scholarly journals Towards A Methodology for 24 Hour Software Production Using Globally Separated Development Teams

1995 ◽  
pp. 50-55
Author(s):  
Ian Gorton ◽  
Sanjeev Motwani
Keyword(s):  
Software Production ◽  
Development Teams

Process Model for Round-trip Engineering with Relational Database

2002 ◽  
pp. 76-91
Author(s):  
Leszek A. Maciaszek
Keyword(s):  
Process Model ◽  
Relational Databases ◽  
Database Systems ◽  
Project Managers ◽  
Round Trip ◽  
Implementation Phase ◽  
Incremental Development ◽  
Software Production ◽  
Development Teams ◽  
Database Implementation

Iterative and incremental development of client/server database systems requires a round-trip engineering support, in particular in a design-implementation cycle. This paper identifies some more difficult round-trip engineering scenarios and defines processes needed to handle those scenarios. The processes conform to the current state-of-the-practice in forward and reverse engineering with relational databases. The paper identifies limitations of a tool-driven round-trip engineering. The limitations can be linked to three reasons: (1) the inability of a CASE/4GL tool to always generate correct incremental code after schema has been changed, (2) the need for a CASE/4GL to understand the reverse-engineered procedural parts written (or modified) in the implementation phase, (3) the requirement that a database content (extension) be re-instated at the end of each design-implementation cycle. Technical limitations introduce a risk that design models and a database implementation become misaligned and the design-implementation cycle cannot be continued for iterative and incremental software production. Project managers need a process model to impose necessary rigour on design and programming teams to alleviate technical restrictions. The paper defines a project management strategy that enforces appropriate automated and manual processes on database development teams.

Managing User-Centered Design Activities in Distributed Agile Development

2021 ◽  
Author(s):  
Sultan Alyahya ◽  
Ohoud Almughram
Keyword(s):  
Participatory Design ◽  
Agile Development ◽  
Design Teams ◽  
User Centered Design ◽  
Management Tools ◽  
Daily Work ◽  
Development Teams ◽  
Design Activities ◽  
Computer Based ◽  
User Centered

Abstract The integration of user-centered design (UCD) activities into agile information systems development has become more popular recently. Despite the fact that there are many ways the merging of UCD activities into agile development can be carried out, it has been widely recognized that coordinating design activities with development activities is one of the most common problems, especially in distributed environments where designers, developers and users are spread over several sites. The main approach to coordinate UCD activities with distributed agile development is the use of informal methods (e.g. communication through using video conference tools). In addition to the temporal, geographical and socio-cultural barriers associated with this type of methods, a major limitation is a lack of awareness of how UCD activities and development activities affect each other. Furthermore, some agile project management tools are integrated with design platforms but fail to provide the necessary coordination that helps team members understand how the design and development activities affect their daily work. This research aims to support the effective management of integrating UCD activities into distributed agile development by (i) identifying the key activity dependencies between UX design teams and development teams during distributed UCD/agile development and (ii) designing a computer-based system to provide coordination support through managing these activity dependencies. In order to achieve these objectives, two case studies are carried out. Our findings revealed 10 main dependencies between UCD design teams and development teams as shown by six types of activity. In addition, the participatory design approach shows that developing a computer-based system to manage seven of these selected dependencies is achievable.

scholarly journals Model-driven development platform selection: four industry case studies

2021 ◽  
Author(s):  
Siamak Farshidi ◽  
Slinger Jansen ◽  
Sven Fortuin
Keyword(s):  
Decision Making ◽  
Case Studies ◽  
Decision Makers ◽  
Development Activity ◽  
Model Driven Development ◽  
Domain Experts ◽  
Theoretical Contribution ◽  
Model Driven ◽  
Development Platform ◽  
Software Production

AbstractModel-driven development platforms shift the focus of software development activity from coding to modeling for enterprises. A significant number of such platforms are available in the market. Selecting the best fitting platform is challenging, as domain experts are not typically model-driven deployment platform experts and have limited time for acquiring the needed knowledge. We model the problem as a multi-criteria decision-making problem and capture knowledge systematically about the features and qualities of 30 alternative platforms. Through four industry case studies, we confirm that the model supports decision-makers with the selection problem by reducing the time and cost of the decision-making process and by providing a richer list of options than the enterprises considered initially. We show that having decision knowledge readily available supports decision-makers in making more rational, efficient, and effective decisions. The study’s theoretical contribution is the observation that the decision framework provides a reliable approach for creating decision models in software production.

Mobile Collaboration Support for Virtual Teams

2017 ◽  
Vol 28 (3) ◽  
pp. 48-69 ◽  
Author(s):  
Keng Siau ◽  
Min Ling
Keyword(s):  
Virtual Teams ◽  
Virtual Team ◽  
Virtual Collaboration ◽  
Conceptual Foundation ◽  
Work Systems ◽  
Team Members ◽  
Development Teams ◽  
Geographically Distributed ◽  
Qualitative Technique ◽  
Sophisticated Technology

Organizations increasingly depend on virtual teams in which geographically distributed individuals use sophisticated technology to interact and collaborate. With the advancement of mobile and wireless technology, mobile support for collaboration among virtual team members is becoming increasingly important and popular. In this research, we study the values of mobile support for virtual team members. Using the qualitative technique, Value-Focused Thinking approach, proposed by Keeney, we interviewed 30 subjects who were involved in information systems development teams and asked them the values of mobile support for virtual collaboration. This study uses Alter's Work Systems Theory as the conceptual foundation.

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