334,424 research outputs found
Sensemaking Practices in the Everyday Work of AI/ML Software Engineering
This paper considers sensemaking as it relates to everyday software engineering (SE) work practices and draws on a multi-year ethnographic study of SE projects at a large, global technology company building digital services infused with artificial intelligence (AI) and machine learning (ML) capabilities. Our findings highlight the breadth of sensemaking practices in AI/ML projects, noting developers' efforts to make sense of AI/ML environments (e.g., algorithms/methods and libraries), of AI/ML model ecosystems (e.g., pre-trained models and "upstream"models), and of business-AI relations (e.g., how the AI/ML service relates to the domain context and business problem at hand). This paper builds on recent scholarship drawing attention to the integral role of sensemaking in everyday SE practices by empirically investigating how and in what ways AI/ML projects present software teams with emergent sensemaking requirements and opportunities
BPM Adoption at Bilfinger
Big size corporate companies that opt for Business ProcessManagement (BPM) adoption invest a lot in BPM initiatives with theprimary focus on the identification and standardization of best practicesin the different phases of the BPM lifecycle. The business processes de-signed are usually seen as the standard way of executing the processesand tend not be adapted to specific customers' need or changing condi-tions. Furthermore, the acceptance of a paradigm shift by the end usersis an added challenge. This case introduces a success story on BPMadoption in complex environments where different organizational unitswith different needs are involved. The projects executed in different unitsrespond to specific customersâ requirements, which affects the set of pro-cesses to be designed and executed within them. We developed a novelapproach inspired by the Cynefin framework and used it to define processarchitectures and the respective business process models for a subset ofthe units. To ensure the applicability and acceptance of the new paradigmwe followed a number of well-known methodologies and practices (e.g.SCRUM and gamification). As a result, we managed to move from thetraditional function orientation to BPM orientation taking into consid-eration the flexibility needs, and we received very positive feedback fromour end users
Interoperability and Standards: The Way for Innovative Design in Networked Working Environments
Organised by: Cranfield UniversityIn todayâs networked economy, strategic business partnerships and outsourcing has become the dominant
paradigm where companies focus on core competencies and skills, as creative design, manufacturing, or
selling. However, achieving seamless interoperability is an ongoing challenge these networks are facing,
due to their distributed and heterogeneous nature. Part of the solution relies on adoption of standards for
design and product data representation, but for sectors predominantly characterized by SMEs, such as the
furniture sector, implementations need to be tailored to reduce costs. This paper recommends a set of best
practices for the fast adoption of the ISO funStep standard modules and presents a framework that enables
the usage of visualization data as a way to reduce costs in manufacturing and electronic catalogue design.Mori Seiki â The Machine Tool Compan
Integrating diversity management initiatives with strategic human resource management
Managing diversity is usually viewed in broad conceptual terms as recognising
and valuing differences among people; it is directed towards achieving organisational
outcomes and reflects management practices adopted to improve the effectiveness of
people management in organisations (Kramar 2001; Erwee, Palamara & Maguire 2000).
The purpose of the chapter is to examine the debate on how diversity management
initiatives can be integrated with strategic human resource management (SHRM),
and how SHRM is linked to organisational strategy. Part of this debate considers
to what extent processes associated with managing diversity are an integral part
of the strategic vision of management. However, there is no consensus on how a
corporate strategic plan influences or is influenced by SHRM, and how the latter
integrates diversity management as a key component.
The first section of the chapter addresses the controversy about organisations as
linear, steady state entities or as dynamic, complex and fluid entities. This
controversy fuels debate in the subsequent sections about the impact that such
paradigms have on approaches to SHRM. The discussion on SHRM in this chapter will
explore its links to corporate strategy as well as to diversity management.
Subsequent sections propose that managing diversity should address sensitive topics
such as gender, race and ethnicity. Finally, attention is given to whether an
integrative approach to SHRM can be achieved and how to overcome the obstacles
to making this a reality
HR Shared Services (HRSS): Model and Trends
[Excerpt] The findings of this research project are based on interviews with 44 Human Resources (HR) leaders across 39 national and international companies within 15 industries ranging from manufacturing to consulting services. The interviews ranged from 45 minutes to one hour, and sought to understand models, best practices, and trends. The interview included questions about employee experience, technology, and the integration between HR Shared Services (HRSS) and the overall HR Organization. To provide background information and data, the HR leaders answered a short survey, giving details about the structure of their HRSS, locations, areas of HR that had work performed in the shared services organization, systems, and technology capabilities
Knowledge Collaboration: Working with Data and Web Specialists
When resources are finite, people strive to manage resources jointly (if they do not rudely take possession of them). Organizing helps achieveâand even amplifyâcommon purpose but often succumbs in time to organizational silos, teaming for the sake of teaming, and the obstacle course of organizational learning. The result is that organizations, be they in the form of hierarchies, markets, or networks (or, gradually more, hybrids of these), fail to create the right value for the right people at the right time. In the 21st century, most organizations are in any event lopsided and should be redesigned to serve a harmonious mix of economic, human, and social functions. In libraries as elsewhere, the three Ss of StrategyâStructureâSystems must give way to the three Ps of PurposeâProcessesâPeople. Thence, with entrepreneurship and knowledge behaviors, data and web specialists can synergize in mutually supportive relationships of shared destiny
Report from GI-Dagstuhl Seminar 16394: Software Performance Engineering in the DevOps World
This report documents the program and the outcomes of GI-Dagstuhl Seminar
16394 "Software Performance Engineering in the DevOps World".
The seminar addressed the problem of performance-aware DevOps. Both, DevOps
and performance engineering have been growing trends over the past one to two
years, in no small part due to the rise in importance of identifying
performance anomalies in the operations (Ops) of cloud and big data systems and
feeding these back to the development (Dev). However, so far, the research
community has treated software engineering, performance engineering, and cloud
computing mostly as individual research areas. We aimed to identify
cross-community collaboration, and to set the path for long-lasting
collaborations towards performance-aware DevOps.
The main goal of the seminar was to bring together young researchers (PhD
students in a later stage of their PhD, as well as PostDocs or Junior
Professors) in the areas of (i) software engineering, (ii) performance
engineering, and (iii) cloud computing and big data to present their current
research projects, to exchange experience and expertise, to discuss research
challenges, and to develop ideas for future collaborations
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