Bomarius / Aalst / Oivo Product-Focused Software Process Improvement

10th International Conference, PROFES 2009, Oulu, Finland, June 15-17, 2009, Proceedings
1. Auflage 2009
ISBN: 978-3-642-02152-7
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, Band 32, 455 Seiten

Reihe: Lecture Notes in Business Information Processing

This book constitutes the proceedings of the 10th International Conference on Product-Focused Software Process Improvement, PROFES 2009, held in Oulu, Finland, on June 15-17, 2009. This year, special emphasis was placed on software business to bridge research and practice in the economics of software engineering. This focus ensured a comprehensive coverage of software development and enabled participants to tackle one of the most important current challenges identified by the software industry and the software research community, namely the shift of focus from 'product' to 'services'. The 34 papers presented together with 2 keynote speeches were carefully reviewed and selected. The topics covered are evidence-based software engineering and quality assurance, agile software development, process models and SPI, processes, software as a business. The book also includes contributions to industrial case studies, workshops, and tutorials.

Autoren/Hrsg.

Aalst, Will

Mylopoulos, John

Szyperski, Clemens

Bomarius, Frank

Oivo, Markku

Jaring, Päivi

Abrahamsson, Pekka

Inhaltsverzeichnis

1;Preface;5
2;Organization;6
3;Table of Contents;8
4;The Consumer Juggernaut: Web-Based and Mobile Applications as Innovation Pioneer;12
4.1;Introduction;12
4.2;The Opportunity;12
4.3;The Cutting Edge of Consumer Software;13
4.4;Capturing Innovations in Functionality;14
4.5;Capturing Other Benefits;15
4.6;Conclusions;17
4.7;References;17
5;Software “Best” Practices: Agile Deconstructed;19
5.1;Introduction;19
5.2;The Practice of Software Engineering;20
5.3;“Best” Practices;20
5.4;Learning – An Iterative Process;22
5.5;Observations;22
5.6;References;23
6;Key Questions in Building Defect Prediction Models in Practice;25
6.1;Introduction;25
6.2;Project Background;26
6.3;Defect Prediction Approach;28
6.4;Discussion of Key Questions and Decisions;29
6.5;Overview of Defect Prediction Results;35
6.6;Summary and Further Work;36
6.7;References;37
7;Investigating the Impact of Software Requirements Specification Quality on Project Success;39
7.1;Introduction;39
7.2;Requirements Quality in Literature;40
7.3;Study Goals;41
7.3.1;Project Settings;42
7.3.2;Hypotheses;42
7.4;Conduction and Findings;43
7.4.1;Strategy of Measurement;43
7.4.2;Results and Discussion;45
7.4.3;Comparison to Related Studies;47
7.5;Evaluation of Validity;49
7.5.1;Construction Validity;49
7.5.2;Conclusion Validity;49
7.5.3;Internal Validity;49
7.5.4;External Validity;50
7.5.5;Discussion of Repeatability;50
7.6;Conclusion and Outlook;51
7.7;References;52
8;Prediction of Software Quality Model Using Gene Expression Programming;54
8.1;Introduction;54
8.2;An Overview of Gene Expression Programming;55
8.2.1;Converting Expression Tree into k-Expression;56
8.2.2;Genes;56
8.2.3;Chromosomes;57
8.2.4;GEP Process;58
8.3;Research Background;58
8.3.1;Dependent and Independent Variables;59
8.3.2;Empirical Data Collection;60
8.4;Research Methodology;60
8.4.1;Descriptive Statistics and Outlier Analysis;60
8.4.2;Correlation among Metrics;60
8.4.3;Evaluating the Performance of the Models;61
8.5;Analysis Results;62
8.5.1;Descriptive Statistics;62
8.5.2;Gene Expression Programming (GEP) Results;63
8.6;Software Quality Metric Definition and Validation;64
8.7;Application of the FF Metric;65
8.8;Conclusion;66
8.9;References;67
9;Method for Software Cost Estimating Using Scope Champions;70
9.1;Introduction and Problem Statement;70
9.2;The Method of Scope Champions;71
9.3;Formal Proof of the Method;72
9.4;Practical Example of the Method Application;74
9.5;Lessons Learned;78
9.6;Threats to Validity;78
9.7;Conclusion;79
9.8;References;79
10;A Measurement Framework for Team Level Assessment of Innovation Capability in Early Requirements Engineering;70
10.1;Introduction;82
10.2;Research Approach;83
10.2.1;Case Company;84
10.2.2;Research Methodology;85
10.2.3;Validity Discussion;87
10.3;Results;87
10.3.1;Discussion of Some General Findings from Interviews;87
10.3.2;The MINT Framework;88
10.3.3;Validation within the Case;90
10.3.4;Comparison with Parallel Case;91
10.4;Related Work;94
10.5;Conclusion;95
10.6;References;96
11;Why a CMMI Level 5 Company Fails to Meet the Deadlines?;98
11.1;Introduction;98
11.2;Case Study;99
11.2.1;Methodology;99
11.2.2;Case Organization Description;100
11.2.3;Case Project Description;100
11.2.4;Project Management;101
11.3;Findings and Discussion;102
11.3.1;Effort Underestimation;102
11.3.2;Unforeseen Effects of the Corrective Actions;104
11.4;Conclusions;104
11.5;References;106
12;Towards Multi-Method Research Approach in Empirical Software Engineering;107
12.1;Introduction;107
12.2;Motivation for the Use of Empirical Methods in Software Engineering;109
12.3;Basic Terminology of the Software Engineering Experimentation;110
12.4;Quantitative Aspect of the Experimentation;112
12.5;Software Experiment Replication;113
12.6;ReportingExperiments;115
12.7;Multi-Method Research Approach;116
12.8;Conclusions;118
12.9;References;119
13;The Role of Empirical Evidence for Transferring a New Technology to Industry;122
13.1;Introduction;122
13.2;Related Literature;123
13.3;Technology Transfer Process;125
13.3.1;Knowledge Creation and Flow;125
13.3.2;Importance of Evidence;126
13.4;Empirical Studies for Transferring Multiview Framework;128
13.4.1;From Current Practice to Technology/Methodology Creation;128
13.4.2;From Technology/Methodology Creation to Initial Industrial Trial;128
13.4.3;From Initial Industrial Trial to Wider Application and Refinement;132
13.5;Conclusions;134
13.6;References;135
14;Towards a Framework for Using Agile Approaches in Global Software Development;137
14.1;Introduction;137
14.2;Research Background;138
14.3;Our Research;138
14.4;Conceptual Framework;139
14.4.1;Development Process;139
14.4.2;Framework Usage;140
14.4.3;Framework Components;141
14.5;Research Methodology and Case Study;143
14.5.1;Case Description;144
14.5.2;Discussion;147
14.5.3;Case Study Limitations;148
14.6;Conclusions and Future Research;149
14.7;References;150
15;Value Creation by Agile Projects: Methodology or Mystery?;152
15.1;Introduction;152
15.2;Background and Motivation;153
15.2.1;Agile Software Development;153
15.2.2;Related Work;154
15.2.3;The Concept of Business Value;155
15.3;The Research Method;155
15.4;Results;157
15.4.1;Definitions of Business Value;157
15.4.2;Comparison of the Concepts;158
15.4.3;Perspectives to Consider When Thinking of Business Value;159
15.4.4;Conceptual Categories Helping Understand Business Value;160
15.5;Summary of Results and Implications;162
15.6;Limitations;163
15.7;Comparing Our Findings to Previously Published Related Work;164
15.8;Conclusions and Future Work;164
15.9;References;165
16;Decision Support for Iteration Scheduling in Agile Environments;167
16.1;Introduction;167
16.2;Background;169
16.2.1;Release Planning;169
16.2.2;Iteration and Daily Planning;170
16.3;Decision Support in Iteration Scheduling;170
16.3.1;Conceptual Model of Agile Planning;171
16.3.2;Mapping Iteration Scheduling to RCPSP;172
16.3.3;Formulating RCPSP Model;172
16.3.4;Solving Iteration Scheduling;173
16.3.5;Tool Support;176
16.4;Experiments;176
16.4.1;Research Questions;176
16.4.2;Context and Methodology;176
16.4.3;Data Collection and Results;177
16.4.4;Analysis;177
16.5;Discussion;179
16.6;Conclusions;180
16.7;References;180
17;Some Findings Concerning Requirements in {\it Agile} Methodologies;182
17.1;Introduction;182
17.2;Background and Related Work;184
17.3;Case Study: From TOPENprimer to TOPENbiogas;185
17.3.1;The Evolution Product Description;185
17.3.2;The {\it Agile} Development Process Description;186
17.3.3;Some New and Dropped Features;187
17.4;Identified Issues in the Case Study;187
17.4.1;Requirements Elicitation;187
17.4.2;Crosscutting Requirements;189
17.4.3;Derived Requirements;189
17.4.4;Granularity;189
17.4.5;Customer Needs Documentation in Form of Stories;190
17.5;Discussion;190
17.5.1;User Stories Interaction;190
17.5.2;A Way to Review Stages;191
17.5.3;Managing Non-functional Needs;192
17.6;Conclusions and Future Work;192
17.7;References;193
18;An Exploratory Investigation on Refactoring in Industrial Context;196
18.1;Introduction;196
18.2;Preliminary Conceptual Framework;197
18.2.1;Stage 1: Decision for Refactoring;198
18.2.2;Stage 2: Refactoring Process;199
18.2.3;Stage 3: Refactoring Results;199
18.3;Empirical Methodology;200
18.3.1;Who Can Be the Interview Subjects?;200
18.3.2;Interviews;200
18.4;Final Framework and Results;201
18.4.1;Changes to the Preliminary Framework;202
18.4.2;Relationships in the Final Framework;203
18.4.3;The Importance of Each Factors;204
18.5;Disscussions;205
18.5.1;The Implications of the Factors’ Importance;205
18.5.2;Are the Factors and Framework Fundamental?;206
18.5.3;Are the Factors and Framework General?;206
18.5.4;Summary;207
18.6;Concluding Remarks;207
18.7;References;208
19;Absorbing Software Testing into the Scrum Method;210
19.1;Introduction;210
19.2;Research Setting;211
19.2.1;The Company and Software Under Study;211
19.2.2;How the Research Was Conducted;212
19.3;Absorbing Software Testing into the Scrum Method;213
19.3.1;Core Characteristics of the Scrum Method;213
19.3.2;Starting Point;214
19.3.3;First Iteration: Introducing Exploratory Testing;215
19.3.4;Second Iteration: Looking for Appropriate Team Structure;217
19.3.5;Third Iteration: Coordinating Testing Tasks;220
19.4;Discussion and Conclusions;224
19.5;References;225
20;Learning and Organizational Change in SPI Initiatives;227
20.1;Introduction;227
20.2;Learning Organizations;228
20.2.1;Creativity and Chaos;229
20.2.2;The Change Process;231
20.3;Organizations in Change;232
20.4;Software Process Management in Changing Learning Organizations;234
20.4.1;Management;235
20.4.2;Learning;237
20.5;Conclusions;238
20.6;References;239
21;The Role of Different Approaches in Inspection Process Improvement;242
21.1;Introduction;242
21.2;Improvement Process;243
21.3;Reference Models for Inspection Process Improvement;246
21.4;Problem Based Approach;247
21.5;Inspection Patterns;249
21.6;Effectiveness Factors;250
21.7;Conclusions;251
21.8;References;253
22;Scenario-Based Assessment of Process Pattern Languages;257
22.1;Introduction;257
22.2;Quality in Software Engineering;259
22.3;The Q-PAM Method;260
22.3.1;Method Overview;261
22.3.2;Creating Quality Profile;261
22.3.3;Constructing Scenarios;262
22.3.4;Analysis;262
22.4;Case Studies;263
22.4.1;Assessing a Pattern Language for Knowledge Sharing in Software Development;264
22.4.2;Assessing a Pattern Language for Global Software Development;267
22.5;Concluding Remarks;269
22.6;References;270
23;Towards a Systematic Metric Based Approach to Evaluate SCAMPI Appraisals;272
23.1;Introduction;272
23.2;Modeling the Appraisal Process;274
23.2.1;Appraisal Meta Model;274
23.2.2;Instantiating the Meta Model;275
23.3;Appraisal Quality Metrics;277
23.3.1;Metric Design;277
23.3.2;Goals and Requirements;278
23.3.3;Quality Metric for Activities;278
23.3.4;Quality of Appraisal Phases;281
23.3.5;Metric Interpretation;282
23.4;Experience and Validation;283
23.5;Conclusions;284
23.6;References;284
24;A New Way to Organize DFX in a Large Organization;286
24.1;Introduction;286
24.2;Research Process;288
24.3;Requirements Engineering Flow;289
24.3.1;Requirements Engineering Flow in the DFX Context;291
24.4;DFX Management in the Case Company;292
24.4.1;DMPD within Operations;294
24.4.2;DMPD Organization;294
24.5;Discussion;296
24.6;Conclusions;298
24.7;References;300
25;The Tool Coverage of Software Process Improvement Frameworks for Small and Medium Sized Enterprises;301
25.1;Introduction;301
25.2;Difficulties of SPI Implementation in Small Settings;302
25.3;Discussion of SME-Specific SPI Frameworks;304
25.3.1;General Properties;305
25.3.2;Reference Model;305
25.3.3;Modeling Approach;308
25.3.4;Assessment Methodology;309
25.3.5;Improvement Methodology;309
25.3.6;Automation Support;310
25.4;Conclusion;310
25.5;References;311
26;Improving the Product Documentation Process of a Small Software Company;314
26.1;Introduction;314
26.2;Research Problem;316
26.3;TheTargetCompany;317
26.4;The Documentation Process;318
26.4.1;Creating the Documentation Process;318
26.4.2;The Documentation Process Template;320
26.4.3;The Improved Documentation Process;320
26.5;Discussion;323
26.6;Conclusion;324
26.7;References;326
27;Lessons Learnt from the Improvement of Customer Support Processes: A Case Study on Incident Management;328
27.1;Introduction;328
27.1.1;Our Contribution;330
27.2;Research Methods;330
27.2.1;The Case Organization and Data Collection Methods;331
27.2.2;Data Analysis Method;332
27.3;Lessons Learnt from Establishing an Incident Management Process;332
27.3.1;Goals for the Process Improvement;332
27.3.2;Process Improvement Meeting I: Concepts and Terminology;333
27.3.3;Process Improvement Meeting II: Roles and Responsibilities;334
27.3.4;Process Improvement Meeting III: Process Activities;335
27.3.5;Requirement Specification Meetings for the Incident Management Tool;336
27.3.6;Process Improvement Meetings IV, V and VI: A Process Diagram;337
27.4;Analysis;337
27.5;Discussion and Conclusions;340
27.6;References;341
28;A Decision Model for Supporting Task Allocation Processes in Global Software Development;343
28.1;Motivation;343
28.2;Related Work;344
28.3;The Decision Model;345
28.3.1;Terminology and Model Goals;345
28.3.2;Empirical Identification of Criteria and Causal Relations;346
28.3.3;Model Overview;348
28.3.4;Example;352
28.4;Limitations and Validity of the Model;354
28.5;Conclusion and Future Work;355
28.6;References;355
29;Software Process Improvement: Supporting the Linking of the Software and the Business Strategies;358
29.1;Introduction;358
29.2;Business Strategy;359
29.3;Software Process Improvement;360
29.4;Process “Evaluation and Improvement of the Process Assets”;361
29.5;The Experience of Use;367
29.5.1;Execution of the Subprocess 1: Identifying Improvement Opportunities;368
29.5.2;Execution of the Subprocess 4: Concluding the Improvement Cycle;370
29.6;Conclusion;370
29.7;References;371
30;Integrating Value and Utility Concepts into a Value Decomposition Model for Value-Based Software Engineering;373
30.1;Introduction;373
30.2;Concept of Value in Software Business Research;374
30.2.1;Values of Utility-Seeking Customers;375
30.2.2;Values of Profit-Seeking Firms;376
30.3;Three Perspectives on Software as Technology;378
30.3.1;Software Artifacts;378
30.3.2;Software Designs;380
30.3.3;Software Knowledge;381
30.4;Synthesizing the Two Perspectives into a Value Decomposition Matrix;382
30.5;References;383
31;On Business-Driven IT Security Management and Mismatches between Security Requirements in Firms, Industry Standards and Research Work;386
31.1;Introduction;386
31.1.1;Terminology;387
31.1.2;Objectives;387
31.2;Related Work;388
31.2.1;Transition towards Business Driven Security Management;388
31.2.2;Misalignment between Industry Requirements, Standards and Academic Research;389
31.3;Interviews with Industry Practitioners;390
31.3.1;Methodology;390
31.3.2;Managerial Versus Operational View of Security;390
31.3.3;Importance of Security Factors;391
31.3.4;Who Drives Security Investments?;393
31.4;Conclusion;394
31.5;References;395
32;The Waterfall Model in Large-Scale Development;397
32.1;Introduction;397
32.2;Related Work;398
32.3;The Waterfall Model at the Company;399
32.4;Case Study Design;401
32.4.1;Research Questions;401
32.4.2;Case Selection and Units of Analysis;401
32.4.3;Data Collection Procedures;402
32.4.4;Data Analysis Approach;403
32.4.5;Threats to Validity;404
32.5;Qualitative Data Analysis;405
32.5.1;A Issues;407
32.5.2;B Issues;407
32.5.3;C Issues;407
32.5.4;D Issues;408
32.6;Quantitative Data Analysis;409
32.7;Comparative Analysis of Case Study and SotA;409
32.8;Conclusion;410
32.9;References;411
33;Towards a Better Understanding of CMMI and Agile Integration - Multiple Case Study of Four Companies;412
33.1;Introduction;412
33.2;Background;414
33.2.1;CMMI;414
33.2.2;AGILE Software Development;415
33.3;Research Design;416
33.4;Empirical Analysis;417
33.4.1;Background of the Cases;417
33.4.2;Implementation of the Assessments;417
33.4.3;Assessment Results;418
33.4.4;Deployment of the Improvements;422
33.5;Conclusions;423
33.6;References;424
34;ERP System Implementation: An Oil and Gas Exploration Sector Perspective;427
34.1;Introduction;427
34.2;Literature Review;428
34.3;Case Study;430
34.3.1;Background of the Company;430
34.3.2;IT Setup;430
34.3.3;Weaknesses of IT Applications;431
34.3.4;ERP Implementation;432
34.4;Lessons Learned and Discussions;435
34.5;Conclusions;437
34.6;References;437
35;11th International Workshop on Learning Software Organizations (LSO 2009) New Media in Transfer and Innovation;440
35.1;Introduction;440
35.2;Topics of Interest;441
35.3;Workshop Chairs;441
35.4;LSO2009 Program Committee;441
35.5;LSO Workshop History;442
36;A Half-Day Workshop on “Smarter Investment by Aligning SPI Initiatives, Capabilities and Stakeholder Values”;440
36.1;Introduction;444
36.2;References;445
37;Business Alignment: Measurement-Based Alignment of Software Strategies and Business Goals;446
37.1;Summary;446
37.2;References;447
38;Customer Communication Challenges and Solutions in Globally Distributed Agile Software Development;448
38.1;Summary of the Tutorial;448
38.2;Audience of the Tutorial;449
38.3;How the Tutorial will be Structured and Run?;449
38.4;Biographies;449
38.5;History of the Tutorial;450
38.6;References;450
39;Tutorial: Case Studies in Software Engineering;452
39.1;Introduction;452
39.2;Content;453
39.3;References;453
40;Author Index;454