Systems and software engineering � Capabilities of issue management tools

2020 ◽  
Keyword(s):  
Software Engineering ◽  
Issue Management ◽  
Management Tools

Integrating Software Engineering and Costing Aspects within Project Management Tools

2009 ◽  
pp. 443-456 ◽  
Author(s):  
Roy Gelbard ◽  
Jeffrey Kantor ◽  
Liran Edelist
Keyword(s):  
Project Management ◽  
Software Engineering ◽  
Use Cases ◽  
Software Project ◽  
Entire System ◽  
System Software ◽  
Software Projects ◽  
Management Tools ◽  
Research Platform ◽  
Flow Diagrams

This study proposes and prototypes a model that integrates these three aspects of software projects by automatically mapping SE objects and accounting–costing objects into PM objects. To validate the feasibility of the model and without loss of generality, it is demonstrated using former research platform focused on conversion of data flow diagrams (DFD), which are actually full enterprise set of use cases diagrams reflecting entire system-software project into Gantt charts.

Integrating Software Engineering and Costing Aspects within Project Management Tools

2010 ◽  
pp. 608-623
Author(s):  
Roy Gelbard ◽  
Jeffrey Kantor ◽  
Liran Edelist
Keyword(s):  
Project Management ◽  
Software Engineering ◽  
Use Cases ◽  
Software Project ◽  
Entire System ◽  
System Software ◽  
Software Projects ◽  
Management Tools ◽  
Research Platform ◽  
Flow Diagrams

This study proposes and prototypes a model that integrates these three aspects of software projects by automatically mapping SE objects and accounting–costing objects into PM objects. To validate the feasibility of the model and without loss of generality, it is demonstrated using former research platform focused on conversion of data flow diagrams (DFD), which are actually full enterprise set of use cases diagrams reflecting entire system-software project into Gantt charts.

Software Development Governance

2011 ◽  
pp. 315-332 ◽  
Author(s):  
Nagehan Pala Er ◽  
Cengiz Erbas ◽  
Bahar Çelikkol Erbas
Keyword(s):  
Software Engineering ◽  
Software Development ◽  
Transaction Cost ◽  
Configuration Management ◽  
Governance Structure ◽  
Management Approach ◽  
Software Modeling ◽  
Management Tools ◽  
Dependency Structure ◽  
Software Modules

Software development governance can be defined as the application of “governance” in software engineering in order to increase the probability of success in the level of individual projects as well as in the level of the organization comprising many interrelated projects. The topic deserves an interdisciplinary perspective, as the general subject of governance has been analyzed quite extensively under the field of Transaction Cost Economics. This interdisciplinary approach enabled the identification of three main modes of governance for software engineering, namely: top-down governance, bottom-up governance and reuse governance, each having unique transaction cost characteristics. To be cost effective, (1) the organizations should adapt the right governance structure for their projects based on their characteristics, and (2) the software development tools should support and be in alignment with the underlying governance structure. In this chapter, we briefly overview the first premise and then outline an approach to address the second premise, specifically tackling the issue of tools integration, for software modeling and configuration management tools. We use Dependency Structure Matrix (DSM) to represent the mapping between governance structures and software modules, propose a configuration management approach for each mode of software governance, and demonstrate a successful integration using Lattix LDM, IBM Rational ClearCase and IBM Rational Rhapsody, three broadly available tools in the software industry.

Integrating Software Engineering and Costing Aspects within Project Management Tools

2009 ◽  
pp. 1358-1374
Author(s):  
Roy Gelbard ◽  
Jeffrey Kantor ◽  
Liran Edelist
Keyword(s):  
Project Management ◽  
Software Engineering ◽  
Time Frame ◽  
Project Planning ◽  
Software Project ◽  
Software Projects ◽  
Management Tools ◽  
Analysis And Design ◽  
Planning Project ◽  
Computer Aided Software Engineering

Currently, there is no integration among CASE tools (computer aided software engineering, also named AMD tools, analysis modeling and design), costing tools, and project management (PM) tools. Not only are there no integrated tools, but there is also no conceptual integration among software engineering (SE) aspects and accounting-costing aspects of software projects within PM tools. PM tools, as well as costing tools are used not only for tracking and controlling an ongoing software project, but also at the very beginning stages of the project, in which critical estimations concerning budget and time frame are made. In order to have a firm, robust, and accurate planning, project planning should be based directly upon raw SE components-objects, that is, upon analysis and design components-objects.

Contributions of Information Technology Tools to Project's Accounting and Financing

2011 ◽  
pp. 772-780 ◽  
Author(s):  
R. Gelbard ◽  
J. Kantor ◽  
L. Edelist
Keyword(s):  
Project Management ◽  
Software Engineering ◽  
Cost Management ◽  
Software Project ◽  
Application Development ◽  
Software Projects ◽  
Management Tools ◽  
Cost Overruns ◽  
Operational Systems ◽  
Software Engineering Tools

“According to the Standish Group CHAOS Report 2003, each year in the USA there are approximately 175,000 projects in IT application development that spends $250 Billion. Among these, 31.1% of projects will be cancelled, 52.7% of projects will cost 189% of their original estimates, only 52% of required features and functions make it to the released product, and time overruns occur in 82% of the cases. In financial terms $55 billion dollars is wasted in these projects.” (Madpat, 2005). This chapter suggests an innovative platform to analyze software projects in order to overcome the difficulties that are shown through the statistics. The first layer of the platform is based on costing theories in order to handle the cost overruns. At the second layer are the project management tools, and on the third layer is the software engineering. The last two layers give the needed information on the project scope and the development efforts. Connecting those three layers gives a better perspective on the projects, which is the best platform for decision making. Cost management of a project is defined by the PMBOK (project management body of knowledge) (PMI, 2004) as one of the nine core activities of projects management. This activity is defined as an assembly of processes that include planning, estimating, budgeting, and controlling of project costs so that the process will be executed within the budget framework that has been designated for it. However, although it defines costing as a core activity, it does not provide the methodologies for the application mode of the costing (Kinsella, 2002). The challenge in project management is described as “the effective allocation of resources within the framework of time, cost and delineation constraints that are balanced against the quality demands and nature of relations with the customer” (Kerzner, 2003. p.5). Hence, cost management should be viewed as part of the project management challenge. Software projects can be analyzed through software engineering tools, CASE (computer-aided software engineering tools), that assist in the analysis and characterization of the software project and in the evaluation and measurement of the work productivity in the project. Cooper and Kaplan (1998) analyze the integration between costing systems and operational systems. The integration that Cooper and Kaplan introduce, like the classic costing methods, does not provide a response to the project structure and the features of a software project (such as estimation difficulties, risk management, and lifecycle). This chapter recommends integrating costing systems and operational systems of software projects; the projects management tools and the software engineering tools.

Abstraction: An alternative neurocognitive account of recognition, prediction, and decision making

2020 ◽  
Vol 43 ◽  
Author(s):  
Valerie F. Reyna ◽  
David A. Broniatowski
Keyword(s):  
Decision Making ◽  
Software Engineering ◽  
Systems Engineering ◽  
Evidence Based ◽  
Extensive Literature ◽  
Trace Theory ◽  
Fuzzy Trace Theory ◽  
Abstract Representations ◽  
Technical Systems

Abstract Gilead et al. offer a thoughtful and much-needed treatment of abstraction. However, it fails to build on an extensive literature on abstraction, representational diversity, neurocognition, and psychopathology that provides important constraints and alternative evidence-based conceptions. We draw on conceptions in software engineering, socio-technical systems engineering, and a neurocognitive theory with abstract representations of gist at its core, fuzzy-trace theory.

Sports Concussions (TBI), Imbalance, and Dizziness

2015 ◽  
Vol 25 (1) ◽  
pp. 36-41 ◽  
Author(s):  
Steven M. Doettl
Keyword(s):  
Assessment Tools ◽  
Vestibular Evoked Myogenic Potentials ◽  
Post Injury ◽  
Management Tools ◽  
Concussion Management ◽  
Post Concussion Syndrome ◽  
Behavioral Marker ◽  
Valid Assessment ◽  
Injury Assessment

It has been widely accepted that the assessment of balance after concussion plays a large role in determining deficit. Qualitative balance assessments have been an established piece of the post-injury assessment as a clinical behavioral marker of concussion for many years. Recently more specific guidelines outlining the role of balance evaluation in concussion identification and management have been developed as part of concussion management tools. As part of the ongoing development of concussions protocols, quantitative assessment of balance function following concussion has also been identified to have an important role. Frequently imbalance and dizziness reported following concussion is assumed to be associated with post-concussion syndrome (PCS). While imbalance and dizziness are common complaints in PCS, they can also be a sign of additional underlying pathology. In cases of specific dizziness symptoms or limited balance recovery beyond the initial post-concussive period, a quantitative vestibular assessment may also be needed. Electronystagmography and videonystagmography (ENG/VNG), rotary chair testing (RCT), and vestibular evoked myogenic potentials (VEMPs) have all been identified as valid assessment tools for vestibular dysfunction following traumatic brain injury (TBI). The assessment of balance and dizziness following sports-related concussions is an integral piece of the puzzle for removal from play, assessment of severity, and management.

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