Value-based design decision rationale documentation: Principles and empirical feasibility study

The explicit documentation of the rationale of design decisions is a practice generally encouraged, but rarely implemented in industry because of a variety of inhibitors. Methods proposed in the past for Design Decisions Rationale Documentation (DDRD) aimed to maximize benefits for the DDRD consumer by imposing on the producer of DDRD the burden to document all the potentially useful information. We propose here a compromise which consists in tailoring DDRD, based on its intended use or purpose. In our view, the adoption of a tailored DDRD, consisting only of the required set of information, would mitigate the effects of DDRD inhibitors. The aim of this paper is twofold: i) to discuss the application of Value-Based Software Engineering principles to DDRD, ii) to describe a controlled experiment to empirically analyze the feasibility of the proposed method. Results show that the level of utility related to the same category of DDRD information significantly changes depending on its purpose; such result is novel and it demonstrates the feasibility of the proposed value-based DDRD

A Model for Capturing and Managing Software Engineering Knowledge and Experience

During software development projects there is always a particular working "product" that is generated but rarely managed: the knowledge and experience that team members acquire. This knowledge and experience, if conveniently managed, can be reused in future software projects and be the basis for process improvement initiatives. In this paper we present a model for managing the knowledge and experience team members acquire during software development projects in a non-disruptive way, by integrating its management into daily project activities. The purpose of the model is to identify and capture this knowledge and experience in order to derive lessons learned and proposals for best practices that enable an organization to preserve them for future use, and support software process improvement activities. The main contribution of the model is that it enables an organization to consider knowledge and experience management activities as an integral part of its software projects, instead of being considered, as it was until now, as a follow-up activity that is (infrequently) carried out after the end of the projects

Architectural decision-making as a financial investment:An industrial case study

Context Making architectural decisions is a crucial task but also very difficult, considering the scope of the decisions and their impact on quality attributes. To make matters worse, architectural decisions need to combine both technical and business factors, which are very dissimilar by nature. Objectives We provide a cost-benefit approach and supporting tooling that treats architectural decisions as financial investments by: (a) combining both technical and business factors; and (b) transforming the involved factors into currency, allowing their uniform aggregation. Apart from illustrating the method, we validate both the proposed approach and the tool, in terms of fitness for purpose, usability, and potential limitations. Method To validate the approach, we have performed a case study in a software development company, in the domain of low-energy embedded systems. We employed triangulation in the data collection phase of the case study, by performing interviews, focus groups, an observational session, and questionnaires. Results The results of the study suggested that the proposed approach: (a) provides a structured process for systematizing decision-making; (b) enables the involvement of multiple stakeholders, distributing the decision-making responsibility to more knowledgeable people; (c) uses monetized representations that are important for assessing decisions in a unified manner; and (d) enables decision reuse and documentation. Conclusions The results of the study suggest that architectural decision-making can benefit from treating this activity as a financial investment. The various benefits that have been identified from mixing financial and technological aspects are well-accepted from industrial stakeholders