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Building a shared understanding of non-functional requirements (NFRs) is aknown but understudied challenge in requirements engineering, especially inorganizations that adopt continuous software engineering (CSE) practices.During the peak of the COVID-19 pandemic, many CSE organizations complied withworking remotely due to the imposed health restrictions; some continued to workremotely while implementing business processes to facilitate team communicationand productivity. In remote CSE organizations, managing NFRs becomes morechallenging due to the limitations to team communication coupled with theincentive to deliver products quickly. While previous research has identifiedthe factors that lead to a lack of shared understanding of NFRs in CSE, westill have a significant gap in understanding how CSE organizations,particularly in remote work, build a shared understanding of NFRs in theirsoftware development. We conduct a three-month ethnography-informed case studyof a remote CSE organization. Through thematic analysis of our qualitative datafrom interviews and observations, we identify a number of practices indeveloping a shared understanding of NFRs. The collaborative workspace theorganization uses for remote interaction is Gather, which simulates physicalworkspaces, and which our findings suggest allows for informal communicationsinstrumental for building shared understanding. As actionable insights, wediscuss our findings in light of proactive practices that representopportunities for software organizations to invest in building a sharedunderstanding of NFRs in their development.

A Case Study of Building Shared Understanding of Non-Functional Requirements in a Remote Software Organization