有限状态机在数控系统软件中的应用研究

在数控系统软件开发中，控制软件的开发是开发的关键。针对数控系统复杂性和实时性特点，把有限状态机应用在数控系统软件开发中，构造了控制器软件结构，并应用于数控系统的原型开发。     

热处理对718塑料模具钢加工性能的影响

对718塑料模具钢经过不同工艺热处理后的加工性能进行了研究，分析了影响其加工性能的主要因素。采用TEM和Thermo-Calc软件对718塑料模具钢组织中的碳化物类型及其在钢中的溶解过程进行了试验研究和模拟计算，指出正火后高温回火对小截面该钢模块具有一定的实用性。     

铸钢件铸造工艺CAD软件的研制与应用

在收集、整理和总结多个版本和厂家的参考材料和手册以及作者多年工作经验的基础上 ,在国产CAXA电子图版的二次开发平台上 ,选用VisualC 语言研制了砂型铸钢件铸造工艺CAD软件。该软件具有图库管理、铸件重量和模数计算、铸造工艺方案和参数选择、冒口系统设计和浇注系统设计等项基本功能 ,对下环铸钢件铸造工艺的计算机辅助设计和生产实践结果表明 ,可以缩短工艺设计周期 ,提高工艺设计水平 ,生产优质铸件。     

PRO/Ⅱ软件在硫磺回收中的二次开发应用

硫磺回收装置的设备需要有较大的操作弹性。针对其过程气进口压力低，手工计算难于进行严格的全程压降计算，现以PRO／Ⅱ软件为开发平台，通过扩充数据库和建立模拟流程，成功地将其用于硫磺回收装置的设备选型和核算，为工程设计提供了先进的计算手段。     

尿素装置液相浓度在线自动检测软件的研究

为了改善尿素装置先进的控制和落后的人工检测物料浓度之间的矛盾，运用化工热力学原理，以及热力学模型组合求解法，研制了液相浓度实时检测软件。并开发了多种软件以适应各类尿素流程（水溶液全循环法、ＣＯ２汽提法、氨汽提法）的需要     

塑料模具中的CAE技术应用

通过对Moldflow公司新近研究开发的CAE软件系统的介绍,较为全面地展示了该技术在整个塑料模具的计算机辅助设计和制造中所起的作用及具有的地位。     

工业过程的先进控制

在分析工业过程特点的基础上，总结了工业过程先进控制的发展现状，阐述了PID控制器参数整定和模型预测控制的基本概念和内容，讨论了工业过程先进控制的核心内容及其带来的可观的经济效益，并探讨了先进控制软件的产业化问题。     

Testing scientific software: A systematic literature review

ContextScientific software plays an important role in critical decision making, for example making weather predictions based on climate models, and computation of evidence for research publications. Recently, scientists have had to retract publications due to errors caused by software faults. Systematic testing can identify such faults in code.ObjectiveThis study aims to identify specific challenges, proposed solutions, and unsolved problems faced when testing scientific software.MethodWe conducted a systematic literature survey to identify and analyze relevant literature. We identified 62 studies that provided relevant information about testing scientific software.ResultsWe found that challenges faced when testing scientific software fall into two main categories: (1) testing challenges that occur due to characteristics of scientific software such as oracle problems and (2) testing challenges that occur due to cultural differences between scientists and the software engineering community such as viewing the code and the model that it implements as inseparable entities. In addition, we identified methods to potentially overcome these challenges and their limitations. Finally we describe unsolved challenges and how software engineering researchers and practitioners can help to overcome them.ConclusionsScientific software presents special challenges for testing. Specifically, cultural differences between scientist developers and software engineers, along with the characteristics of the scientific software make testing more difficult. Existing techniques such as code clone detection can help to improve the testing process. Software engineers should consider special challenges posed by scientific software such as oracle problems when developing testing techniques.     

Global software testing under deadline pressure: Vendor-side experiences

ContextIn the era of globally-distributed software engineering, the practice of global software testing (GST) has witnessed increasing adoption. Although there have been ethnographic studies of the development aspects of global software engineering, there have been fewer studies of GST, which, to succeed, can require dealing with unique challenges.ObjectiveTo address this limitation of existing studies, we conducted, and in this paper, report the findings of, a study of a vendor organization involved in one kind of GST practice: outsourced, offshored software testing.MethodWe conducted an ethnographically-informed study of three vendor-side testing teams over a period of 2 months. We used methods, such as interviews and participant observations, to collect the data and the thematic-analysis approach to analyze the data.FindingsOur findings describe how the participant test engineers perceive software testing and deadline pressures, the challenges that they encounter, and the strategies that they use for coping with the challenges. The findings reveal several interesting insights. First, motivation and appreciation play an important role for our participants in ensuring that high-quality testing is performed. Second, intermediate onshore teams increase the degree of pressure experienced by the participant test engineers. Third, vendor team participants perceive productivity differently from their client teams, which results in unproductive-productivity experiences. Lastly, participants encounter quality-dilemma situations for various reasons.ConclusionThe study findings suggest the need for (1) appreciating test engineers’ efforts, (2) investigating the team structure’s influence on pressure and the GST practice, (3) understanding culture’s influence on other aspects of GST, and (4) identifying and addressing quality-dilemma situations.     

Performance on agile teams: Relating iteration objectives and critical decisions to project management success factors

ContextWhile project management success factors have long been established via the golden triangle, little is known about how project iteration objectives and critical decisions relate to these success factors. It seems logical that teams’ iteration objectives would reflect project management success factors, but this may not always be the case. If not, how are teams’ objectives for iterations differing from the golden triangle of project management success factors?ObjectiveThis study identifies iteration objectives and the critical decisions that relate to the golden triangle of project management success factors in agile software development teams working in two-week iterations.MethodThe author conducted semi-structured interviews with members across three different agile software development teams using a hybrid of XP and Scrum agile methodologies. Iteration Planning and Retrospective meetings were also observed. Interview data was transcribed, coded and reviewed by the researcher and two independently trained research assistants. Data analysis involved organizing the data to identify iteration objectives and critical decisions to identify whether they relate to project management success factors.ResultsAgile teams discussed four categories of iteration objectives: Functionality, Schedule, Quality and Team Satisfaction. Two of these objectives map directly to two aspects of the golden triangle: schedule and quality. The agile teams’ critical decisions were also examined to understand the types of decisions the teams would have made differently to ensure success, which resulted in four categories of such decisions: Quality, Dividing Work, Iteration Amendments and Team Satisfaction.ConclusionThis research has contributed to the software development and project management literature by examining iteration objectives on agile teams and how they relate to the golden triangle of project management success factors to see whether these teams incorporate the golden triangle factors in their objectives and whether they include additional objectives in their iterations. What’s more, this research identified four critical decisions related to the golden triangle. These findings provide important insight to the continuing effort to better assess project management success, particularly for agile teams.