be carried out in parallel with the immersion and
ideation phases throughout the project [25]. The main outcome of this process is to learn about
strengths and weaknesses of the idea as well as identifying new directions for the prototype,
a reverse way of the traditional creative thinking, with the aim to visualize and imagine new
alternatives and solutions. After the solutions are well defined and inspired by the user’s needs,
which is in fact the focus of the whole analysis process, the solution will then be implemented [11].
It is also important to emphasize that DT is compliant with the initial elicitation practices
of requirements engineering, and that the use of rapid prototyping and customer involvement is
consistent with the agile development methods. This provides a consistent methodology for both
documentation, and team management, which is one of the main focuses of the agile development
methods [26]. Activities such as brainstorming with multidisciplinary teams is an example that can be
used to elicit the best ideas in order to do a team’s evaluation. The ideas that are approved take shape
with the rapid prototyping to generate data that will be useful for the continuity of ideas [11].
2.3. Related Works
Integrating Design Thinking into the Agile system development methodology means customers
take part in every sprint, and more focus is put in the beginning to determine the customer needs,
requirements, and environment [27]. Design Thinking would enable clearer focus of customers
requirements—affecting the product vision and product backlog. There is less rework during the
sprints, since there is a clearer vision of requirements and customer expectations at the start [27].
Schon et al. [21] presented a review with the aim of capturing the current state of the art literature
related to agile requirements, focusing on stakeholder’s involvement. They investigated which
methodologies are often used that present the user’s perspective on managing project requirements.
Higuchi et al. [12] developed a project management model that covers the whole process of digital
game development and proposes Design Thinking approaches combined with agile methodology.
The model has three phases: (i) project definition; (ii) the connection; and (iii) the scrum.
Inayat et al. [5] presented practices and challenges encountered during the requirements elicitation
phase when using agile methodologies. Adikari et al. [9] developed a framework based on the Design
Thinking methodology in order to support the activities of an agile software project in a real context.
Information 2019, 10, 371 5 of 27
Hehn and Uebernickel [28] conducted an exploratory case study to identify how DT and
Requirements Engineering can work together in an agile development environment, covering since
the conception until its implementation. These authors defined seven requirements for engineering
challenges in agile methodologies: minimal documentation, customer or user issues, non-functional
requirements neglected or improper architecture, knowledge of tacit requirements, inaccurate effort
estimates, and difficulty in prioritizing requirements. The findings of their case study suggest that DT
has the potential to support RE practices and vice versa.
Correa et al. [29] presented a case study report aiming to verify if the use of DT and its techniques
allow a proper identification of a software solution understanding. It used the double diamond model
and the Hasso Plattner model [30] with a set of 13 DT techniques and, based on the opinion of the
stakeholders and other participants, the understanding was adequate and the proposed solution near
the stakeholders, and suggests that the techniques are appropriate to support software development.
Carroll and Richardson [31] showed the importance of using Design Thinking to perform
requirements elicitation process within software engineering and presented a case study that analyzed
how Design Thinking can assist in requesting software requirements for an application in the context
of health systems. Carroll and Richardson [31] claimed that Design Thinking complements traditional
requirements engineering techniques in prototype-oriented requirements analysis by encouraging the
generation of innovative results through the creative and exploratory interaction of people, processes,
technology and business practices. In addition, Carroll and Richardson [31] provided an overview of
Design Thinking phases (empathy, definition, idea, prototype, and testing) that promote a learning
lifecycle that helps in understanding health issues and the software design process.
Corral and Fronza [32] discussed a methodology strategy that integrates Design Thinking into
the software development process, in order to meet undergraduate software engineering principles
by comparing experience in software engineering courses in two educational environments, one that
meets the principles of agile and one that meets the principles of Design Thinking. In addition, they
also compared the experience of teaching software engineering to educational environments with
a similar work environment. Corral and Fronza [32] based their studies on the fact that software
is a product that has a mission to meet user requirements and, therefore, in the software process,
analysis–design–implementation–test can be reinterpreted as empathy–define–idea–prototype–test.
3. Methodology
In this study, we used data triangulation technique. According to Denzin [33], methodological
triangulation involves multiple qualitative and/or quantitative methods for investigating a certain
issue, while data triangulation uses dissimilar sources of data or different data from the same source to
examine the same object. Triangulation is a process in which several methods are used in the study
of one phenomenon, and might be used in four basic ways: (1) data triangulation; (2) researcher
triangulation; (3) theory triangulation; and (4) methodological triangulation.
According to Trivinos [34], data triangulation technique is presented in three different
aspects: (1) subject-centered product processes; (2) elements produced by the subject environment;
and (3) processes and products originated by the socioeconomic and social structure of the social
macro-organism of the subject [34]. Figure 1 shows the aspects of Data Triangulation we used.
In this research, data analysis was made by triangulation based on four sources: (i) bibliographic
research; (ii) observation; (iii) questionnaire; and (iv) interview. They are contained in the first aspect
(process and products centered on research subject). This aspect emphasizes the products prepared by
the research, ascertaining the perceptions of the subject through interviews and questionnaires, and the
behavior and actions of the subject by means of observations (free or directed) of the behavior and the
processes and products built by the subject (autobiographies, daily intimate, confessions, etc). Thus,
the main data source was bibliographical research, observation, questionnaire and interviews which
work together in a linear way, namely the outcome of one is an input for the others [34], as shown in
Figure 2.
Information 2019, 10, 371 6 of 27
Figure 1. Aspects of Trivinos’ Data Triangulation Method, adapted from [34].
Figure 2. Data Triangulation Schema [34].
Seeking to reach the objective of this study, three research questions (RQ) were defined:
1. RQ.1. What are the Design Thinking techniques used and what are the challenges faced in the
requirements elicitation of agile software development projects?
2. RQ.2. How do Design Thinking techniques work as a method of eliciting requirements in a real
agile software development project?
3. RQ.3. What are the results obtained in the use of Design Thinking as requirements elicitation
method in agile software development project and was there evidence of the use of Design
Thinking regarding the identified challenges?
To answer RQ.1 we performed a systematic literature review. RQ.2 and RQ.3 were answered
using case study, observation, questionnaire and interview.
4. Systematic Literature Review
We present here our a Systematic Literature Review (SLR) of existing works that approach
the challenges of using Design Thinking techniques faced by the software developing community,
regarding requirements elicitation in the context of agile methodologies. The SLR contributed to
answer the first research question, as mentioned in the Section 3, as means of primary studies [35].
During the SLR, the Planning, Conduct and Publication of Results were followed, as defined in the
work presented by Kitchenham [35], together with the Manual Search and the Snowballing [36] in
order to answer RQ.1.
4.1. SLR Process Method
Our SLR used Automatic Search [37], which consists of applying the search string in the electronic
databases, followed by the manual search [37], through which searches were performed for works in
conferences, newspapers or magazines. The manual search activity was performed in the annals of
the conferences and periodicals specific to the Software Engineering area. The automatic search was
performed in the following databases:
Information 2019, 10, 371 7 of 27
• Digital library ACM;
• Digital Library IEEE Xplore; and
• DBLP-Computer Science Bibliography.
4.1.1. Search String
The definition of a search string was according to the set of criteria PICO [38–40]: P (population)
corresponds to a specific role within the lifecycle of the research focus, an area of application,
or even a specific group of the industry; I (intervention) delimits the research focus within a broader
scope; C (comparison) identifies alternatives and compares with the delimitation performed in the
intervention; and O (outcomes) lists what is intended to be achieved, measured, improved or affected
in relation to the population.
By defining the criteria, the following search string was created: (“agile software development”
OR “agile methodologies”) AND (“design thinking”) AND ( requirements elicitation OR requirements
elicitation OR requirements analysis).
4.1.2. Selection Criteria (Inclusion and Exclusion)
The following selection criteria were defined for the selection of primary studies:
1. The paper must be available in the previously defined digital databases.
2. The year of publication of should be between 2007 and 2018. However, classical sources with
definitions were also considered. The period of 10 years was suitable for work selection, according
to important research guides in the area of software engineering [13,38,39,41–43].
3. The study must have been written in English or Portuguese.
4. The work is classified as gray literature, that is, it is technical reports, preliminary studies,
technical specifications, or official documents of specific organs [38].
As criterion of exclusion of the studies was considered as the non-fulfillment of some of the
inclusion criteria, as well as:
1. Incomplete works that were published as short papers.
2. Do not present sufficient information to extract the expected data, thus impairing the quality or
relevance of the work [41].
4.1.3. SLR Quality Criteria
The evaluation of the quality of the studies identified after the execution of the search process
allowed the selection of the most relevant articles to compose the SLR, executed through the three
stages defined by Kitchenham [35] and by Kitchenham et al. [13], which are presented in Figure 3.
The stages adopted in the search strategy were:
1. Execution of search strategy involving automatic and manual searches.
2. Identification of potentially relevant studies, based on reading the title, abstract and keywords.
In this stage, it is possible to discard studies that are clearly irrelevant to the research. In case of
doubt about the permanence of any study in the SLR, the next stage assists in this definition.
3. Reading the introduction, methodology and conclusion of the pre-selected works, again applying
the inclusion and exclusion criteria.
The papers that were selected in Stage 3 were read in full and the volume of articles resulting
from this stage were used to compose the SLR and support the answers to the research questions.
Information 2019, 10, 371 8 of 27
Figure 3. Stages of the paper selection process.
4.2. Selection of Primary Studies
The SLR was conducted by using a search string, applied in some electronic databases.
The outcome was a total of 24 publications which where filtered by the read of its tittle, abstracts
and keywords. The application of this filter led to five publications being selected. Another filter
was applied according to the inclusion and exclusion criteria, as defined in the research. After the
application of these filters, four publications were classified to data extraction. Beyond this, the search
strategy involved the use of manual search found that generated more 162 publications and, after
resulting applying the previous filters including a complete reading, had as its outcomes 16 publications
selected. Thus, after executing an automatic and manual search (Snowballing), 20 primary studies we
selected to answer the research questions. Figure 4 resumes the results obtained during data collection.
The primary studies selected are presented in Table 1.
Figure 4. Articles selected from the Systematic Literature Review.
Information 2019, 10, 371 9 of 27
Table 1. SLR selected articles.
ID Title Reference
S1 Agile Requirements Engineering: A systematic literature review [21]
S2 The profession of it beyond computational thinking [44]
S3 LODPRO: learning objects development process [45]
S4 Projeto ágil: Um Modelo Combinado com Base em Pensamentos de Desenho e
Metodologias Ágeis para Projetos de Jogos Digitais
S5 A systematic literature review on agile requirements engineering practices and
S6 Agile requirements engineering practices and challenges: an empirical study [4]
S7 Reframed Contexts: Design Thinking for Agile User Experience Design [9]
S8 A Systematic Literature Review for Agile Development Processes and User
Centred Design Integration
S9 Investigating the Link Between User Stories and Documentation Debt on
Software Projects Development
S10 O Modelo de Design Thinking como Indutor da Inovação nas Empresas: Um
Estudo Empírico
S11 Change by Design [7]
S12 Change by Design: How Design Thinking Transforms Organizations and
Inspires Innovate
S13 From palaces to yurts: Why Requirements Engineering Needs Design Thinking [26]
S14 Promoting the Elicitation of Usability and Accessibility Requirements in Design
Thinking: Using a Designed Object as a Boundary Object
S15 The Use of Design Thinking for Requirements Engineering: An Ongoing Case
Study in the Field of Innovative Software-Intensive Systems
S16 Aligning healthcare innovation and software requirements through design
S17 Experimenting with design thinking in requirements refinement for a learning
management system
S18 Design Thinking and Agile Practices for Software Engineering: An Opportunity
for Innovation
S19 The role of design thinking and physical prototyping in social software
S20 Design thinking: A fruitful concept for it development? [51]
4.3. SLR Results
4.3.1. RQ.1. What Are the Challenges Faced in the Requirements Elicitation of Agile Software
Development Projects and What Are the Design Thinking Techniques Used?
SLR allowed answering the first research question RQ.1. A case study carried out in 16 software
development organizations in the United States revealed seven challenges found in the Requirements
Elicitation (RE) by using software methodologies. Among them, three are directly related to the
requirement elicitation activity [4].
1. Estimation of costs and schedule: It is more difficult to develop accurate estimates of costs
and schedule during the initial stages of an agile project than those found in traditional ones.
In traditional methods, the definition of the problem lies in the initial phase of the project and,
in agile approaches, the definition of the problem is unstable in these stages, and the aim of the
Information 2019, 10, 371 10 of 27
project is subject to constant changes [4]. However, we noticed that short iterations and frequent
feedback of the stakeholders help agile development teams to create better estimates of time and
individual costs for each iteration [4].
2. Attention to non-functional requirements: A large concern of the ER in agile software
development lies in the lack of attention regarding non-functional requirements, because they
are poorly defined or ignored in the early stages of the project development. Stakeholders often
focus on the main functionality and ignore technical issues related to the scalability, maintenance,
portability, safety and performance [4].
3. Customers’ participation: Communication with stakeholders will depend on many factors such
as availability, consensus and confidence, especially in the early stages of the project. An American
health software developer who participated in [4] empirical studies reported that the best users
will always be occupied with their activities in the organization or their boss will not allow them
to join the development team in full time. “In fact, in my experience, even part-time is a problem.
We were fortunate to have about 3 to 5 hours per week with the product manager. When a
system involves more than one group of stakeholders and each one is focused on different system
features, reaching consensus or compromise in the iterations can be a challenge. In addition, each
stakeholder may not have a complete understanding that his needs were fully understood by
the development team because of the iterative nature of the process which are often not fully
understood by the users”[4].
Software developers do not usually read all the artifacts produced by the project [21]. To solve
this problem, it is important to find the right combination of artifacts which best fit into the context of
the project, so that members can work better. In addition, users stories are not sufficient to define the
question of usability, since they do not describe these aspects. To work better with the usability, even
though user stories have enough focus on technique, usability needs to be treated on a higher level
than that of the development of stories [21].
A systematic review of the practices and challenges encountered in the requirements engineering
in agile software methodologies presented by Inayat et al. [5] reports that the practices of requirements
elicitation used in the agile methodologies for software development can compensate some of the
deficiencies found in traditional approaches. However, this flexible approach still faces some challenges
such as lack of user involvement, negligence of non-functional requirements and problems with the
estimation of cost and schedule, which are directly related to the phase of requirements elicitation.
Salah et al. [46] presented seven challenges that are integrated in the use of the user-centered
design framework and agile software development, and two of these challenges are directly related to
the activity of requirements elicitation.
1. Planning of initial activities: The initial phase is a pre-development stage divided into agile
projects with the aim of assessing the initial requirements and understanding the users needs
and goals. In the agile approach, the team focuses on results only in terms of functionality. Thus,
the agile methods discourage the developer community to make better plans for the initial project
activities, because they are sensitive to a change of requirements.
2. Short amount of time in the iteration to realize usability tests: Agile teams report a lack of time
in the iteration for performing usability tests during development, leaving aside requirements
verification and validation.
Soares et al. [47] indicated nine challenges met during software requirements elicitation in agile
methodologies, which are presented in Table 2.
Information 2019, 10, 371 11 of 27
Table 2. Challenges met during requirements elicitation [47].
ID Challenge Description
1 Prioritization
of requirements
The prioritization of requirements based only on the value they have for the user
poses a risk for the project.
2 Identification
of non-functional
The lack of specification of non-functional requirements can provoke future
3 Itemization
of requirements
The agile methodology usually approaches users’ stories as a means of representing
requirements. Very often they only present a low-level of detail causing difficulties
for other development activities.
4 Change
of requirements
One needs to pay attention to the constant changes of requirements in agile projects
by evaluating its impacts and risks.
5 Definition
of requirements
The difficulties that users face in figuring out what is to be described by the
development team.
6 Interconnection
Difficulty in dealing with the interconnection between requirements, as in the agile
development, user stories can be developed individually.
7 Involvement
of the stakeholders
Users are not always available to answer questions about software requirements.
8 Communication
with stakeholders
It very often proves difficult to communicate with stakeholders in an efficient
manner. This can lead to undesired consequences, as the agile requirements are
based on the continuous communication and cooperation with the user.
9 Validation
of requirements
The validation of requirements can be flawed due to the low level of itemization of
the requirements when using agile methodology.
Table 3 presents the results of all the challenges met during software requirements elicitation by
using agile methodologies and some referenced primary studies.
Table 3. Challenges met in software requirements elicitation.
ID Challenge Reference
1 Cost estimate and schedule [4,5]
2 Attention to no-functional requirements [4,5,21,47]
3 Users participation [4,5,47]
4 Correct combination of artifacts and their respective use [21,31]
5 Planning of initial activities [21,46]
6 Time for usability tests [46]
7 Prioritization of requirements [5,44,47]
8 Itemization of requirements [12,47]
9 Change of requirements [45,47,51]
10 Definition of requirements [47–49]
11 Interconnection between requirements [4,9,47]
12 Validation of requirements [28,32,47,50]
5. Design Thinking Techniques Used in Requirements Elicitation of Agile Software Development
Requirements engineering involves the stages of data acquisition, analysis and negotiation,
specification and validation, and it is not usually enough to satisfy this demand, except by immersing
into the user’s context [26].
Information 2019, 10, 371 12 of 27
There is a certain conflict in the way that requirements engineering and agile development define
user’s participation. The agile development tends to have a greater effort designing the code itself,
rather than a more rigorous documentation, and it requires greater involvement of the user during
the development process. The requirements engineering activities tend to reduce user’s participation
after the initial mapping. However, even though agile development is guided by user descriptions,
its outputs are obtained by functional and non-functional requirements’ perspective, with guidance
towards user and a good professional team, it is still complicated to capture what is necessary in a
whole. However, it became necessary to search for a way to bring the agile characteristics into the
realm of requirements engineering, which includes the elicitation phase as well as the management of
the challenges in the method [26].
Some works indicate a solution to this problem of using Design Thinking approach as an initial
practice of requirements engineering, elicitation and prototyping and support user involvement,
as defended by the agile methodology [26]. The relationship between DT and agile methodologies is
so obvious that the literature points out the similarity between them, as presented in Table 4.
Table 4. Relationship between Design Thinking and agile methods’ concepts [12].
Characteristics Design Thinking Agile Method
Solution of unstructured problems Mainly designed to solve complex issues Developers deal with uncertainties, hence unstructured
problems are part of their daily work
Users needs are important for the
development of the project
Most of the Design Thinking approaches
are in essence focused on the users and
their experiences
To guarantee a better quality and aptitude of the
final product, it is necessary to involve users and
project team in an active form during the product
Iterative productive process Design Thinking defines that interaction
is fundamental for the development of
Agile processes are mainly iterative
Team Cooperation (interdisciplinary
and multidisciplinary)
Practitioners of Design Thinking work
in teams, via a multidisciplinary
Developers who use agile methodology are basically
formed by multidisciplinary teams, consisting of
programmers, project managers, testers, etc.
Rapid prototyping Rapid prototyping is important in the
phase of ideation, the use of prototypes
helps identify new creative and innovative
Support a more efficient project development, enabling
high quality and cost efficiency products
A project management model covers the whole process of developing digital games through
the combination of two approaches to Design Thinking and agile methodology. This model can
be used as a method for requirements elicitation in agile methodology, mainly in applications
which require creativity [12]. Throughout the history of creative solutions for solving problems,
designers have developed a set of techniques to help them control the three phases of Design Thinking:
immersion, ideation and prototyping [7]. Design Thinking as well as the agile software development
methodologies offer competitive advantages, in the differentiation of the product and in the efficiency
of cost estimation [12]. Additionally, both approaches have many similarities, which strengthen their
joint use [12].
Table 5 shows the DT techniques used together with the agile methodologies brought up in
research performed by the authors of [9,12,25,44].
Information 2019, 10, 371 13 of 27
Table 5. DT techniques according to their phases [12,25,44].
Phase Related
Ask questions like: “How can we. . . ?” [12].
Evaluate and select challenges to be worked on by the team [12].
What is known and what is not known to solve the problem, and what needs to
be studied to solve it [12].
Plan the survey considering users, stakeholders, experts, contexts and benchmarks
Questionnaire Research references and problematic context [12].
Research references and problematic context which helps the team to understand
the context to be worked on [12,25].
Interviews Method which, in a conversation with a respondent, helps obtain related
information about the central subject with specific questions [9,25,44].
Reframing Examine user issues from different perspectives to enable deconstruction of beliefs
and assumptions of stakeholders [25].
Research desk Information research related to the project subject through diverse sources, such
as websites, blogs, interviews, books and articles [25].
Awareness notes A way to obtain information about the users with a minimum of interference with
the actions. What makes this technique different is that the user formally reports
his activities [25].
Meet with stakeholders to enable them to share their experiences and plan
activities around the subject of the project to present their ideas [25].
A day in life Members of the project team assume the paper of the user for a certain time in
order to interact with the challenges that the latter faces on a daily basis [25].
Shade Follow-up users by project team member for a certain period, which includes the
interaction with the analyzed product or service. [25].
Sharing Sharing all information and identifies perceptions in the ideation phase [12].
People Create fictitious characters to use them as a refinement for the solution [9,12,25].
Empathy map Develop understanding of people involved, what they feel, see, hear, speak, do,
strengths and weaknesses [12,25].
Synthesis Synthesize the learning process [9,12].
Brainstorming Discuss ideas for possible solutions [12,25].
Common creation
Organize meeting with a series of activities to stimulate creativity and cooperation
of the stakeholders by promoting innovative solutions [25].
Map of ideas Present all ideas generated during the project in order to discuss, display and
identify business opportunities [25].
Tool for strategic analysis of ideas generated in the project. It is used to validate
the ideas in relation to the guiding criteria of the project in order to support the
decision-making process starting from the efficient communication of the benefits
and challenges of each solution, so that the most strategic ideas can be selected
for prototyping [25].
Customer Journey Allow stakeholders to propose solutions emanating from user’s description,
including thoughts and feelings [12].
Blueprint Visual presentation of the solution process as well as characters and activities [12].
Information 2019, 10, 371 14 of 27
Table 5. Cont.
Phase Related
Prototyping on
Creation of a prototype that expresses the ideas of participants on paper to
schematically represent project screens [12,25].

YOU MAY ALSO READ ...  Compare the objectives of the UN drug control treaties

Product presentations in levels of fidelity, from low, with few details, to high, with
the presentation of the final product [25].
Staging Improvised simulation of a situation that represents an interaction between the
user and the product [9,25].
Storyboard Present a story with pictures and drawings, photographs and collages in order to
visualize the implementation of the solution [25].
Prototype of the
Simulation of artifacts, environments or interpersonal relationships which
represent aspects of the product in order to engage the user and simulate the
delivery of the proposed solution [25,44].
and tests
Hypothesis for the solution and testing of the hypothesis [12].
Pivoting Changing of the solution based on the obtained results [12].
Considerations Take into consideration the team that participated in the development of the
solution [12].
Queiros et al. [45] presented a study on how the use of technology in education has attracted
the attention of researchers in the last few years. It shows that brainstorming is mentioned as well as
three other techniques that can be used in the process of DT: introspection cards, conceptual maps and
mental maps. Design Thinking can be used from the view of strategic management of innovation using
techniques such as: (1) ethnography, a practice of observing how people behave in their day-to-day
life or how they exercise a particular activity in organizations; (2) storytelling, a technique which helps
create a common understanding of the challenge that is being explored; and (3) brainstorming, i.e.,
obtaining and evaluating ideas [11]. DT can transform organizations and inspire innovation through
the use of mental map, prototypes of paper, scenarios and high fidelity prototypes which are DT
techniques that can help stakeholders improve and discover new requirements [10].
In our systematic literature review, we identified 12 challenges that organizations confronted
within the elicitation of requirements in agile projects and 31 Design Thinking techniques: 13 techniques
are related to the immersion phase, 10 techniques are related to the ideation phase and 8 techniques
are related to the implementation phase.
6. Requirements Elicitation with the Use Design Thinking: A Project Case Study at the Brazilian
Federal Court of Accounts (TCU)
To answer RQ.2 and RQ.3, a practical case study was carried out in an institution that used
requirements elicitation by using Design Thinking. This study was conducted from December 2017 to
August 2018. The implementation stages of the case study were guided by a timeline organized by the
research team.
The institution is the Federal Court of Accounts (TCU), the Brazilian authority responsible for the
evaluation of accounts of public administrators and is also responsible for money, federal public funds
as well as the accounts of any person who causes loss, theft, corruption or other irregularities that
results in damage to the national treasury. It is a federal autonomous and independent body whose
main basic functions can be grouped as follows: judicial, advisory, informative, sanctioning, corrective,
normative and as ombudsman.
One of the main projects executed by the Information Technology Secretary (STI) covers the
appreciation of legality of granting pensions, reforms and admission of staff of the federal public
service. The motivation for choosing this project came up by verdicts which have identified structural
and operational difficulties in the determination and instruction of these acts. Among them, a low
quality of information reaching the TCU by means of filled out forms, with errors and omissions,
Information 2019, 10, 371 15 of 27
which, even with great effort for clarification, created issues for more precise automated analysis. This
raised the amount of acts for all those involved in the process, by consequently ignoring deadlines and
complicating the detection of acts which were not forwarded to the TCU.
In addition, there was a need to review all the legislation that conducted the acts subject to
registration.Thus, a presentation of a detailed schedule for the implementation of improvements in the
treatment of the acts was determined to facilitate the execution of the activities with greater efficiency,
extending the automated analysis for information and, consequently, reducing the need for allocating
providers for the manual and individual analysis of acts, optimizing the time needed to analyze
these documents.
TCU/STI expected a system that could focus on the quality of the data with automatic verifications
of the data input with a differentiated treatment of the roles played by the manager of staff. The roles
are as issuer and as registrar of the act, allowing also that the personnel manager and the internal
controller to organize their work by creating internal divisions as well as providing a user-friendly
and adjustable interface within the context of each type of act. Due to its size and importance, this
project took more than two years to be delivered.
Figure 5 shows the levels of the system and how the actors play a role in each of them. Each unit
level has a profile associated with their respective functions.
Figure 5. e-Pessoal System Actors. Source: TCU.
Information 2019, 10, 371 16 of 27
6.1. RQ.2. Do Design Thinking Techniques Contribute to Overcome Challenges of Requirements Elicitation in a
Real Agile Software Development Project and What is the Input DT Gives to the Challenges Identified in the
Case Study?
The project was led by two development teams: a team responsible for the elicitation of
requirements and another with 6 stakeholders from different institutions. It took a 4-h requirements
gathering workshop involving a total of 40 participants. Its objective was to identify the needs, wishes
and difficulties of the users concerning the information about the acts of the staff, as shown in Table 6 .
The first activity performed in the workshop aimed at integrating users, because many of them were
from different institutions. Interaction was necessary for a good development of the workshop as
a whole. After the interaction was presented to the conception of Design Thinking, a method that
would be adopted for the requirements elicitation, by making the collaborative aspect of the approach
evident. The idea was to work together with the users and not for them, by seeking solutions based on
understanding and experience of those who work with the system on a daily basis.
Table 6. Quantity of stakeholders of the case study participants and some of their profiles.
Stakeholders Total
Internal Team Profile
Developer 7
Product Manager (PM) 1
Product Owner (PO) 2
User Experience Design (UX) 3
Users (Clients)
Ministry of Planning 2
Superior Court of Justice 2
Brazilian Federal Court of Accounts 2
Brazilian Post and Telegraph Corporation 1
Federal Savings Bank 4
Federal Reserve of Brazil 4
Bank of Brazil 2
Brazilian Petroleum Corporation 1
Brazilian Company of Hospital Services 3
Regional Federal Courts 1
Brazilian Army 3
Total 40
The requirements elicitation workshop obtained information about the desires and needs of the
users of the e-staff system, which was compiled and subdivided into groups, in order to facilitate the
work of the team in defining the scope of the project. The workshop results were used as an input
for the definition of the project scope, after a preliminary evaluation of all the data collected with the
aim of grouping them according to their characteristics. Thus, items that dealt with the same subject
or could in some way contribute to the subject by a defined need were gathered in order to organize
the information in a better way and consequently provide a better treatment. During the workshop,
Design Thinking techniques were used, as shown in Table 7.
After the scope definition, the software development was initiated. In this first moment, several
functionalities that had to be implemented were defined, a task which would take an estimated
four months to be completed. The development of these functionalities was based on the generated
prototypes. The solution was made available for all users compliant to the planning; some adjustments
were carried out after delivery, in accordance with the users validation. Thus, the use of Design
Thinking techniques was compliant to the development of the actual project adopted in this case study.
Information 2019, 10, 371 17 of 27
As mentioned above, we performed requirements elicitation in a software project of the Brazilian
Federal Court of Accounts (TCU) by using Design Thinking techniques. The objective was to observe
how the practitioners applied the techniques of DT in their daily activities. During the case study,
nine DT techniques were observed by TCU practitioners: strategic challenge, challenge selection,
re-framing, generative sessions, co-creation Workshop, brainstorms, ideas menu, hypotheses and tests,
and paper prototyping.
Table 7. Design Thinking techniques used in the scope definition meetings.
Phase Technique Description
Ideation Brainstorming Discussion of ideas for possible solutions.
Implementation Prototype on paper Prototype design expressing the ideas of participants in
small amounts of paper to present the screens of the project
Hypothesis and tests Hypothesis proposed for the solution and hypothesis testing.
6.2. RQ.3. What Were the Results Obtained in the Use of Design Thinking in an Agile Software Development
Project and Was there Evidence of the Use of Design Thinking Regarding the Identified Challenges?
We proposed an approach with the intention of evaluating the use of Design Thinking in the
requirements elicitation via agile methodologies. The approach was developed in parallel with the
execution of the case study, identifying potential evaluation criteria, the potential interviewees and
how to make assessment. The resulting evaluation process applied in the case study was subsequently
generalized for use in similar contexts. The goal of the evaluation approach was to evaluate whether
the use of Design Thinking techniques can contribute positively to the challenges identified in the
requirements elicitation, in projects developed with agile methodologies.
DT is focused on the user/stakeholder to obtain collaboration, interaction and practical
approaches in order to find the most appropriate ideas and, consequently, coherent final solutions [11].
In addition, as the level of satisfaction with the product is obtained by the user/stakeholder and the
level of satisfaction with the methodology adopted in the development of the software is obtained by
the project team, we considered that the participants of the evaluation could be the user/stakeholder
and the project team. Bearing in mind that the evaluation method would be conducted by people,
two methods were chosen: questionnaires and mixed interviews. A questionnaire is a data collection
instrument, consisting of a sorted series of questions that should be answered in writing and without
the presence of the interviewer. An interview combines pre-defined questions with the possibility of
creating new questions based on the topics of the interviews [52].
The choice of two different evaluation methods gives more variety to the approach, allowing it to
be applied in any project context. The decision of which method to choose depended on several factors,
such as the size of the team to be evaluated, the size of the evaluation team and the time available
for data collection and analysis. Therefore, taking into account the advantages and disadvantages of
the two methods, the use of questionnaire is recommended for the case when the team that is being
evaluated is large and the evaluating team, data collection and analysis are small. The interview is
recommended when the evaluated team is small and the quantity of members of the evaluation team,
the data collection and analysis are considered adequate, for example. The questions were based
on DT techniques and also based on the explanation of challenges observed in the elicitation of the
identified requirements.
The best moment to do the evaluation was based on two points: to verify whether the application
of DT technique had been perceived and whether its use contributed positively to the challenges
of requirements elicitation. The first evaluation phase took place shortly after the collection of
requirements and involved final users and other stakeholders. The second evaluation phase happened
right after the delivery of the product and also involved the users/stakeholder with the objective
of capturing the compliance of the defined requirements with the delivered product, the positive
Information 2019, 10, 371 18 of 27
contribution of the use of DT regarding the challenges and the satisfaction with the product and the
used methodology.
The questionnaire is composed of 11 questions which were answered by the participants of the
requirements gathering. It has two parts: the first part was applied shortly after the workshop and
the second right after the delivery of the product. Tables 8 and 9 present the result of the workshop
questionnaire and the results obtained from the participants’ responses. The user assigned a grade
from 1 to 5 to indicate the level of agreement with the presented statements: the closer to one (1),
the lower the degree of agreement/satisfaction, while, the closer to (5), the higher the degree of
Table 8. Results of the workshop questionnaire.
Question Average
1. There was an incentive to present ideas for the system during the workshop. 5.00
2. There was cooperation among participants in the presentation of ideas. 4.85
3. The team discussed solutions for the presented ideas. 4.54
4. The main needs of the system were identified during the workshop. 4.23
5. By the end of the workshop, the team reached consensus over the system requirements. 4.08
6. Questions related to the response time of the operations were considered. 3.92
7. Questions related to the security of the system were considered. 3.77
8. Questions related to the aesthetics of the system were considered. 3.69
9. The length of the workshop was sufficient to fulfill its intentions. 4.31
10. The methodology used in the workshop can be applied in future projects dealing with a
similar approach.
11. What is your level of satisfaction with the workshop? 4.54
Table 9. Results of the questionnaire after the product delivery.
Question Average
1. The identified needs of the workshop are now present in the system. 4.29
2. The interaction with the system works intuitively. 4.00
3. The system offers adequate security utilities. 4.14
4. The response time of the system is adequate. 3.57
5. What is your level of satisfaction with the information panel? 3.71
6. My satisfaction with the final product is partially due to the use of the applied
methodology in the workshop for the assessment of requirements.
The interviews were conducted with the members of the project development team who were
grouped into four different profiles:
1. Project Manager/Requirements (PM): Responsible for the project planning, definition of goals
and monitoring its implementation as well as for the collection and analysis of all the software
requirements information.
2. Product Owner (PO): Responsible for the requirements, assisting in prioritizing them and
validating the implementation in order to ensure the quality of the final product.
3. Developer (DV) Responsible for the development of the system.
4. User experience/interface UX/UI design: Responsible for planning the best practice and and
interaction with the system.
Information 2019, 10, 371 19 of 27
The interview with the team was conducted by taking into account the main aspects obtained
from the questionnaire with clients/users. The intention was to conflict the answers obtained in the
questionnaires with the information that was given by the team. The questions used as the baseline of
the interview were the same for all areas, but the answers took different directions according to the
interviewed team. For instance, a conversation with a developer is more technical than an interview
with a product owner, turning the interview to a more specific level in each area. Thus, after all
interviews, it was possible to merge the information obtained and realize that they complemented
each other and gave more support to the conclusions.
The interviews, in general, lasted a 30 min and, to synthesize the answers of the members, we
considered the common views and divergences, by choosing to cite the individual points of view of
each interviewee. Table 10 shows the results obtained and the questions can be found at: Questions.
Table 10. Questions and sample answers of the interviews with the project’s participants.
ID Question Answer
1. How did it work with cost estimation and
timeline for the information panel of the e-staff?
A cost estimation was not made, since it was a project
developed by the internal staff. The focus was on the
timeline. The schedule estimation was carried out on
the basis of the evaluation of the needs assessed during
the workshop.
2. Did the methodology used in the survey
workshop for the assessment of requirements to
some extend help estimating cost and schedule?
If yes, how?
Yes. From the needs raised from the workshop, it was
possible to estimate how complex it would be to obtain
and present user’s requested information. Thus, it was
possible to establish a timetable for the project delivery.
3. Was there discussion about the non-functional
requirements during the workshop and were
they considered in the project development
phase? If so, how was that?
The non-functional requirements were discussed
superficially during the workshop, with some
considerations. Only in the development stages
the usability and performance requirements were
considered, due to the volume of information that was
be presented.
4. The users and stakeholders’ participation
happened in an effective manner throughout
the project development? If not, what is the
Yes. The users and stakeholders actively participated
in each stage of the prioritization, testing, revalidation
and assessment of requirements activities, in addition
to indicating and suggesting how information should
be organized and displayed in the panel.
5. The information generated during the
workshop for the requirements assessment
consisted in the elaboration of artifacts that
supported the project development?
Yes, because the purpose of the workshop was very
specifically designed to develop an information panel.
Hence, the question was to discover, together with the
users, which information they would like to have and
how it should be arranged. Thus, it was possible to
gather an initial understanding of the project scope and
to plan its releases.
Information 2019, 10, 371 20 of 27
Table 10. Cont.
ID Question Answer
6. Compared to other projects, was there a greater
effort in planning the initial activities? If yes,
has this contributed to a better quality of the
There was already a formerly previous version of the
developed system, with all the information already
structured, thus we already had an idea of the data
needed to assess and to meet users’ requirements.
There was an effort to plan the workshop activities
well in order to focus on what we had to extract from
the users/stakeholders. We knew that by planning
the workshop led us to obtain the most specified—and
therefore higher quality—requirements for the users
and project needs.
7. Did the workshop enable the team to obtain the
requirements which precisely expressed the real
users’ needs? Was this due to the methodology
Yes. I believe that it is due to the methodology used,
because users had the freedom to express their needs.
The workshop was entirely focused on the expression
of the users’ needs.
8. The information obtained from the workshop
enabled the definition of more detailed
Yes. In the workshop, users from different authorities
were present, each with a vision, work context and
proper needs. This not only added value to the
discussion, it also helped the requirements team to
gather more detailed higher quality information so
that all users were taken into account.
9. After the requirements assessment workshop,
were there meetings with the project team to
discuss the information obtained to define the
work scope?
Yes, there were several meetings afterwards.
10. After the requirements assessment workshop,
were there meetings with the project team in
order to prioritize the requirements?
Yes. A meeting was held to prioritize the requirements.
11. After the requirements assessment workshop,
were there meetings with the project team
to discuss the interdependence between the
12. Were there prototypes on paper created to
express the workshop gathered ideas in order
to present the system screens?
Yes. Several prototypes on paper were created.
13. When an idea of solution was identified, was it
No, they were not tested but were only discussed.
14. What is your level of satisfaction with the
methodology used at the workshop?
I am partially satisfied with the methodology adopted
at the workshop.
15. Would you adopt or suggest the adoption
of this methodology for the assessment of
requirements in future projects with a similar
Yes. The used methodology facilitated the
requirements elicitation.
16. What is your level of satisfaction with the final
I am satisfied with the final product.
17. Usability testing was made before the actual
development of the system?
It was not. Usability tests would be best performed at
the end of the development.
18. The details of the project requirements were
sufficient for the development of the activities
which you performed? If not, why?
Yes. The stakeholders were very precise and provided
a lot of information. In addition, all graphics were
prototyped before the start of the development.
19. Was the time to perform the usability tests
No usability testing was performed.
20. Usability testing began to be made before the
actual development of the system?
No usability testing was performed.
Information 2019, 10, 371 21 of 27
In this paper, we present an approach designed to evaluate the use of Design Thinking in the
requirements elicitation in software development agile methodologies. The approach was elaborated
during the case study, as observed elements served as input to identify the best evaluation method.
From the nine techniques observed in the project, we concluded after the evaluation that eight of them
were used and only one, Hypotheses and Tests, was partially considered. Additionally, out of the
thirteen challenges perceived in the workshop, there was evidence of the use of Design Thinking in
eight of them, evidence of a partial contribution in three of them and no contribution in two.
6.3. Discussion of the Results RQ.2. and RQ.3
Through the analysis of the answers obtained from questionnaires and interviews, we can see in
the case study that there is evidence of an input to eight of the challenges identified through of the use
of DT.
1. Participation of users/stakeholders: From the user’s point of view, they realized that there was
a proper incentive to assist the project team in assessing the initial requirements, through the
exposition of ideas and the underpinning during its construction, the discussing of needs and
the reaching of consensus regarding the requirements. This incentive was caused by means of
DT technics used in the workshop. From the point of view of the project team, the stakeholder
participated actively in the course of the project, contributing to the prioritization and validation of
requirements, testing and improvements. This contribution was due to the dynamics adopted in
the project meetings, which used DT techniques and required the participation of the stakeholder.
2. Requirements Definition: From the users point of view, we may affirm that the use of DT
techniques in the workshop helped both users and the team to define the requirements and
deliver the product, and the defined requirements were reflected in the final product. From
the point of view of the project team, the DT techniques used in the workshop gave users the
opportunity to express their wishes and needs and indeed fulfilled their main purpose, which
was to define the requirements of the system.
3. Requirement Validation: From the users point of view, it may be asserted from their responses
that the use of DT techniques enabled an environment for discussing requirements, thus allowing
to validate them. From the team’s point of view, the techniques used together with the diversity
of the users present in the workshop with their different points of view, contexts of work and
needs enriched the discussion and forced the project team to meet the most relevant requirements
so that everyone could feel included and taken into account.
4. Project Schedule Estimation: According to the project team, the needs identified during the
workshop allowed to estimate the complexity of the project in a way that the elaboration of an
estimation of a more appropriate schedule could be enabled. As a result, a chain effect could be
observed: the use of DT in the workshop provided a better identification of the project needs and
allowed the preparation of a more reliable schedule.
5. Initial Activities Planning: According to the project team, there was a great effort in planning
the initial activities, via the study of the DT and an analysis of its practical implementation, so
that the main focus of the workshop was the stakeholder’s involvement in order to allow the
extraction of system key features.
6. Details of the requirements: In accordance to the project team and considering the participation
of the stakeholder, the system requirements were well detailed regarding the prototyping, the DT
approach and the regular presence of the stakeholder in the course of the project, which was also
fostered by DT.
Prioritization of requirements: In accordance with the project team, the dynamics applied in the
meetings during the project, which were based on DT techniques, were important to prioritize
the requirements.
Information 2019, 10, 371 22 of 27
7. Interdependence between requirements: In accordance with the project team, the dynamics
applied in meetings in the course of the project, which were based on DT techniques, were
important to identify the interdependence the requirements.
There is partial evidence of the contribution of this project to three specified challenges through
the use of DT, following an analysis of the questionnaire and of the interviews.
1. Attention to non-functional requirements: In accordance to the users’ vision, questions related
to non-functional requirements were addressed during the the workshop, but not so efficiently,
so that the DT techniques used did not promote a discussion about this. Taking all the
questions asked in the after-workshop questionnaire, those questions related to the non-functional
requirements were the ones which obtained a lower average. Evaluating the view of the users after
the delivery of the product, they observed the presence of some resources related to non-functional
requirements, mainly concerning safety and the question of system usability. From the point
of view of the team, they considered that the non-functional requirements were addressed
superficially during the workshop, and that they were only considered more effectively during
the development phase mainly related to the usability, which is due to the use of prototyping and
performance which is due to the type of system they were developed. Due to the characteristics
of the applied system, it is difficult to come to a conclusion on the influence of the DT on
non-functional requirements. However, it can be asserted that DT fosters the discussion of some
items related to non-functional requirements, such as usability.
2. A correct combination of artifacts and their proper use: In accordance with the vision of the
team and because the workshop had well defined goals, they succeeded together with the users,
identified in a well-defined way which were the key needs and characteristics of the system and,
starting from this, elaborated the artifacts which would be necessary for each member of the team.
However, it can be seen that, in the decision making of what artifacts should be elaborated in a
project, the DT does not influence the choice. The methodology only provides the input needed
to elaborate the artifacts, with the team being responsible for the definition of which artifacts will
be used.
3. Change of requirements: According to the vision of the team, due to the regular participation
of the stakeholder to discuss ideas and to create prototypes, items which are related to DT,
the atmosphere seemed favorable for the dealing with changes of requirements in a way that it
would not cause much impact. The only mistake perceived in the development of the system in
the study was the lack of testing when discussing and prototyping these new ideas. This made it
difficult to analyze the real need of change in the requirements. Hence, there is partial evidence
for the contribution of a challenge related to the changes of the requirements, but this is more
due to the negligence of the team than to the methodology itself.
Finally, it can be seen, through the analysis of the questionnaires and interviews, that there were
no indications of a contribution in two specified challenges through the use of DT:
1. Cost estimate: According to the perspective of the team and because the project was carried out
within a public institution by internal staff, the cost estimate was not dealt with in this project,
only the timeline was relevant to the context. Therefore, the influence of DT on the resolution of
the challenge of the cost estimate cannot be evaluated.
2. Time available to perform usability tests: In accordance with the team’s point of view, a usability
testing was not realized. The only tests performed in the project were functional. Therefore, the
influence of DT in the resolution of challenges related to the time to perform the usability tests
cannot be evaluated.
In the questionnaires and interviews which were carried out, in addition to the collection of data to
answer if DT techniques helped the team solve challenges arising from activities to elicit requirements
Information 2019, 10, 371 23 of 27
in an agile software environment, the staff and users were asked about their level of satisfaction with
the applied workshop/methodology and the final product, on a scale from 1 to 5.
The feedback obtained from the use of the workshop/methodology, for both the user’s
development side and the team’s side, was generally satisfactory, since the average of responses
was 4.46 from the perspective of users and 4.25 from the view of the team. It can be asserted that the
users have been partially satisfied with the final product and the development team has been fully
satisfied, since the average of the responses here are 3.71 and 5.0, respectively.
7. Limitations and Threats to Validity
The findings presented in this review study have the following limitations and threats to validity.
We considered all the studies which provided empirical, case study, experimental, practices,
industrial and survey related information about challenges faced in the requirements elicitation of
agile software development projects.
The findings of this systematic literature review cannot be generalized because the results are
based on a specific set of keywords and the research repositories that were used for the data collection.
Therefore, our results could be limited and cannot be applied to every projects and organizational setup.
We cannot guarantee that all relevant primary studies were selected in systematic literature
review. It is possible that relevant papers were not chosen. To mitigate it, we performed the automatic
search, and complemented it by performing manual search to try to collect all primary studies in this
field. During the data extraction process, the primary studies were classified based on our judgment.
To mitigate this threat, the classification process was performed using peer review.
Internal validity is mainly related to the capability of replicating similar findings. We addressed
this aspect by defining and later following the systematic literature review procedure, described in
Section 4. Four researchers were involved in the review process, who, over a period of time, worked
together to avoid duplications and achieved consensus in the acceptance of the identified primary
studies. However, it could be possible that, if this study were replicated by other researchers, minor
variations in the identified studies would be observed due to differences in personal aptitude and
thinking. Regardless of this fact, the findings presented in this review will enable readers to obtain a
clear picture of challenges for software requirements elicitation using Design Thinking.
Another threat is that perceptions of the interviewees could be biased towards their own beliefs.
These beliefs could cause some distortions when interpreting the reality. To reduce this threat,
the chosen practitioners were those who had more experience within organization.
8. Conclusions
The systematic review of the literature identified 12 challenges that organizations were confronted
with in the elicitation of requirements in agile projects and 31 Design Thinking techniques, 13 of which
are related to the immersion phase, 10 are related to the phase of ideation and 8 are related to the
implementation phase (prototyping). These challenges and techniques served as an input to assess
whether the use of DT helps the internal design team of the practical case study to meet the recurrent
challenges of eliciting requirements in agile methodologies identified by systematic review in the
project studied in this work.
To carry out this evaluation, a process of executing the case study was developed, in which
the use of DT was observed during the development of a module belonging to the development of
software by the TCU, e-staff (e-pessoal in Portuguese). During this observation, it was assessed which
techniques of DT were used by stakeholders, both in the DT workshop and during the development of
the software module. During the execution of the case study, a more generic approach was elaborated
which can be used in other contexts in which DT is used with the same objective of assessing whether
it helps staff face existing challenges in eliciting requirements via agile methodologies.
During the implementation of the process, stakeholders were asked via questionnaires and
interviews whether they actually perceived the use of the observed techniques and whether they
Information 2019, 10, 371 24 of 27
contributed positively to challenges identified in the systematic literature review. In addition to that,
interested parties gave their opinion of the application of DT (workshop) and the final product, after
the development of the elicited requirements.
Of the 31 techniques, the application of nine techniques was observed: Strategic challenge,
Challenge selection, reframing, generative sections, brainstorming, cooperation workshop, list of ideas,
prototype of paper and hypotheses and test. It can be concluded that, through the obtained results
in the questionnaires and interviews, they were perceived by people interested in the use of these
techniques, except for the technique of hypotheses and test which was partly used because, according
to the interested parties, the hypotheses raised during the workshop were prototyped, but not tested.
With regards to the 13 challenges identified in the systematic review, evidence was found that DT
strengthens stakeholders participation in the definition, detailing, validation, interdependence and
prioritization of requirements, mainly in the prototyping; in the estimation of the schedule; and in the
planning of the initial activities. What was not perceived in stakeholders/users view was an incentive
to discuss non-functional requirements during the workshop for the assessment of requirements; only
during the development of the project was a major concern with usability verified, due to the use of
prototyping and performance, and also due to the characteristics of the software being developed.
In addition to that, as the system in the study is part of a larger system, several questions related
to non-functional requirements were extended to the module, for instance, reliability, security and
support. Due to this, the project team dealt less with non-functional requirements.
About the correct combination of artifacts and their use, the project team believes that DT provides
sufficient input for the elaboration of coherent artifacts, however it cannot confirm that every project
team using DT may choose these artifacts and use them correctly. This is in fact the task of a team rather
than the use of DT. Finally, although DT provides support for teams to identify new requirements
through prototyping, there was a negligence of the team which did not execute a DT technique correctly,
which prevented this point from being evaluated. This is partially because, despite creating prototypes
of these new requirements, they were never actually tested before their implementation.
Regarding the challenges of cost estimation and the time to perform usability testing, it was not
possible to identify evidence of a contribution. It can be concluded through the application of the
evaluation approach in the studied software project that there is evidence of a contribution, by the use
of Design Thinking, for most of the challenges of the elicitation of requirements obtained from an agile
For future studies, we can be propose the realization of other practical studies for a better
consolidation of the obtained results, with different types of systems and diverse teams, in a way that
allows for an application of all the challenges found in the literature.
Author Contributions: Design Thinking: challenges for software requirements elicitation was made by H.F.M.;
A.C.d.O.J.; E.D.C.; R.A.D.K.; R.A.P.; and E.C.O. All authors contributed to Writing, reviewing and editing
the manuscript.
Funding: This publication was funded by PPCA/Postgraduate Program on Applied Computing from the Dept.
of Computer Science CIC/UnB, University of Brasília, Brasil.
Acknowledgments: This research work has the support of the Research Support Foundation of the Federal
District (FAPDF) research grant 05/2018.
Conflicts of Interest: The authors declare no conflict of interest.
1. Hofmann, H.F.; Lehner, F. Requirements engineering as a success factor in software projects. IEEE Softw.
2001, 18, 58. [CrossRef]
2. Brooks, F.P. No Silver Bullet. IEEE Comput. 1987, 20, 10–19. [CrossRef]
3. Beck, K.; Grenning, J.; Martin, R.C. Manifesto ágil. Capturado em. 2011. Available online: http:
// (accessed on 31 October 2019).
Information 2019, 10, 371 25 of 27
4. Ramesh, B.; Cao, L.; Baskerville, R. Agile requirements engineering practices and challenges: An empirical
study. Inf. Syst. J. 2010, 20, 449–480. [CrossRef]
5. Inayat, I.; Salim, S.S.; Marczak, S.; Daneva, M.; Shamshirband, S. A systematic literature review on agile
requirements engineering practices and challenges. Comput. Hum. Behav. 2015, 51, 915–929. [CrossRef]
6. Pressman, R.S. Software Engineering: A Practitioner’s Approach; Palgrave Macmillan: New York, NY,
USA, 2005.
7. Brown, T. Change by design. J. Prod. Innov. Manag. 2009, 28, 381–383. [CrossRef]
8. Sun, W.N.; Schmidt, C. Practitioners’ Agile-Methodology Use and Job Perceptions. IEEE Softw. 2018,
35, 52–61. [CrossRef]
9. Adikari, S.; McDonald, C.; Campbell, J. Reframed Contexts: Design Thinking for Agile User Experience
Design. HCI (9). In Lecture Notes in Computer Science; Springer: Berlin, Germany, 2013; Volume 8012,
pp. 3–12.
10. Brown, T.; Katz, B. Change by Design: How Design Thinking Can Transform Organizations and Inspire Innovation,
1st ed.; Harper Collins: New York, NY, USA, 2009.
11. Bonini, L.A.; Sbragia, R. O modelo de design thinking como indutor da inovação nas empresas: Um estudo
empírico. Rev. De Gest Ao E Proj.-GeP 2011, 2, 3–25. [CrossRef]
12. Higuchi, M.M.; Nakano, D.N. Agile Design: A Combined Model Based on Design Thinking and Agile
Methodologies for Digital Games Projects. Rev. De Gest Ao E Proj. 2017, 8, 109. [CrossRef]
13. Kitchenham, B.; Pretorius, R.; Budgen, D.; Brereton, O.P.; Turner, M.; Niazi, M.; Linkman, S. Systematic
literature reviews in software engineering–a tertiary study. Inf. Softw. Technol. 2010, 52, 792–805. [CrossRef]
14. Fadel, A.C.; Silveira, H.d.M. Metodologias ágeis no contexto de desenvolvimento de software: XP, Scrum e
Lean. Monogr. Do Curso De Mestr. FT-027 Ao De Proj. E Qual. Da Fac. De Tecnol. 2010, 98, 101.
15. dos Santos Soares, M. Metodologias ágeis extreme programming e scrum para o desenvolvimento de
software. Rev. Eletrônica De Sist. De Informaç Ao 2004, 3. [CrossRef]
16. López-Alcarria, A.; Olivares-Vicente, A.; Poza-Vilches, F. A Systematic Review of the Use of Agile
Methodologies in Education to Foster Sustainability Competencies. Sustainability 2019, 11, 2915. [CrossRef]
17. Nardi, J.C.; de Almeida Falbo, R. Uma Ontologia de Requisitos de Software; CIbSE: London, UK, 2006;
pp. 111–124.
18. Kotonya, G.; Sommerville, I. Requirements Engineering: Processes and Techniques; Wiley Publishing: Hoboken,
NJ, USA, 1998.
19. Aurum, A.; Wohlin, C. Requirements engineering: Setting the context. In Engineering and Managing Software
Requirements; Springer: Berlin, Germany, 2005; pp. 1–15.
20. De Lucia, A.; Qusef, A. Requirements engineering in agile software development. J. Emerg. Technol.
Web Intell. 2010, 2, 212–220. [CrossRef]
21. Schön, E.M.; Thomaschewski, J.; Escalona, M.J. Agile requirements engineering: A systematic literature
review. Comput. Stand. Interfaces 2017, 49, 79–91. [CrossRef]
22. Horkoff, J.; Ersare, J.; Kahler, J.; Jorundsson, T.D.; Hammouda, I. Efficiency and Effectiveness of
Requirements Elicitation Techniques for Children. In Proceedings of the 2018 IEEE 26th International
Requirements Engineering Conference (RE), Banff, AB, Canada, 20–24 August 2018; pp. 194–204.
23. Tiwari, S.; Rathore, S.S. A Methodology for the Selection of Requirement Elicitation Techniques. arXiv
2017, arXiv:1709.08481.
24. Du, J.; Jing, S.; Liu, J. Creating shared design thinking process for collaborative design. J. Netw.
Comput. Appl. 2012, 35, 111–120. [CrossRef]
25. Vianna, M.; Vianna, Y.; Adler, I.; Lucena, B.; Russo, B. Design Thinking: Inovação em negócios; MJV Press:
Atlanta, GA, USA, 2012.
26. Vetterli, C.; Brenner, W.; Uebernickel, F.; Petrie, C.J. From Palaces to Yurts: Why Requirements Engineering
Needs Design Thinking. IEEE Internet Comput. 2013, 17, 91–94. [CrossRef]
27. Roach, T. How to Combine Design Thinking and Agile in Practice. 2015. Available online: https://medium.
com/startup-frontier/how-to-combine-design-thinking-and-agile-in-practice-36c9fc75c6e6 (accessed on
31 October 2019).
28. Hehn, J.; Uebernickel, F. The Use of Design Thinking for Requirements Engineering: An Ongoing Case
Study in the Field of Innovative Software-Intensive Systems. In Proceedings of the 26th IEEE International
Requirements Engineering Conference, Banff, AB, Canada, 11 July–31 October 2018; pp. 400–405.
Information 2019, 10, 371 26 of 27
29. Correa, L.; Maria, D.; Bellio, J.C.; Marczak, S.; Conte, T. O Uso de Design Thinking no Apoio
ao Desenvolvimento de Software: Um Estudo de Caso no Contexto de Academias de Musculação.
In Proceedings of the Anais do WER18—Workshop em Engenharia de Requisitos, Rio de Janeiro, Brasil,
5–6 September 2018; doi:10.17771/PUCRio.wer.inf2018-25. [CrossRef]
30. Plattner, H.; Meinel, C.; Weinberg, U. Design-Thinking; Springer: Berlin, Germany, 2009.
31. Carroll, N.; Richardson, I. Aligning healthcare innovation and software requirements through design
thinking. In Proceedings of the International Workshop on Software Engineering in Healthcare Systems,
Austin, TX, USA, 14–22 May 2016; pp. 1–7.
32. Corral, L.; Fronza, I. Design Thinking and Agile Practices for Software Engineering: An Opportunity for
Innovation. In Proceedings of the 19th Annual SIG Conference on Information Technology Education, Fort
Lauderdale, FL, USA, 3–6 October 2018; pp. 26–31.
33. Denzin, N.K. The Research Act: A Theoretical Introduction to Sociological Methods; Routledge: London,
UK, 2017.
34. triviños, A.N.S. Introdução à pesquisa em ciências sociais: A pesquisa qualitativa em educação. São Paulo:
Atlas, 1987. Outros Números Do Inf. Rural ETENE ANO 2009, 3, 25.
35. Kitchenham, B. Procedures for performing systematic reviews. Keele UK, Keele Univ. 2004, 33, 1–26.
36. Wohlin, C. Guidelines for snowballing in systematic literature studies and a replication in software
engineering. In Proceedings of the 18th International Conference on Evaluation and Assessment in
Software Engineering, London, UK, 13–14 May 2014; p. 38.
37. Silva, F.S.; Soares, F.S.F.; Peres, A.L.; de Azevedo, I.M.; Vasconcelos, A.P.L.; Kamei, F.K.; de Lemos Meira,
S.R. Using CMMI together with agile software development: A systematic review. Inf. Softw. Technol. 2015,
58, 20–43. [CrossRef]
38. Felizardo, K.R.; Nakagawa, E.Y.; Fabbri, S.C.P.F.; Ferrari, F.C. Revisão Sistemática da Literatura em Engenharia
de Software: Teoria e Prática; Elsevier: Amsterdam, The Netherlands, 2017.
39. Pai, M.; McCulloch, M.; Gorman, J.D.; Pai, N.; Enanoria, W.; Kennedy, G.; Tharyan, P.; Colford, J.J.
Systematic reviews and meta-analyses: An illustrated, step-by-step guide. Natl. Med J. India 2004, 17, 86–95.
40. Biolchini, J.; Mian, P.G.; Natali, A.C.C.; Travassos, G.H. Systematic review in software engineering.
Syst. Eng. Comput. Sci. Dep. COPPE/UFRJ, Tech. Rep. ES 2005, 679, 45.
41. Petersen, K.; Vakkalanka, S.; Kuzniarz, L. Guidelines for conducting systematic mapping studies in
software engineering: An update. Inf. Softw. Technol. 2015, 64, 1–18. [CrossRef]
42. Zhang, H.; Babar, M.A. Systematic reviews in software engineering: An empirical investigation.
Inf. Softw. Technol. 2013, 55, 1341–1354. [CrossRef]
43. Wohlin, C.; Prikladniki, R. Systematic literature reviews in software engineering. Inf. Softw. Technol. 2013,
55, 919–920. [CrossRef]
44. Denning, P.J. The profession of IT Beyond computational thinking. Commun. ACM 2009, 52, 28–30.
45. Queiros, L.M.; Da Silveira, D.S.; da Silva Correia-Neto, J.; Vilar, G. LODPRO: Learning objects development
process. J. Braz. Comput. Soc. 2016, 22, 3. [CrossRef]
46. Salah, D.; Paige, R.F.; Cairns, P. A systematic literature review for agile development processes and
user centred design integration. In Proceedings of the 18th International Conference on Evaluation and
Assessment in Software Engineering, London, UK, 13–14 May 2014; p. 5.
47. Soares, H.F.; Alves, N.S.; Mendes, T.S.; Mendonça, M.; Spínola, R.O. Investigating the link between
user stories and documentation debt on software projects. In Proceedings of the 2015 12th International
Conference on Information Technology-New Generations (ITNG), Las Vegas, NV, USA, 13–15 April 2015;
pp. 385–390.
48. Levy, M. Promoting the Elicitation of Usability and Accessibility Requirements in Design Thinking: Using
a Designed Object as a Boundary Object. In Proceedings of the 2017 IEEE 25th International Requirements
Engineering Conference Workshops (REW), Lisbon, Portugal, 4–8 September 2017; pp. 156–159.
49. Freitas, R.; Peres, S.; Fantinato, M.; Steinbeck, R.; Araújo, U. Experimenting with design thinking in
requirements refinement for a learning management system. In Anais do IX Simpósio Brasileiro de Sistemas
de Informação; SBC: Porto Alegre, Brazil, 2013; pp. 182–193.
Information 2019, 10, 371 27 of 27
50. Newman, P.; Ferrario, M.A.; Simm, W.; Forshaw, S.; Friday, A.; Whittle, J. The Role of Design Thinking and
Physical Prototyping in Social Software Engineering. In Proceedings of the 37th International Conference
on Software Engineering, Florence, Italy, 16–24 May 2015; pp. 487–496.
51. Lindberg, T.; Meinel, C.; Wagner, R. Design thinking: A fruitful concept for it development? In Design
Thinking; Springer: Berlin, Germany, 2011; pp. 3–18.
52. Marconi, M.d.A.; Lakatos, E.M. Fundamentos de Metodologia Científica, 5th ed.; Atlas: São Paulo, Brazil, 2003.
c 2019 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access
article distributed under the terms and conditions of the Creative Commons Attribution
(CC BY) license (

YOU MAY ALSO READ ...  Distinguish different philosophies of law—schools of legal thought—and,Distinguish different philosophies of law—schools of legal thought—and explain their relevance.