In large scale agile systems development, the lack of a unified requirements engineering (RE) process is a major challenge, exacerbated by the absence of high level guiding principles for effective requirements management. To address this challenge, we conducted a five year longitudinal case study with Grundfos AB, in collaboration with the Software Centre in Sweden. RE principles were first derived through qualitative data collection spanning more than 25 sprints, approximately 320 weekly synchronisation meetings, and seven cross-company, company-specific workshops between 2019 and 2024. These activities engaged practitioners from diverse roles, representing several hundred developers across domains. In late 2024, five in depth focus groups with senior leaders at Grundfos provided retrospective validation of the principles and assessed their strategic impact. We aim to (1) empirically examine RE principles in large scale agile system development, (2) explore their benefits in practice within the case company, and (3) identify a set of transferable RE principles for large scale contexts. Using thematic analysis, six key RE principles architectural context, stakeholder-driven validation and alignment, requirements practices in large-scale agile organisations. evolution with lightweight documentation, delegated requirements management, organisational roles and responsibilities, and a shared understanding of requirements are derived. The study was further validated through crosscompany expert evaluation with three additional multinational organisations (Bosch, Ericsson, and Volvo Cars), which are directly responsible for largescale requirements management. Together, these efforts provide a scalable and adaptable foundation for improving requirements practices in largescale agile organisations.

翻译：在大规模敏捷系统开发中，缺乏统一的需求工程过程是一个主要挑战，而有效需求管理所需的高层次指导原则的缺失加剧了这一困境。为应对此挑战，我们与瑞典软件中心合作，在格兰富公司开展了一项为期五年的纵向案例研究。需求工程原则首先通过2019年至2024年间的定性数据收集推导得出，数据收集涵盖超过25个冲刺周期、约320次每周同步会议以及七次跨公司及公司内部专题研讨会。这些活动吸引了来自不同角色的从业者参与，代表了跨领域的数百名开发人员。2024年末，与格兰富高级管理层进行的五次深度焦点小组讨论对这些原则进行了回顾性验证，并评估了其战略影响。本研究旨在：（1）实证检验大规模敏捷系统开发中的需求工程原则；（2）在案例公司内探索这些原则的实际效益；（3）识别一套适用于大规模场景的可迁移需求工程原则。通过主题分析，我们推导出六项关键需求工程原则：架构上下文、利益相关者驱动的验证与对齐、大规模敏捷组织中的需求实践演进与轻量级文档、委派式需求管理、组织角色与职责，以及对需求的共同理解。该研究进一步通过与其他三家跨国组织（博世、爱立信和沃尔沃汽车）的跨公司专家评估得到验证，这些组织直接负责大规模需求管理。这些工作共同为改进大规模敏捷组织的需求实践提供了可扩展且适应性强的基础。