DDARE Dynamic Autonomy Requirements Engineering
Overview

MSc Computer Science thesis · University of Twente · Omar Shehabi

How do you write requirements for an AI that adapts?

DARE is a step-by-step method for deciding what an autonomous AI system must always do, what it may adjust on its own, and when it must hand back to a human — and for checking all three while the system runs.

1

Split every requirement in two

Rigid ones are never broken. Flexible ones may bend, but only within stated limits.

2

Agree the limits before launch

Stakeholders sign off the limits and a priority order for when two requirements clash.

3

Watch them live

At runtime the system adapts inside the limits, and calls a human when it reaches the edge.

The whole method on one line

Click any step to jump to it
0 · Set upshared vocabulary, scope, stakeholders
continuous cycle
↺ after step 6, back to step 1 when evidence says requirements need to change
Start the tour About 4 minutes. Every section has a one-line summary; details are optional.

Running example throughout: an AI tutor for university students. It answers questions, sets practice problems and adapts to each student — but must never do their graded homework for them, and must alert a person if a student seems in distress.

Part A · The core idea
1

Why a new method is needed

Classic requirements methods assume software does what it was told. AI systems adapt — so three things break.

Principles stay vague

“Be fair” or “be safe” rarely becomes a concrete rule an engineer can build, a monitor can check and an auditor can trace.

Conflicts are settled ad hoc

Speed vs accuracy, helpfulness vs integrity. In an adaptive system these trade-offs come up constantly, in situations nobody planned for.

Drift goes unnoticed

The system’s behaviour changes over time; the requirements document doesn’t. Mismatches surface through incidents, not instruments.

More detail

Policy frameworks such as the EU’s Trustworthy AI guidelines give high-level principles but little procedure for turning them into traceable, runtime-aware requirements. Traditional requirements engineering is specification-centric and resolves contradictions before implementation; it has no model of a requirement being partially satisfied, traded off, or monitored after launch.

DARE’s claim is not that these problems are new. It is that they should be handled by one connected method — a shared vocabulary, a way of writing flexible requirements, a conflict priority order and a runtime monitoring loop that all refer to the same requirement objects.

2

Two kinds of requirement

Every requirement is labelled once: rigid (never broken, under any condition) or flexible (may be adjusted, but only within agreed limits).

Rigid — can never be changed

Holds regardless of load, urgency or user pressure. No adaptation path exists.

Example · academic integrityThe tutor SHALL refuse step-by-step solutions to any problem recognised (over 70% confidence) as current graded homework — however the student asks.
satisfiedviolated

Test: could breaking it cause direct harm, a legal or ethical breach, or defeat the system’s purpose? Then it’s rigid.

Flexible — can be adjusted

States what good looks like, admits it isn’t always reachable, and says how far off it may drift.

Example · practice difficultyPractice problems SHALL be AS CLOSE AS POSSIBLE to the student’s level, keeping their success rate between 60% and 80%.
satisfiedrelaxed within limitsat riskexceeded → human

Test: is there a realistic situation where the ideal is unreachable, and a safe way to fall short? Then it’s flexible.

More detail

How the rigid example is enforced

  • Enforced by: matching queries against the assignment database, a confidence threshold, a solution-detail analyser and a mandatory refusal protocol.
  • If violated: academic dishonesty enabled, student skills not developed, instructor trust lost.
  • Monitored: every query scored, confidence logged, refusal decisions audited.

The full rigid set in the case study

  • Never give graded-assignment solutions (integrity).
  • Never present uncertain information (confidence below 0.8) as definite fact (accuracy).
  • Escalate immediately on signs of self-harm, severe distress, or five failed explanation attempts in a row (safety).
  • Keep student data confidential under FERPA (privacy).
  • Never give different quality of help based on demographics (equity).

The classification is deliberately made early and argued out, because a rigid requirement has no “relaxed” state to fall back to at runtime.

3

Writing a flexible requirement RELAX

A flexible requirement says which direction is “good” and how far the system may drift — without having to list every situation in advance.

Practice problem difficulty1 SHALL be AS CLOSE AS POSSIBLE TO2 the student’s level (60–80% success)3, never beyond 55–85%4, adjusting when 3 problems in a row are failed or 90%+ are solved5, taking care not to trigger the motivation requirement6.
1WhatThe behaviour being governed.
2Flexibility wordWhich way is better, and that perfection isn’t required.
3TargetThe ideal, measurable range.
4Hard limitPast this, a human takes over.
5When to adaptObservable signals that trigger a change.
6Knock-on effectsOther requirements affected when this one bends.

The four flexibility words

More detail

Four questions asked of every requirement

  • Must this hold unconditionally? If yes, it stays rigid — stop here.
  • What makes it uncertain? Name the environmental factor (e.g. system load), the signal you can actually observe (CPU use, query-complexity score), and how the two relate. ENV · MON · REL
  • Is there a realistic situation where the target can’t be met? If so, relaxation is warranted.
  • Choose the flexibility word that fits, and set the limits.

The second question does real work: it forces the team to check whether monitoring can actually observe what the adaptation depends on. A student’s true understanding isn’t observable; the sophistication of their follow-up questions is.

Knock-on effects DEP

Each flexible requirement records which others its relaxation affects. Slowing responses to save capacity must not frustrate students into triggering encouragement messages that cost even more capacity. And no amount of explanation depth may cross into giving away a homework solution.

4

Limits in action

As conditions get worse, a flexible requirement moves through agreed states until it reaches a human. The rigid one next to it doesn’t move at all.

Response time to student questionsFlexible · target 3 seconds, as soon as possible

satisfied
calmoverloaded
Observed response time1.5 s

What the system does

Nothing needed

Meeting the target. No adaptation, no alert.

Signals that trigger adaptation

  • more than 200 students online
  • knowledge lookup slower than 2 s
  • complex question (score over 0.7)
  • server load over 80%

Meanwhile, the rigid homework rule is unaffected by any of this.

satisfied
More detail

The four runtime states

  • Satisfied — at or better than the ideal target.
  • Relaxed within limits — deviating, but inside a range stakeholders approved.
  • At risk — trending toward the hard limit; the system acts before it gets there.
  • Violated — past the hard limit. For a flexible requirement this means handing over to a named person; for a rigid one it is an incident.

Rigid requirements only ever have the first and last state. In the case study, when response time conflicts with explanation depth, the priority order (section 7) says quality beats speed — so time is relaxed into the 10–30 second band rather than giving a shallow answer.

Part B · The process
5

The seven phases

One setup phase, then six phases that repeat for as long as the system is in use. Select a phase.

The next four sections zoom into the phases that most distinguish DARE: setup (0), conflicts (4), sign-off (5) and runtime monitoring (6).

6

A shared vocabulary Phase 0 · ontology

Before any requirement is written, everyone agrees what the key words mean — so product, engineering, legal and operations are talking about the same things.

Engineeringfailure mode
Productedge case
Legalliability exposure
Operationsincident
Risk experience

One agreed definition: a situation where something valued is threatened, which forces the system to weigh its requirements and decide.

what could go wrongwhat would be losthow likelywhat’s at riskwhat makes it worse

The four stakeholder groups every project maps

PrimaryUse it directly — students, instructors
SecondaryGive input or get output — regulators, reviewers
TertiaryAffected but not involved — the public, policymakers
FacilitatingBuild and run it — engineers, data scientists
More detail

How the core concepts connect

Agenttakes part inRisk experiencetriggersDeliberationproducesDecisionresolvesRequirement conflict

A risk experience also tests specific requirements, and deliberation weighs the intentions of the agents involved. Because each link is explicit, you can trace any decision back to the situation and requirements that caused it.

Questions the vocabulary must be able to answer

  • What situations trigger deliberation in the system?
  • Which requirements does a given situation put to the test?
  • What conflicts arise from it, and how was each resolved?
  • What is the full path from situation to decision?

Risk broken into parts

Each risk is split into what could go wrong, what would be lost, how uncertain it is, what is at risk, and what makes it more likely. The last part is usually the actionable one. The thesis applies this retrospectively to the 2018 Uber self-driving fatality — where disabled emergency braking and lenient regulation appear as enablers — and prospectively to the tutor, where deadline pressure and satisfaction-driven metrics enable integrity breaches.

Also set up in Phase 0

  • The operating domain, boundaries and what the system explicitly won’t do.
  • Applicable ethical frameworks and regulation for the domain.
  • Autonomy levels and the conditions for moving between them.
7

Resolving conflicts Phase 4

When two requirements can’t both be met, a priority order agreed in advance decides — not whoever happens to be on call.

Tier 1
Absolute constraintsintegrity · safety · privacy · equity
Tier 2
Factual accuracynever present guesses as fact
Tier 3
Learning effectivenessexplanation level · depth · help limits
Tier 4
Engagementchallenge · motivation · response time
Tier 5
Nice to havecitations · instructor dashboards
↑ winsyields ↓
More detail

Conflicts are not eliminated at design time; they are expected to recur in operation. Phase 4 lists them with how often they occur and how hard they are to resolve, and records the reasoning behind each resolution so decisions can be audited later.

In the case study the priority order is grounded in four ethical principles adapted from biomedical ethics — do good, avoid harm, respect the student’s autonomy, treat everyone fairly — which often pull in different directions.

  • Tier 1: overrides all performance, personalisation and satisfaction considerations.
  • Tier 2: show uncertainty explicitly rather than trade accuracy for speed or simplicity.
  • Tier 3: explanations that genuinely advance understanding beat fast shallow ones.
  • Tier 4: balance challenge with support; accept reasonable delays for quality.
  • Tier 5: optimise within the limits of everything above; relax under pressure.
8

Stakeholder sign-off Phase 5

Before launch, stakeholders approve what the system may change on its own, what it may never change, and exactly when it must ask a person.

Governance baseline

signed before deployment
  • ✓
    What it may adaptEach flexible requirement’s ideal, acceptable and maximum range
  • ✓
    What it may never changeEvery rigid requirement, confirmed correct and complete
  • ✓
    When it must askEscalation triggers and thresholds
  • ✓
    Who responds, and how fastNamed roles, channels and turnaround times
Validation turns specifications into commitments.

How it’s validated

Requirement reviewInstructors and TAs confirm the rigid rules protect integrity, safety, privacy and fairness.
Limit calibration workshopsStakeholders adjust ranges until they’re acceptable under realistic workloads.
Conflict walkthroughsRepresentative clashes are played through and the outcomes checked against expectations.
Escalation drillTriggers, notification channels and ownership are confirmed as workable for staff.
More detail

This differs from traditional validation, where stakeholders approve a fixed behavioural specification. Here they approve a bounded decision space, accepting that the system will sometimes operate below the ideal when conditions demand — and trusting the agreed mechanisms to handle situations nobody discussed explicitly.

Acceptance requires explicit confirmation that the limits allow meaningful adaptation without hurting quality, that rigid rules hold under all conditions, that escalation triggers are understandable and workable, and that the system’s explanations of its own adjustments are clear to users. The signed baseline becomes the reference for runtime auditing and for any later change to requirements.

9

Watching requirements at runtime Phase 6 · MAPE-K

Once live, requirements become objects the system continuously checks. A five-step loop watches them, adapts inside the limits, and escalates at the edges.

WatchMonitor
AssessAnalyse
DecidePlan
ActExecute
RememberKnowledge
→ → → →

Example: a slow evening before an exam

  1. WatchComplex questions are taking 11 seconds — the fourth time this hour. Response time is in its acceptable band, heading toward maximum.
  2. AssessIt’s a pattern, not a blip. Deep explanations are what’s costing time. Both requirements are still within limits; no rigid rule is involved.
  3. DecideLearning quality (tier 3) outranks speed (tier 4): allow slower answers rather than shallower ones. Prepare a rollback.
  4. ActApply it, and watch for side effects — especially whether the delay starts frustrating students.
  5. RememberLog the situation, reason and outcome. Because this keeps happening, flag the response-time limits for stakeholder review.
!

The system adapts its behaviour — never its own requirements. If a requirement is repeatedly pushed to its limit, that evidence goes back to stakeholders (Phase 5). Requirements change only by human decision.

More detail

Each flexible requirement is turned into an executable monitoring rule with measurable signals, the three limit bands, adaptation options with safety conditions, and an escalation condition naming the responsible person. Monitoring is proactive: the aim is to spot a trend toward a violation and act before it happens.

Every escalation carries a context package — which requirements are involved, their current limits, recent adaptations, confidence levels and suggested actions — so the person stepping in can act quickly.

Signals that requirements themselves need revisiting: a requirement repeatedly relaxed to its maximum, one persistently unsatisfied despite adaptation, or behaviour revealing needs nobody anticipated.

Part C · Guardrails and honest scope
10

Human oversight

Autonomy is treated as a dial with five settings. The top setting — no human involved at all — is deliberately ruled out.

Level 1No autonomy

Shows information; a person makes every choice.

Testing, sensitive topics
Level 2Suggests options

Drafts alternatives; a person picks what’s sent.

Staff review mode
Level 3Acts, asks on big calls

Handles routine work; asks before significant decisions.

Medium confidence
Level 4Acts, escalates at limits

Runs whole sessions; calls a person at thresholds or signs of distress.

Well-understood topics
Level 5Full autonomy

No human oversight at all.

Excluded by design

A person is always called in when…

a rigid requirement is about to be broken
a flexible one keeps hitting its hard limit
conflict decisions keep coming out low-confidence
safety or wellbeing signals cross their threshold
More detail

Because autonomy is a setting rather than a fixed property, the runtime loop can lower it: in the case study, repeated breaches of the practice-difficulty limit first reduce the tutor’s autonomy to increase supervision, then escalate to the instructor. Every transition is logged.

Level 5 is excluded because even capable systems degrade on unfamiliar problems, and removing oversight in consequential domains removes accountability.

11

What it costs, and what it doesn’t claim

Worth weighing honestly before you answer the survey.

What adopting it takes

  • An up-front vocabulary exercise, agreed across teams that currently use different words for the same thing.
  • Labelling every requirement rigid or flexible — and defending each label.
  • Numeric limits for every flexible requirement, plus the monitoring to observe them.
  • A priority order negotiated with stakeholders, with the reasoning documented.
  • Runtime monitoring of requirement states, not just system health, with an owner for every escalation.
  • A standing review cadence, because the loop is designed to send requirements back to people.

What it is not

  • Not a tool. It’s a methodology; a supporting platform doesn’t exist yet.
  • Not validated at scale. It has been applied to one detailed case study, not across production projects over time.
  • Not a guarantee of safety. It structures human decisions about a system; it doesn’t verify the model.
  • Not self-modifying. The system never changes its own requirements.
  • Not obviously right for every team. Whether small teams can absorb it is an open question.

Five things to take into the survey

01

Requirements are either rigid (never broken) or flexible (bend within limits).

02

Flexible ones use words like “as close as possible to”, plus numeric limits and triggers.

03

A shared vocabulary and a priority order are agreed before building.

04

Stakeholders sign off what the system may and may not adapt before launch.

05

At runtime a loop monitors requirements, adapts within limits and always keeps a human in reach.

Some survey statements are deliberately phrased as criticisms. There are no right answers — disagreeing is as useful as agreeing, and the open questions at the end matter most.

Start the survey