Differentiated Process Support for Large Software Projects

2009 ◽  
pp. 1-20
Author(s):  
Alf Inge Wang ◽  
Carl-Fredrik Sørensen
Keyword(s):  
Software Development ◽  
Software Projects ◽  
Individual Group ◽  
Development Organization ◽  
Process Support ◽  
Development Processes ◽  
Large Software ◽  
Organizational Levels ◽  
Different Levels ◽  
Project Level

This chapter presents a framework for differentiated process support in large software projects. Process support can be differentiated in different levels based on the size of the development organization and the need for coordination across different levels of the organization. We have defined four main perspectives: individual, group, team, and project level, where the framework consider essential issues when planning and executing the software development processes in organizations with different levels of management. Further, a guideline is provided that suggests what is required of process support in the various organizational levels.

Differentiated Process Support for Large Software Projects

2009 ◽  
pp. 2359-2378
Author(s):  
Alf Inge Wang ◽  
Carl-Fredrik Sørensen
Keyword(s):  
Software Development ◽  
Software Projects ◽  
Individual Group ◽  
Development Organization ◽  
Process Support ◽  
Development Processes ◽  
Large Software ◽  
Organizational Levels ◽  
Different Levels ◽  
Project Level

This chapter presents a framework for differentiated process support in large software projects. Process support can be differentiated in different levels based on the size of the development organization and the need for coordination across different levels of the organization. We have defined four main perspectives: individual, group, team, and project level, where the framework consider essential issues when planning and executing the software development processes in organizations with different levels of management. Further, a guideline is provided that suggests what is required of process support in the various organizational levels.

scholarly journals Enriching Software Process Support by Knowledge-Based Techniques

1997 ◽  
Vol 07 (02) ◽  
pp. 185-215 ◽  
Author(s):  
Barbara Dellen ◽  
Frank Maurer ◽  
Jürgen Münch ◽  
Martin Verlage
Keyword(s):  
Software Development ◽  
Software Process ◽  
Process Models ◽  
Support Tool ◽  
Knowledge Based ◽  
Process Support ◽  
Complex Design ◽  
General Complex ◽  
Engineering Environment ◽  
Development Processes

Representations of activities dealing with the development or maintenance of software are called software process models. Process models allow for communication, reasoning, guidance, improvement, and automation. Two approaches for modeling processes and instantiating and managing the process models, namely CoMo-Kit and MVP-E, are combined to build a more powerful one. CoMo-Kit is based on AI/KE technology; it is a support tool system for general complex design processes, and was not been developed specifically with software development processes in mind. MVP-E is a process-sensitive software engineering environment for modeling and analyzing software development processes, and guides software developers. Additionally, it provides services to establish and run measurement programmes in software organizations. Because both approaches were developed independently from one another, major integration efforts had to be made to combine both their advantages. This article concentrates on the resulting language concepts, and their operationalization necessary for building automated process support.

What is Different about Web and Software Projects?

2008 ◽  
pp. 1-24
Author(s):  
Emilia Mendes
Keyword(s):  
Software Development ◽  
Effort Estimation ◽  
Quality Factors ◽  
Software Effort Estimation ◽  
Software Projects ◽  
Development Processes ◽  
The Web

The objective of this chapter is threefold. First is to introduce new terminology that relates specifically to hypertext, the model the Web is based upon. Second, it provides an overview of differences between Web and software development with respect to their development processes, technologies, quality factors, and measures. Third, it discusses the differences between Web effort estimation and software effort estimation.

DISTRIBUTED PROCESS PLANNING SUPPORT WITH MILOS

2000 ◽  
Vol 10 (04) ◽  
pp. 511-525 ◽  
Author(s):  
SIGRID GOLDMANN ◽  
JÜRGEN MÜNCH ◽  
HARALD HOLZ
Keyword(s):  
Software Development ◽  
Project Planning ◽  
Software Projects ◽  
The People ◽  
Development Site ◽  
Recent Developments ◽  
Distributed Process ◽  
Development Processes ◽  
Automated Feedback ◽  
Management Changes

Software development processes are highly creative, and therefore prone to change frequently. Also, recent developments show that most software projects require knowledge and skills in a lot of areas. Since the necessary expertise often cannot be found at one development site, the necessity arises to distribute projects among several sites, or form "virtual" corporations, where software development is shared between several companies. The first point makes it necessary to support changes by identifying and notifying the people affected by a change. The second point emphasizes this necessity, while also complicating project planning and management: changes in one development site or company might necessitate replanning in several locations. In this paper, we introduce the MILOS approach, which provides concepts to integrate process modeling, planning, scheduling and enactment in one system. Thus dynamic plan changes, as well as automated feedback from execution to the project plan can be supported.

Service Provision in a Software Technology Unit

2003 ◽  
Vol 18 (3) ◽  
pp. 195-209 ◽  
Author(s):  
Lars Mathiassen ◽  
Ingegerd Andersson ◽  
Kerstin Hanson
Keyword(s):  
Software Development ◽  
Service Provider ◽  
New Technologies ◽  
Software Projects ◽  
Traditional Role ◽  
Software Technology ◽  
Complex Diffusion ◽  
Software Engineers ◽  
Large Software ◽  
Software Organization

Large software organizations establish software technology units for managing the methods and tools aimed at supporting their software engineers. This division between software development and new technologies for software development establishes specialized competencies, supports standardization across software projects and departments and provides dedicated resources for innovation. However, such software technology units are faced with complex diffusion projects that are difficult and challenging to manage and that in many cases lead to unsatisfactory results. This paper reports from attempts to improve diffusion practices within a technology unit in a large software organization. Two complementary roles for software technology units, i.e. technology supplier and service provider, are presented and used for interpreting the experiences. The research suggests that technology units in large software organizations can improve their diffusion practices by complementing the traditional role as a technology supplier with that of a service provider. The paper offers lessons on how software organizations can take steps in that direction.

Growing a Styleguide: Macroergonomic Strategies for Achieving Consistent User Interface Design

1993 ◽  
Vol 37 (12) ◽  
pp. 882-885 ◽  
Author(s):  
Robert W. Root
Keyword(s):  
User Interface ◽  
Software Development ◽  
Interface Design ◽  
Organizational Structures ◽  
User Interface Design ◽  
Design Guidelines ◽  
Design Criteria ◽  
Organizational Strategies ◽  
Development Organization ◽  
Large Software

Consistency in user interface design is generally recognized as a desirable goal. The main problem facing most practitioners is how to achieve it. In many cases the solution begins with a user interface styleguide that defines the design criteria for user interface developers. A styleguide is a necessary, but not sufficient, part of the solution. In practice, achieving consistency requires a multi-faceted approach ranging from design guidelines to organizational structures and processes. This paper discusses macroergonomic aspects of styleguide development in a large software development organization, focusing on the processes and organizational strategies used to develop content and achieve initial buyin by user interface designers and developers.

Exploring the Concept of Method Rationale

2011 ◽  
pp. 63-78 ◽  
Author(s):  
Pär J. Aerfalk ◽  
Brian Fitzgerald
Keyword(s):  
Software Development ◽  
Systems Development ◽  
Analytic Tool ◽  
Research Areas ◽  
Development Processes ◽  
Development Methods ◽  
Different Levels

Systems development methods are used to express and communicate knowledge about systems and software development processes, that is, methods encapsulate knowledge. Since methods encapsulate knowledge, they also encapsulate rationale. Rationale can, in this context, be understood as the reasons and arguments for particular method prescriptions. In this chapter, we show how the combination of two different aspects of method rationale can be used to shed some light on the communication and apprehension of methods in systems development, particularly in the context of tailoring of methods to suit particular development situations. This is done by clarifying how method rationale is present at three different levels of method existence. By mapping existing research on methods onto this model, we conclude the chapter by pointing at some research areas that deserve attention and where method rationale could be used as an important analytic tool.

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