Satisfying Four Requirements for More Flexible Modeling Methods: Theory and Test Case

Recent research in conceptual modeling and enterprise modeling calls for relaxing common assumptions about the nature of modeling methods and related modeling languages and metamodels. This paper pursues that goal by proposing a new vision of modeling methods that overcomes some of the limitations identified in the literature by satisfying four requirements for more flexible modeling methods. That vision builds upon the integration of multiple modeling techniques that are related to an overarching metaphor. Those techniques may address heterogeneous purposes such as specifying a system’s capabilities or specifying which resources are used by specific activities. This paper presents design characteristics and metamodel design options to guide method engineers in adopting this broader notion of modeling methods, integrating multiple modeling techniques, and using appropriate modeling languages. To demonstrate feasibility, an extended version of the work system method (WSM) is presented in the form of a Work System Modeling Method (WSMM) that encompasses seven purposes of modeling that call for successively more formal approaches. A final section summarizes how WSMM addresses the issues and requirements from the introduction, explains how coherence is maintained within WSMM, and identifies areas for future research, with emphasis on ways to make WSMM and similar modeling methods as valuable as possible

Supporting Multiple Stakeholders in Agile Development

Agile software development practices require several stakeholders with different kinds of expertise to collaborate while specifying requirements, designing and modeling software, and verifying whether developers have implemented requirements correctly. We studied 112 requirements engineering (RE) tools from academia and the features of 13 actively maintained behavior-driven development (BDD) tools, which support various stakeholders in specifying and verifying the application behavior. Overall, we found that there is a growing tool specialization targeted towards a specific type of stakeholders. Particularly with BDD tools, we found no adequate support for non-technical stakeholders —- they are required to use an integrated development environment (IDE) —- which is not adapted to suit their expertise. We argue that employing separate tools for requirements specification, modeling, implementation, and verification is counter-productive for agile development. Such an approach makes it difficult to manage associated artifacts and support rapid implementation and feedback loops. To avoid dispersion of requirements and other software-related artifacts among separate tools, establish traceability between requirements and the application source code, and streamline a collaborative software development workflow, we propose to adapt an IDE as an agile development platform. With our approach, we provide in-IDE graphical interfaces to support non-technical stakeholders in creating and maintaining requirements concurrently with the implementation. With such graphical interfaces, we also guide non-technical stakeholders through the object-oriented design process and support them in verifying the modeled behavior. This approach has two advantages: (i) compared with employing separate tools, creating and maintaining requirements directly within a development platform eliminates the necessity to recover trace links, and (ii) various natively created artifacts can be composed into stakeholder-specific interactive live in-IDE documentation. These advantages have a direct impact on how various stakeholders collaborate with each other, and allow for rapid feedback, which is much desired in agile practices. We exemplify our approach using the Glamorous Toolkit IDE. Moreover, the discussed building blocks can be implemented in any IDE with a rich-enough graphical engine and reflective capabilities

Working at the Speed of Innovation: Impedance Mismatch in Rapid and Innovation Projects

In this paper we report on the results of an ethnographic study of a rapid design innovation (RDI) experiment in NASA Aeronautics. This work is based on the study of the Aeronautics Autonomy Testbed Capability (AATC) team in the Convergent Aeronautics Solutions (CAS) project. This paper focuses on and summarizes one of the key over-arching findings from the study: there is a significant mismatch in the organizational culture in the rest of the organization compared with that required for RDI. And, if this organizational cultural mismatch is not addressed, the likelihood of any organization being able to advance a new and different type of work (such as RDI) will be jeopardized. We delineate several aspects of the two different cultures identified in order to enable leaders and practitioners to better understand what contributes to the cultural dissonance and the implications of the differences in the cultures. As well, we identify ways in which those differences can be addressed. Research from organization and other social sciences are incorporated to highlight the differences. The implications of the research suggest that the significant cultural differences trigger a strong and resistive response from the dominant culture that may negate leaderships strategy to build the new capacity for RDI. While the research results noted the pervasive nature of innovation throughout the workplace, the type of innovation envisioned in RDI is a rare type of innovation that requires significantly new methods, work processes, tools, and skills such that approaches used in the dominate culture cannot be adopted by expediting the existing approaches. Examples include: innovation teaming and leadership; the need for adaptive leadership that changes the relationship of a research leader to the other researchers; and, an interdisciplinary teaming approach which shapes team relationships and activities. Each of these aspects requires new teaming, tools, and skills in order to succeed. Thus, when introducing RDI activities where there is a different dominant culture, teams need to be: well trained; protected; recognized and rewarded. And, team leaders must also be trained in the unique types of teaming and innovation tools used in RDI. Both RDI teaming and team leadership must be sanctioned, supported, and rewarded by leadership. Because of the cultural mismatch, in some organizations looking to add RDI to their existing and established organizations, sep to avoid or mitigate the negative impact of the culture mismatch

Definition of an eXecutable SPEM 2.0

International audienceOne major advantage of executable models is that once constructed, they can be run, checked, validated and improved in short incremental and iterative cycles. In the field of Software Process Modeling, process models have not yet reached the level of precision that would allow their execution. Recently the OMG issued a new revision of its standard for Software Process Modeling, namely SPEM2.0. However, even if executability was defined as a mandatory requirement in the RFP (Request For Proposal), the adopted specification does not fulfill it. This paper presents a critical analysis on the newly defined standard and addresses its lacks in terms of executability. An approach is proposed in order to extend the standard with a set of concepts and behavioural semantics that would allow SPEM2.0 process models to be checked through a mapping to Petri nets and monitored through a transformation into BPEL

An Agent-Based Collaborative Approach to Graphing Causal Maps for Situation Formulation

We provide a background discussion of group support systems (GSS) research into aiding strategic management processes. GSS support for strategic management has been primarily focused on qualitative analysis and the communication processes surrounding strategic planning. While fully developed in common decision-support systems, powerful simulation modeling and quantitative analytical tools have been difficult to integrate into GSS system configurations because they require increased cognitive load and expert modeling support, a central problem now addressed by collaboration engineering. A conceptual and functional bridge is needed to integrate the qualitative and quantitative approaches, reduce cognitive load, and provide modeling support that does not require experts. Acar’s analytical causal mapping is introduced as a structured method for situational formulation and analysis of unstructured strategic problems. This form of causal mapping includes specific processes and analytical approaches offering cognitive modeling support for problem formulation. Its computational capabilities provide support for Systems Thinking approaches in a system easy to learn and use. Using the methodological template of the design science paradigm, we contribute a prototype system for the development and simulation of causal maps that uses RePast 2.0, a Java agent-based modeling (ABM) and simulation library

ICS Materials. Towards a re-Interpretation of material qualities through interactive, connected, and smart materials.

The domain of materials for design is changing under the influence of an increased technological advancement, miniaturization and democratization. Materials are becoming connected, augmented, computational, interactive, active, responsive, and dynamic. These are ICS Materials, an acronym that stands for Interactive, Connected and Smart. While labs around the world are experimenting with these new materials, there is the need to reflect on their potentials and impact on design. This paper is a first step in this direction: to interpret and describe the qualities of ICS materials, considering their experiential pattern, their expressive sensorial dimension, and their aesthetic of interaction. Through case studies, we analyse and classify these emerging ICS Materials and identified common characteristics, and challenges, e.g. the ability to change over time or their programmability by the designers and users. On that basis, we argue there is the need to reframe and redesign existing models to describe ICS materials, making their qualities emerge