A literature review of expert problem solving using analogy

We consider software project cost estimation from a problem solving perspective. Taking a cognitive psychological approach, we argue that the algorithmic basis for CBR tools is not representative of human problem solving and this mismatch could account for inconsistent results. We describe the fundamentals of problem solving, focusing on experts solving ill-defined problems. This is supplemented by a systematic literature review of empirical studies of expert problem solving of non-trivial problems. We identified twelve studies. These studies suggest that analogical reasoning plays an important role in problem solving, but that CBR tools do not model this in a biologically plausible way. For example, the ability to induce structure and therefore find deeper analogies is widely seen as the hallmark of an expert. However, CBR tools fail to provide support for this type of reasoning for prediction. We conclude this mismatch between experts’ cognitive processes and software tools contributes to the erratic performance of analogy-based prediction

Predicting with sparse data

It is well known that effective prediction of project cost related factors is an important aspect of software engineering. Unfortunately, despite extensive research over more than 30 years, this remains a significant problem for many practitioners. A major obstacle is the absence of reliable and systematic historic data, yet this is a sine qua non for almost all proposed methods: statistical, machine learning or calibration of existing models. In this paper we describe our sparse data method (SDM) based upon a pairwise comparison technique and Saaty's Analytic Hierarchy Process (AHP). Our minimum data requirement is a single known point. The technique is supported by a software tool known as DataSalvage. We show, for data from two companies, how our approach — based upon expert judgement — adds value to expert judgement by producing significantly more accurate and less biased results. A sensitivity analysis shows that our approach is robust to pairwise comparison errors. We then describe the results of a small usability trial with a practising project manager. From this empirical work we conclude that the technique is promising and may help overcome some of the present barriers to effective project prediction

Organisational commitment among software developers

If software developers are to be taken as prototypes of the new knowledge worker, we need look no further for working hypotheses about their attachment to their work and their employing organization than those contained in the human resource management agenda. For the diffusion of information and communication technologies (ICTs) as the supposed base of the knowledge economy has been synchronous with the launch and promotion of human resource management (HRM) as the new orthodoxy in employment practice and many of the assumptions and values within each model are shared. Indeed, HRM is often portrayed as if it were in some way a reflection of the shift to non-adversarial work relationships in the new information-based service society (Baldry 2003)

Attitudinal and behavioural determinants influencing decision makers when adopting integration technologies in local government

Over the last few years, the advent of innovative or revolutionary integration technologies has influenced pivotal decisions within top management to strategically transform Local Government Authorities (LGAs). These technologies may represent a huge cost for adopting LGAs, but may also offer the chance to achieve competitive advantage through superior service delivery. With the emergence of electronic Government (e- Government), LGAs are turning to integration technologies to fully automate and e-enable their business processes and integrate their IT infrastructures. While prior research on the adoption of integration technologies in the private and public domain has considered several determinants (e.g. benefits, barriers, costs), little attention has been given to investigate the attitudinal and behavioural determinants influencing top management’s decision making process for the adoption of integration technologies in LGAs. Notwithstanding, the implications of this research have yet to be assessed, leaving scope for timeliness and novel research. Therefore, it is of high importance to investigate this area within LGAs and contribute to the area of strategic decision making by examining attitudinal and behavioural determinants of top management in relation to integration technologies adoption

Fluid Tasks and Fluid Teams: The Impact of Diversity in Experience and Team Familiarity on Team Performance

In this paper, we consider how the structures of tasks and teams interact to affect team performance. We study the effects of diversity in experience on a team's ability to respond to task changes, by separately examining interpersonal team diversity (i.e., differences in experience across the entire team) and intrapersonal team diversity (i.e., whether individuals on the team are more or less specialized). We also examine whether team familiarity - team members' prior experience working with one another - helps teams to better manage challenges created by task changes and greater interpersonal team diversity. Using detailed project- and individual-level data from an Indian software services firm, we find that the interaction of task-change with intrapersonal diversity is related to improved project performance, while the interaction of task-change with interpersonal diversity is related to diminished performance. Additionally, the interaction of team familiarity with interpersonal diversity is related to improved project performance in some cases. Our results highlight a need for more nuanced approaches to leveraging experience in team management.Diversity, Knowledge Work, Project Flexibility, Task Change, Team Familiarity

Towards a Theory of Software Development Expertise

Software development includes diverse tasks such as implementing new features, analyzing requirements, and fixing bugs. Being an expert in those tasks requires a certain set of skills, knowledge, and experience. Several studies investigated individual aspects of software development expertise, but what is missing is a comprehensive theory. We present a first conceptual theory of software development expertise that is grounded in data from a mixed-methods survey with 335 software developers and in literature on expertise and expert performance. Our theory currently focuses on programming, but already provides valuable insights for researchers, developers, and employers. The theory describes important properties of software development expertise and which factors foster or hinder its formation, including how developers' performance may decline over time. Moreover, our quantitative results show that developers' expertise self-assessments are context-dependent and that experience is not necessarily related to expertise.Comment: 14 pages, 5 figures, 26th ACM Joint European Software Engineering Conference and Symposium on the Foundations of Software Engineering (ESEC/FSE 2018), ACM, 201

Bridging the gap between research and agile practice: an evolutionary model

There is wide acceptance in the software engineering field that industry and research can gain significantly from each other and there have been several initiatives to encourage collaboration between the two. However there are some often-quoted challenges in this kind of collaboration. For example, that the timescales of research and practice are incompatible, that research is not seen as relevant for practice, and that research demands a different kind of rigour than practice supports. These are complex challenges that are not always easy to overcome. Since the beginning of 2013 we have been using an approach designed to address some of these challenges and to bridge the gap between research and practice, specifically in the agile software development arena. So far we have collaborated successfully with three partners and have investigated three practitioner-driven challenges with agile. The model of collaboration that we adopted has evolved with the lessons learned in the first two collaborations and been modified for the third. In this paper we introduce the collaboration model, discuss how it addresses the collaboration challenges between research and practice and how it has evolved, and describe the lessons learned from our experience

Non-Technical Individual Skills are Weakly Connected to the Maturity of Agile Practices

Context: Existing knowledge in agile software development suggests that individual competency (e.g. skills) is a critical success factor for agile projects. While assuming that technical skills are important for every kind of software development project, many researchers suggest that non-technical individual skills are especially important in agile software development. Objective: In this paper, we investigate whether non-technical individual skills can predict the use of agile practices. Method: Through creating a set of multiple linear regression models using a total of 113 participants from agile teams in six software development organizations from The Netherlands and Brazil, we analyzed the predictive power of non-technical individual skills in relation to agile practices. Results: The results show that there is surprisingly low power in using non-technical individual skills to predict (i.e. explain variance in) the mature use of agile practices in software development. Conclusions: Therefore, we conclude that looking at non-technical individual skills is not the optimal level of analysis when trying to understand, and explain, the mature use of agile practices in the software development context. We argue that it is more important to focus on the non-technical skills as a team-level capacity instead of assuring that all individuals possess such skills when understanding the use of the agile practices.Comment: 18 pages, 1 figur