Ebba Thora Hvannberg , Jan Rudinsky University of Iceland ebba@hi.is

1. Crisis management training: Techniques for elicitingand describing requirements and early designs acrossdifferent incident types EbbaThoraHvannberg, Jan Rudinsky University of Iceland ebba@hi.is

2. Crisis Management Training • Crisis management is the core of response to serious accidents, such as train incidents, plane crashes and bomb threats • The challenges are variability of available resources, surroundings and context of work, high demand for synchronization and decision making, and time criticality • Training a system of crisis management is performed in large exercises where an accident and its response are simulated butin a real environment.

3. Virtual environment • Theobjective of the CRISIS project is todevelop an virtual environmentwhichenablesresponders and commanderstotrain for crisismanagement • A training and simulation environment that will focus on real-time decision making and response to simulated but realistic crises or critical incidents, focusing primarily on problem diagnosis, planning, re-planning, and acting, rather than just procedural training or familiarity with policies;

4. Major incident cases Fromthedevelopers’ perspective, a major challenge is totailorthesystemtodifferentscenarios

5. Consolidation of differentscenarios • Gettingmoredetailsfromdifferentscenarios and abstractingtoprovidedeveloperswiththecommonfactors in thesoftwaresystem • Tailorthesystemto a broader market, resulting in a valuableproduct • Recentinterest in domainspecificlanguages is a motivationtodescribedomainknowledge in genericmodels

6. Data Collection

7. A developmentprocessmodel - Benyon Abstraction DesignConstraints FormalizeDesign Stories ConceptualScenarios ConcreteScenarios Usecases Under-standing Gener- ating ideas Envisioning and Evaluation Imple-ment-ation

8. Understanding tasks, people, contexts

9. Secondscenario - Bomb

10. Understanding- Sequencemodels Casualty care • Trigger • Casualty has passed secondary triage • Intent • Treat casualty before transport is ready • Decisionsand decisionsupport • Output of actions • Requiredperformance • Breakdowns Physicalmodel Artefactmodel

11. EOC OSC Rescue Medical Security Transportation Figure 1: ISAVIA Command Structure MoreabstractionsduringUnderstanding • Mindmaps of roles and theiractivities • Organizational, communicationand commandhierarchies (blockdiagrams) • Hierarchyof trainingcompetencies • Randomeventstoinsertintothemainscenariostoprovideuncertainties

12. LessonslearnedfromUnderstanding • Thedifferentrepresentationsshowthat analysts frequentlygoback and forthbetweenabstract and concretepresentations • Someconsolidationacrossworkers and datasourcesstartseven at an earlystage • Somestakeholdershaddifficultyvalidatingtheconcretewrittenscenarios, butpreferredtolook at themoreabstractsequencemodels • Diversity of abstractionsreflectsdevelopers’ experience and practices

13. A developmentprocessmodel - Benyon Abstraction DesignConstraints FormalizeDesign Stories ConceptualScenarios ConcreteScenarios Usecases Under-standing Gener- ating ideas Envisioning and Evaluation Imple-ment-ation

14. Concepts start todevelop

15. Consolidation – twotypes • Consolidatingsequencemodelsof work (Holzblatt) • Is quitelaborintensive • Hasbeencarriedoutonmeta-levelconstructs, such as triggers, goals and steps of activities. • Mostlyaddressedwork and strategies, but not technologysupport • Therewaslittleconsolidationacrossmanagement and organizationstructures • GenericReferencescenariousingcontrolflowblockdiagrams • Veryhighlevel

16. Consolidation of differentincidenttypes Rudinsky, J., Hvannberg, E., ConsolidatingRequirementsAnalysisModels for a CrisisManagementTrainingsimulator, ISCRAM 2011

17. Lessonslearned • Movingfromdescribingworktoconcepts of a systemseemstobedoneimplicitly for themost part • Theaspect of workrequiringinformation and communicationtechnologyhavebeenaddressedbut not beenconceptualized in thetrainingsimulator • Admittedlybythe analysts, theconceptualdescription is veryambitious, at timesveryhighlevelbutalsodetailed

18. A developmentprocessmodel - Benyon Abstraction DesignConstraints FormalizeDesign Stories ConceptualScenarios ConcreteScenarios Usecases Under-standing Gener- ating ideas Envisioning and Evaluation Imple-ment-ation

19. Envisioning Navigate

20. Envisioning Navigate

21. Conclusions and futurework • A description of workwithprocesses and communicationbetweenthemhasbeensuccessful • Modellingtoolsneedtobespecificto: • Crisismanagement • Training • Simulators in a virtual environment, wherethere is need for variability and uncertainty • Crisismangement is likelytobe an evolvingsystem, in terms of technologicalcontext, advancingprocedures and improvedtraining

22. PARTNERS

23. Fromconcretetotheconceptual Howmuch of thecontextshouldberemoved in theconceptualmodel? e.g. Triaging Dines Björner, withhisfacets, and Benyonhaveclearlyseparateddifferentaspects of thesystem, suchas technical, organizational, human activities etc.