344,929 research outputs found
Technical Debt Decision-Making Framework
Software development companies strive to produce high-quality software. In commercial software development environments, due to resource and time constraints, software is often developed hastily which gives rise to technical debt. Technical debt refers to the consequences of taking shortcuts when developing software. These consequences include making the system difficult to maintain and defect prone. Technical debt can have financial consequences and impede feature enhancements. Identifying technical debt and deciding which debt to address is challenging given resource constraints. Project managers must decide which debt has the highest priority and is most critical to the project. This decision-making process is not standardized and sometimes differs from project to project. My research goal is to develop a framework that project managers can use in their decision-making process to prioritize technical debt based on its potential impact. To achieve this goal, we survey software practitioners, conduct literature reviews, and mine software repositories for historical data to build a framework to model the technical debt decision-making process and inform practitioners of the most critical debt items
Technical Debt Decision-Making Framework
Software development companies strive to produce high-quality software. In commercial software development environments, due to resource and time constraints, software is often developed hastily which gives rise to technical debt. Technical debt refers to the consequences of taking shortcuts when developing software. These consequences include making the system difficult to maintain and defect prone. Technical debt can have financial consequences and impede feature enhancements. Identifying technical debt and deciding which debt to address is challenging given resource constraints. Project managers must decide which debt has the highest priority and is most critical to the project. This decision-making process is not standardized and sometimes differs from project to project. My research goal is to develop a framework that project managers can use in their decision-making process to prioritize technical debt based on its potential impact. To achieve this goal, we survey software practitioners, conduct literature reviews, and mine software repositories for historical data to build a framework to model the technical debt decision-making process and inform practitioners of the most critical debt items
A Review of IFC Standardization – Interoperability Through Complementary Development Approaches
The Industry Foundation Classes (IFC) data model has been in development by an industry consortium since 1994; during this time the industry context, standardization organization, resource availability, and technology development have exposed the standardization process to a dynamic environment. While the overarching mission of IFC standardization has always been to provide interoperability between AEC/FM software applications and actors, both the goals and the views on how to best achieve those goals have changed throghout the years. Despite the fact that IFC has enjoyed sustained professional and scholarly interest throughout its development, reflective socio-technical studies on the subject are largely non-existent. This study reviews the major shifts in the development process of the IFC standard from its origins in the early 1990s up to 2011, splitting the timeline into four distinct phases. A finding of the review is that the IFC standardization process has utilized complementary minimalist and structuralist approaches for different phases of the standardization process - balancing exhaustive structuralism and implementable minimalism. The concepts behind Model View Definitions (MVD), Information Delivery Manuals (IDM), and the International Framework for Dictionaries (IFD) were not documented from the start and only became relevant as standardization progressed, with each of the components contributing minimalism to a structurally constructed data model
Addressing challenges to teach traditional and agile project management in academia
In order to prepare students for a professional IT career, most universities attempt to provide a current
educational curriculum in the Project Management (PM) area to their students. This is usually based on
the most promising methodologies used by the software industry. As instructors, we need to balance
traditional methodologies focused on proven project planning and control processes leveraging widely
accepted methods and tools along with the newer agile methodologies. Such new frameworks
emphasize that software delivery should be done in a flexible and iterative manner and with significant
collaboration with product owners and customers. In our experience agile methodologies have
witnessed an exponential growth in many diverse software organizations, and the various agile PM tools
and techniques will continue to see an increase in adoption in the software development sector.
Reflecting on these changes, there is a critical need to accommodate best practices and current methodologies in our courses that deliver Project Management content. In this paper we analyse two of the most widely used methodologies for traditional and agile software development – the widely used
ISO/PMBOK standard provided by the Project Management Institute and the well-accepted Scrum
framework. We discuss how to overcome curriculum challenges and deliver a quality undergraduate PM
course for a Computer Science and Information systems curricula. Based on our teaching experience
in Europe and North America, we present a comprehensive comparison of the two approaches. Our research covers the main concepts, processes, and roles associated with the two PM frameworks and recommended learning outcomes. The paper should be of value to instructors who are keen to see their computing students graduate with a sound understanding of current PM methodologies and who can deliver real-world software products.Accepted manuscrip
Community Development Evaluation Storymap and Legend
Community based organizations, funders, and intermediary organizations working in the community development field have a shared interest in building stronger organizations and stronger communities. Through evaluation these organizations can learn how their programs and activities contribute to the achievement of these goals, and how to improve their effectiveness and the well-being of their communities. Yet, evaluation is rarely seen as part of a non-judgemental organizational learning process. Instead, the term "evaluation" has often generated anxiety and confusion. The Community Development Storymap project is a response to those concerns.Illustrations found in this document were produced by Grove Consultants
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