Modelling and simulation framework for reactive transport of organic contaminants in bed-sediments using a pure java object - oriented paradigm

Numerical modelling and simulation of organic contaminant reactive transport in the environment is being increasingly relied upon for a wide range of tasks associated with risk-based decision-making, such as prediction of contaminant profiles, optimisation of remediation methods, and monitoring of changes resulting from an implemented remediation scheme. The lack of integration of multiple mechanistic models to a single modelling framework, however, has prevented the field of reactive transport modelling in bed-sediments from developing a cohesive understanding of contaminant fate and behaviour in the aquatic sediment environment. This paper will investigate the problems involved in the model integration process, discuss modelling and software development approaches, and present preliminary results from use of CORETRANS, a predictive modelling framework that simulates 1-dimensional organic contaminant reaction and transport in bed-sediments

Decisions in software development proyects management: an exploratory study.

Given the importance of software in today's world, the development of software systems is a key activity that requires complex management scenarios. This article explores the implications of hard decisions in the context of software development projects (SDPs). More in deep, it focuses on the emotional consequences of making hard decisions in IT organisations. Complex SDPs involve a great variety of actors. This fact entails morale, feelings and emotions, which play an important role for communication, interaction and, ultimately, decision making. The aim of the article is twofold. First (Study 1), to identify which are the most important hard decisions in SDPS. Second (Study 2), to study the influence of emotions on decision-making processes (Study 2). Findings show the complex emotional consequences and difficulties that managers must face in hard decision-making processes.Publicad

How AI Developers’ Perceived Accountability Shapes Their AI Design Decisions

While designing artificial intelligence (AI)-based systems, AI developers usually have to justify their design decisions and, thus, are accountable for their actions and how they design AI-based systems. Crucial facets of AI (i.e., autonomy, inscrutability, and learning) notably cause potential accountability issues that AI developers must consider in their design decisions, which has received little attention in prior literature. Drawing on self-determination theory and accountability literature, we conducted a scenario-based survey (n=132). We show that AI developers who perceive themselves as accountable tend to design AI-based systems to be less autonomous and inscrutable but more capable of learning when deployed. Our mediation analyses suggest that perceived job autonomy can partially explain these direct effects. Therefore, AI design decisions depend on individual and organizational settings and must be considered from different perspectives. Thus, we contribute to a better understanding of the effects of AI developers’ perceived accountability when designing AI-based systems

The Impact of Process on Virtual Teams: A Comparative Analysis of Waterfall and Agile Software Development Teams

Studies have shown that task type, social context, and time mediates virtual teams (Martins, Gilson, & Maynard, 2004; Townsend, Hendrickson, & DeMarie, 2002), yet no studies have been conducted comparing the process that the virtual teams are using to complete a task. Two global virtual teams from the same corporation who are using two different software development methodologies, waterfall and agile, were compared to understand the impact that process has on virtual teams. Interviews were conducted with both teams and their responses were coded using the constructs in Adaptive Structuration Theory. The results show that the software development process used by a virtual team does impact the team\u27s culture, orientation toward change, and ultimately the quality of the product they are developing. Careful consideration should be made by software development organizations when deciding which development process they should deploy, given the important implications for virtual team dynamics and product outcomes. Studies have shown that task type, social context, and time mediates virtual teams (Martins, Gilson, & Maynard, 2004; Townsend, Hendrickson, & DeMarie, 2002), yet no studies have been conducted comparing the process that the virtual teams are using to complete a task. Two global virtual teams from the same corporation who are using two different software development methodologies, waterfall and agile, were compared to understand the impact that process has on virtual teams. Interviews were conducted with both teams and their responses were coded using the constructs in Adaptive Structuration Theory. The results show that the software development process used by a virtual team does impact the team\u27s culture, orientation toward change, and ultimately the quality of the product they are developing. Careful consideration should be made by software development organizations when deciding which development process they should deploy, given the important implications for virtual team dynamics and product outcomes

A Structured Systemic Framework for Software Development

The purpose of this research was to develop and apply a systems-based framework for the analysis of software development project performance. Software development project performance is measured at the project level; that is, cost, schedule, and product quality that affect the overall project. To date, most performance improvement efforts have been focused on individual processes within the overall software development system. Making improvements to sub-elements, processes, or sub-systems without regard for the overall project is a classic misbehavior entered into by practitioners who fail to use a holistic, systemic approach. Attempts to improve sub-system behavior are at odds with The Principle of Sub-optimization. (van Gigch, 1974) The traditional method of predicting software development project performance, in terms of sub-system performance is too restrictive. A new holistic, systemic view based on systems principles offers a more robust way to look at performance. This research addressed this gap in the systems and software body of knowledge by developing a generalizable and transportable framework for software project performance that is based on systems principles. A rigorous mixed-method research methodology, employing both inductive and case study methods, was used to develop and validate the framework. Two research questions were identified as integral to increasing the understanding of a systems-based framework. (1) How does systems theory apply to the analysis of software development project performance? (2) What results from the application of a systems-based analysis framework for analyzing performance on a software development project? Using Discoverers\u27 Induction (Whewell, 1858), a systems-based framework for the analysis of software development project performance was constructed, adding to the systems and software body of knowledge and substantiating a comprehensive and unambiguous theoretical construct for software development. Then, the framework was applied to two completed software development projects to support validation. The structured systemic framework shows significant promise for contribution to software practitioners by indicating future software development project performance. The research also made a contribution in the area of research methodologies by resurrecting William Whewell\u27s Discoverers\u27 Induction (1858) and furthering the use of the case study method in the engineering management and systems engineering domain, areas where their application has been very limited