On the applicability of capability models for small software organizations: does the use of standard processes lead to a better achievement of business goals?

The ISO/IEC 15504 standard implies that the use of its level-based capability model for software process development leads to a better business performance. At capability level 3, this would mean that there is not only a positive correlation but also a causal relation from the use of standard processes to better achievement of business goals. In this paper, we make this claim explicit and challenge it with a counterargument in the context of small software organizations. We argue that in most part, the way the software is designed is what determines the business success in software development, and when application domains are complex socio-technical systems, relying on a standard process instead of human expertise not only fails to answer the promise of process stability but also presents business risks related to poor design, a loss of diversity, and reduced adaptability. With reasons to believe that the standard’s claim is weak in this context, we come up with alternative explanations for why some small software organizations nevertheless use standard processes. Through these hypotheses, we argue that the reasons are not necessarily process-related. In closing, we suggest further studies on how the standard’s notion of process capability and business goals relate to each other when the application domain is not just complicated but complex.     

A successful application of a Test-Driven Development strategy in the industrial environment

Unit Test-Driven Development (UTDD) and Acceptance Test-Driven Development (ATDD) are software development techniques to incrementally develop software where the test cases, unit or acceptance tests respectively, are specified before the functional code. There are little empirical evidences supporting or refuting the utility of these techniques in an industrial context. Just a few case studies can be found in literature within the industrial environment and they show conflicting results (positive, negative and neutral). In this report, we present a successful application of UTDD in combination with ATDD in a commercial project. By successful we mean that the project goals are reached without an extra economic cost. All the UTDD and ATDD implementations are based on the same basic concepts, but they may differ in specific adaptations to each project or team. In the implementation presented here, the business requirements are specified by means of executable acceptance tests, which then are the input of a development process where the functional code is written in response to specific unit tests. Our goal is to share our successful experience in a specific project from an empirical point of view. We highlight the advantages and disadvantages of adopting UTDD and ATDD and identify some conditions that facilitate success. The main conclusions we draw from this project are that ATDD contributes to clearly capture and validate the business requirements, but it requires an extensive cooperation from the customer; and that UTDD has not a significant impact neither on productivity nor on software quality. These results cannot be generalized, but they point out that under some circumstances a test-driven development strategy can be a possible option to take into account by software professionals.     

Strategy-;driven reuse: Bringing reuse from the Engineering Department to the Executive Boardroom

Organizations have predominantly utilized reuse in Engineering Departments for the purposes of reducing the cost and improving the quality of the software they develop. While these strategies have been successful, we believe that the full potential of reuse can only be tapped when reuse is brought to the Executive Boardroom as well. We propose that organizations tap reuse not only for cutting costs, but also for strategic and wide-;ranging business initiatives such as entering new markets, increasing agility in response to a dynamic marketplace, and competitive positioning and advantage. In order to do so effectively, organizations must harness the potential of reuse by migrating reuse into the company's business and product-;line planning processes. We present a framework for analyzing and changing reuse business practices. Such practices include cost-;reduction reuse, when the organization utilizes reuse for cost savings purposes; reuse-;enabled business, when the organization uses reuse to create new business opportunities; and strategy-;driven reuse, when the organization incorporates reuse in the formulation of its business and product-;line strategy for the purposes of obtaining competitive positioning and advantage. To determine whether or not reuse is the proper software development strategy to pursue, we utilize concepts in competitive software engineering, an integrated approach to software development that is attuned to the competitive demands of the marketplace. First, a framework is established by identifying and analyzing the organization's goals, strengths, and limitations, its market and its competitive environment. Based on these analyses, possible business or product strategies are formulated and one or more are chosen that help achieve the organization's goals. Finally, a development strategy is chosen. Following this choice, each step of the decision cycle should be re-;evaluated to ensure that it is consistent with the chosen development strategy.     

The influence of SPI on business success in software SMEs: An empirical study

In this paper, we present the findings of a study into the relationship between software process improvement (SPI) and business success in software development small- to medium-sized companies (software SMEs). A number of earlier related studies investigated the benefits of SPI in software SMEs, particularly in terms of improvements in product quality and adherence to budgetary and schedule constraints. However, only limited or indirect research has examined the relationship between SPI and business success. In this study, we adopt the Holistic Scorecard (HSC) (Sureshchandar and Leisten, 2005) as a business success reference framework, thus examining both the financial and the non-financial aspects of business success. In addition, we utilise ISO/IEC 12207 (ISO/IEC, 2008) as a comprehensive reference framework for the investigation of SPI activity in software SMEs. Through the use of new metrics introduced in this paper, the study findings establish that there is a positive association between SPI and business success in software SMEs, highlighting the importance of SPI in successful software SMEs. This is the first time that this relationship has been demonstrated using empirical data, and therefore, the findings represent a valuable new addition to the body of knowledge.     

Integrating a software architecture-centric method into object-oriented analysis and design

The choice of methodology for the development of the architecture for software systems has a direct effect on the suitability of that architecture. If the development process is driven by the user’s functional requirements, we would expect the architecture to appropriately reflect those requirements. We would also expect other aspects not captured in the functional specification to be absent from the architecture. The same phenomenon is true in development approaches that stress the importance of systemic quality attributes or other non-functional requirements; those requirements are prominent in the resulting architecture, while other requirement types not stressed by the approach are absent. In other words, the final architecture reflects the focus of the development approach. An ideal approach, therefore, is one that incorporates all goals, expectations, and requirements: both business and technical. To accomplish this we have incorporated, into a single architectural development process, generalized Object-Oriented Analysis and Design (OOAD) methodologies with the software architecture-centric method, the Quality Attribute Workshop (QAW) and Attribute Driven Design (ADD). OOAD, while relatively intuitive, focuses heavily on functional requirements and has the benefit of semantic closeness to the problem domain making it an intuitive process with comprehendible results. Architecture-centric approaches, on the other hand, provide explicit and methodical guidance to an architect in creating systems with desirable qualities and goals. They provide minimal guidance in determining fine-grained architecture, however. The integrated approach described in this paper maximizes the benefits of the respective processes while eliminating their flaws and was applied in a eight university, global development research project with great success. A case study from that experiment is included here to demonstrate the method.     

Decision support for manufacturing management

Historically, information systems have been used to improve efficiency through such means as clerical automation, inventory status reporting and transactional processing systems. Today, however, to reduce costs, increase return on investments, and achieve competitive advantage, businesses need to have information systems that support managerial decision-making and result in improved effectiveness. To meet this requirement, new approaches are needed in order to define the right problem and work the problem right. By using such techniques as critical success factor analysis followed by a top down system development approach, developing systems through prototyping and using end-user oriented software, these needs can be met.This article describes several company experiences of using a management systems planning and development process. This process in one company presented an opportunity to test the feasibility of developing an alignment between business goals and events critical to the success of the business. Management believed that to succeed in the future they must be forward thinking in their identification and use of information systems to improve managerial effectiveness. Their questions were “What should we do?” and “How should we do it?” By applying these techniques they were able to achieve outstanding results in a very short period of time.     

Aligning goals and services through goal and business modelling

E-services are used as the cornerstones for modelling interaction points of cooperating IT systems, within and between enterprises. So far, research and development of e-services have mainly focused on an operational perspective, such as the development of standards for message exchanges and service coordination. However, on a strategic level, the success of e-services depends on their ability to work as a medium for the exchange of business values. In this paper, we present an approach that utilizes goal and business models as the foundation for designing e-services. The approach can be used to ensure that the developed e-services support the desired goals and business values of involved actors. A case study from the Swedish health care sector is used to ground and apply the presented approach.     

一种从组织业务数据中获取软件需求的方法

针对隐藏于组织业务海量数据中的隐性软件需求获取提出一种方法。该方法的基本思想是：组织业务海量数据中隐含软件需求,它是以隐性知识形式存在于海量数据中的,隐性知识利用的解决方案就是组织及利益相关者对待开发软件系统的要求（软件需求）。首先,构建一个完整的、无冲突的、正确的待开发软件系统目标及其关系模型,并在待开发系统目标指导下,利用数据挖掘技术对数据进行挖掘,从中发现隐性知识;然后,识别知识的有用性和可用性;最后为可用性知识的利用提供解决方案。进而获取隐藏于大量数据中的隐性软件需求．     

An industrial case study on variability handling in large enterprise software systems

ContextEnterprise software systems (e.g., enterprise resource planning software) are often deployed in different contexts (e.g., different organizations or different business units or branches of one organization). However, even though organizations, business units or branches have the same or similar business goals, they may differ in how they achieve these goals. Thus, many enterprise software systems are subject to variability and adapted depending on the context in which they are used.ObjectiveOur goal is to provide a snapshot of variability in large scale enterprise software systems. We aim at understanding the types of variability that occur in large industrial enterprise software systems. Furthermore, we aim at identifying how variability is handled in such systems.MethodWe performed an exploratory case study in two large software organizations, involving two large enterprise software systems. Data were collected through interviews and document analysis. Data were analyzed following a grounded theory approach.ResultsWe identified seven types of variability (e.g., functionality, infrastructure) and eight mechanisms to handle variability (e.g., add-ons, code switches).ConclusionsWe provide generic types for classifying variability in enterprise software systems, and reusable mechanisms for handling such variability. Some variability types and handling mechanisms for enterprise software systems found in the real world extend existing concepts and theories. Others confirm findings from previous research literature on variability in software in general and are therefore not specific to enterprise software systems. Our findings also offer a theoretical foundation for describing variability handling in practice. Future work needs to provide more evaluations of the theoretical foundations, and refine variability handling mechanisms into more detailed practices.     

A practical approach to software metrics

Metrics programs that create meaningful change in software practice must start with business goals in mind. Software metrics are quantitative standards of measurement for various aspects of software projects. A well-designed metrics program will support decision making by management and enhance return on the IT investment. There are many aspects of software projects that can be measured, but not all aspects are worth measuring. Starting a new metrics program or improving a current program consists of five steps: identify business goals; select metrics; gather historical data; automate measurement procedures; and use metrics in decision making     

目标驱动的软件质量保证实施

软件业发展日新月异,部分软件公司注意力集中投入资本在新产品的开发上,却往往忽略了软件质量保证体系的建立与改进.介绍如何以目标驱动的软件质量保证实施,怎样从软件质量保证(SQA)目标出发,建立必要的质量保证活动规范,平衡SQA在各个开发阶段的工作量,缩短整个开发周期,从而在满足商业目的的同时完善软件开发过程,提高软件质量.     

How software patents can support COTS component business

Commercial-off-the-shelf software components are considered an important technology for future software development. However, compared to their potential benefit, their market success has been modest. This article discusses how unrestricted proliferation of functionally similar software components is technically and economically disadvantageous. Software patents can slow it further by channeling it into either additional applications of existing technology or more significant improvements to that technology. This would facilitate component-based software reuse and strengthen COTS software's weak business model     

SimKnowledge—Analyzing impact of knowledge management measures on team organizations with multi agent-based simulation

Even though there is abundant literature on successful cases of organizations applying knowledge management (KM) measures, many KM initiatives have failed to achieve their knowledge and business goals. In order to foster decisions about the design of such initiatives, information is required on success factors and barriers when selecting KM measures. Multi agent-based simulation (MABS) is suggested as instrument to investigate potential effects of KM measures on dependent variables such as sharing of knowledge in organizations or business performance. For such a simulation, the concept of knowledge sharing, influencing factors and their impact on business and knowledge goals are modeled based on an extensive multi-disciplinary literature survey. An extensive domain model is operationalized in a simulation model which is then further simplified and implemented in a MABS tool used for a series of experiments contrasting results with/without KM measures, specifically skill and experience management. Skill management is found highly sensitive with respect to conditions of application and has no significant impact on knowledge or business goals. Experience management positively impacts knowledge and business goals. Personal documentation leads to specialist, project debriefings to generalist knowledge workers. Finally, the paper discusses the simulation’s limitations and further areas of application.     

提高软件项目成功率的软件过程改进研究

信息技术发展至今,IT企业面临的一大挑战是如何才能迅速调整应用软件,以便紧跟着企业业务的变化,以提高软件项目在过程改进中的成功率,提高开发应用的效率。做到真正改进软件项目的过程,提高软件过程的效率与有效性,进而做到按期、质量、不超预算地开发出满足客户需求的软件产品才是软件企业真正所想要的。     

The presence and development of competency in IT programs

Information technology (IT) programs are coordinated IT projects with a common business objective or underlying similar theme. Driving success in an IT program requires that the projects all work to achieve more global organizational goals than those of each individual project. These goals are better achieved in the presence of critical program team competences that include personnel development, dissemination of methodologies, and a key customer focus. These competences need to be developed to promote higher program performance where programs are dedicated to achieving business objectives of an organization. We propose a model based on the human resource model that considers the development of the critical competences when essential self and social competences are present in team members. Participation mechanisms of interpersonal cooperation and mutual support assist in the development of the critical competences. The model is supported by data collected from both quantitative survey and qualitative interviews with matched pairs of IT program managers and IT project managers. The results confirm the need to insure the presence of certain competences in team members and the construction of an environment that builds mutual support and cooperation. The human resource model is thus extended to include the inter-team environment of IT programs and further variables important to vendor competence.     

SPI patterns: learning from experience

Thousands of organizations have been improving their software process maturity level since the Capability Maturity Model (CMM) appeared in 1991. Organizations have improved project management, automated configuration management, and introduced reuse practices. Some of them succeeded; others failed. If we could extract lessons for the software community from these experiences, organizations could avoid repeating mistakes. Publications such as the `Process Maturity Profile of the Software Community' show organizational trends assessed against the SW-CMM, They provide information about the organizations' state and the time spent moving from one level to the other, but say nothing about the different ways used to reach that state. Unfortunately, such information is embedded in experiences that are not public. However, initiatives such as the European Systems and Software Initiative facilitate some of these experiences. The European Commission has been funding around 400 process improvement experiments (PIEs) through ESSI since 1993. More than 250 are public and available through Vasie, a repository that can be accessed through the Internet. Many researchers have analyzed this repository (and the ESSI) many times, but none have focused on identifying patterns of solutions for specific problems or patterns for pursuing concrete business goals, or on determining that pattern's relative success of such patterns. Many disciplines have identified patterns by the analysis of past experiences, and we believe this approach is also valid for software process improvement     

The effects of change control and management review on software flexibility and project performance

Software flexibility and project efficiency are deemed to be desirable but conflicting goals during software development. We considered the link between project performance, software flexibility, and management interventions. Specially, we examined software flexibility as a mediator between two recommended management control mechanisms (management review and change control) and project performance. The model was empirically evaluated using data collected from 212 project managers in the Project Management Institute. Our results confirmed that the level of control activities during the system development process was a significant facilitator of software flexibility, which, in turn, enhanced project success. A mediator role of software flexibility implied that higher levels of management controls could achieve higher levels of software flexibility and that this was beneficial not only to the maintainability of complex applications but also to project performance.     

提高软件项目成功率的软件过程改进研究

信息技术发展至今,IT企业面临的一大挑战是如何才能迅速调整应用软件,以便紧跟着企业业务的变化,以提高软件项目在过程改进中的成功率,提高开发应用的效率。做到真正改进软件项目的过程,提高软件过程的效率与有效性,进而做到按期、质量、不超预算地开发出满足客户需求的软件产品才是软件企业真正所想要的。     

在软件企业中实施小组软件过程

软件企业在追求改进产品交付质量、降低软件开发成本、提高组织生产效率的三大商业目标时,已经认识到不断改进和完善自身软件过程、增强过程能力、实现成熟软件过程的必要性和迫切性。在此过程中,所面临的首要问题是如何根据企业自身情况建立或整理出一套良好的软件过程,并对此加以明确定义。该文结合所在项目组进行的小组软件过程实践,对TSP实施过程中可能遇到的一些共性问题进行了深入的分析,并提出相应的解决方案以及具体的实施策略和主要步骤。     

Business process modelling challenges and solutions: a literature review

We have presented a review of the challenges facing business PM. These challenges are categorized into three challenges: (1) between business and IT, difficulty of deriving IT goals from business goals challenges; (2) security issues on business PM challenges; and (3) managing customer power, the rapidly changing business environment and business process (BP) challenges. Also, it presents the limitations of existing business PM frameworks. For example, in the first challenge, the existing literature is limited because they fail to capture the real business environment. Also, it is hard for IT analysts to understand BPs. In the second challenges, the existing methods of IS development fail to successfully integrate security during all development process stages and only deal with specific security requirements, goals and constraints. In the third challenges, no research has been conducted in the area of separating customers into different priority groups to provide services according to their required delivery time, payment history and feedback. Finally, we outline possible further research directions in the business PM domain. A systematic literature review method was used. Our review reports on academic publications on business PM challenges over the 13 years from 2000 to 2012. There are 31 journals as well as the IEEE and ACM databases being searched to identify relevant papers. Our systematic literature review results in that there are 53 journal papers as being the most relevant to our topic. In conclusion, it is not easy to create a good business PM. However, the research have to pay much attention on the area of creating successful business PM by creating secure business PM, manage customer power and create business PM where IT goals can be easily derived from business goals.