大型企业中的法规需求工程：一项关于《欧洲无障碍法案》的访谈研究
Regulatory Requirements Engineering in Large Enterprises: An Interview Study on the European Accessibility Act
AI总结：
本研究以《欧洲无障碍法案》为例，通过对三家大型企业的访谈探索法规影响分析（RIA）这一法规需求工程流程，揭示其协作模式、支撑制品与现存挑战，指出目前缺乏相关制品的成熟管理实践。
摘要：
研究背景：诸如《欧洲无障碍法案》（EAA）之类的法规会影响软件产品与服务的工程设计。在为开发团队提供有效输入的同时管控这类影响，是需求工程（RE）领域新出现的挑战之一。\n研究问题：企业开展法规影响分析（RIA），以考量法规对所提供软件产品的影响，并在企业层面制定需求。尽管该工作具备实际相关性，但目前尚无针对这种大规模法规需求工程流程的相关研究。\n研究方法：我们针对三家大型企业的法规影响分析（RIA）开展了一项探索性访谈研究。研究以《欧洲无障碍法案》（EAA）为例，聚焦企业开展RIA的方式，重点关注跨职能协作情况。\n研究结果：作为法规需求工程流程的RIA，其开展目的是满足高管管理层与核心职能部门的需求，涉及企业不同职能与层级之间的协调。企业使用各类制品来支撑RIA结果的解读与沟通。RIA面临的挑战主要与这类协调工作的执行以及相关知识的管理有关。\n研究结论：大型企业中的RIA需要多个利益相关方与角色的紧密协作。运用解读与合规制品是支撑这类协作的一种方式，但目前尚无创建和管理这类制品的成熟实践。
英文摘要：
Context: Regulations, such as the European Accessibility Act (EAA), impact the engineering of software products and services. Managing that impact while providing meaningful inputs to development teams is one of the emerging requirements engineering (RE) challenges. Problem: Enterprises conduct Regulatory Impact Analysis (RIA) to consider the effects of regulations on software products offered and formulate requirements at an enterprise level. Despite its practical relevance, we are unaware of any studies on this large-scale regulatory RE process. Methodology: We conducted an exploratory interview study of RIA in three large enterprises. We focused on how they conduct RIA, emphasizing cross-functional interactions, and using the EAA as an example. Results: RIA, as a regulatory RE process, is conducted to address the needs of executive management and central functions. It involves coordination between different functions and levels of enterprise hierarchy. Enterprises use artifacts to support interpretation and communication of the results of RIA. Challenges to RIA are mainly related to the execution of such coordination and managing the knowledge involved. Conclusion: RIA in large enterprises demands close coordination of multiple stakeholders and roles. Applying interpretation and compliance artifacts is one approach to support such coordination. However, there are no established practices for creating and managing such artifacts.
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