971 research outputs found

    Situation-oriented requirements engineering

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    The establishment of smart environments, Internet of Things (IoT) and socio-technical systems has introduced many challenges to the software development process. One such main challenge is software requirements gathering which needs to address issues in a broader spectrum than traditional standalone software development. Consideration of bigger picture that includes software, its domain, the components of the domains and especially the interactions between the software and the surrounding domain components, including both human and other systems entities, is essential to gathering reliable requirements. However, most of the traditional Requirements Engineering approaches lack such comprehensive overlook of the overall view. The main objective of this work is to introduce a human-centered approach to Requirements Engineering in order to push the boundaries of traditional concepts to be more suitable for use in the development of modern socio-technical systems in smart environments. A major challenge of introducing a human-centered approach is to effectively identify the related human factors; especially, since each individual has unique desires, goals, behaviors. Our proposed solution is to use the observational data sets generated by smart environments as a resource to extract individual\u27s unique personalities and behaviors related to the software design. The concept of situations defined in our earlier study is used to represent the human and domain related aspects including human desires, goals, beliefs, interactions with the system and the constrained environment. In the first stage of this work, a computational model called situation-transition structure is developed to understand the discrete factors and behavior patterns of individuals through the observational data. During the second stage, the information mined from the situation transition structure is applied to propose new human-centered approaches to support main Requirements Engineering concepts: requirements elicitation, risk management, and prioritization. The pertinence of the proposed work is illustrated through some case studies. The conclusion asserts some of the future research direction

    A survey of the use of crowdsourcing in software engineering

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    The term 'crowdsourcing' was initially introduced in 2006 to describe an emerging distributed problem-solving model by online workers. Since then it has been widely studied and practiced to support software engineering. In this paper we provide a comprehensive survey of the use of crowdsourcing in software engineering, seeking to cover all literature on this topic. We first review the definitions of crowdsourcing and derive our definition of Crowdsourcing Software Engineering together with its taxonomy. Then we summarise industrial crowdsourcing practice in software engineering and corresponding case studies. We further analyse the software engineering domains, tasks and applications for crowdsourcing and the platforms and stakeholders involved in realising Crowdsourced Software Engineering solutions. We conclude by exposing trends, open issues and opportunities for future research on Crowdsourced Software Engineering

    Public Participation GIS for sustainable urban mobility planning: methods, applications and challenges

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    Sustainable mobility planning is a new approach to planning, and as such it requires new methods of public participation, data collection and data aggregation. In the article we present an overview of Public Participation GIS (PPGIS) methods with potential use in sustainable urban mobility planning. We present the methods using examples from two recent case studies conducted in Polish cities of Poznań and Łodź. Sustainable urban mobility planning is a cyclical process, and each stage has different data and participatory requirements. Consequently, we situate the PPGIS methods in appropriate stages of planning, based on potential benefits they may bring into the planning process. We discuss key issues related to participant recruitment and provide guidelines for planners interested in implementing methods presented in the paper. The article outlines future research directions stressing the need for systematic case study evaluation

    Legal compliance by design (LCbD) and through design (LCtD) : preliminary survey

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    1st Workshop on Technologies for Regulatory Compliance co-located with the 30th International Conference on Legal Knowledge and Information Systems (JURIX 2017). The purpose of this paper is twofold: (i) carrying out a preliminary survey of the literature and research projects on Compliance by Design (CbD); and (ii) clarifying the double process of (a) extending business managing techniques to other regulatory fields, and (b) converging trends in legal theory, legal technology and Artificial Intelligence. The paper highlights the connections and differences we found across different domains and proposals. We distinguish three different policydriven types of CbD: (i) business, (ii) regulatory, (iii) and legal. The recent deployment of ethical views, and the implementation of general principles of privacy and data protection lead to the conclusion that, in order to appropriately define legal compliance, Compliance through Design (CtD) should be differentiated from CbD

    Usability improvement of public transit application through mental model and user journey

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    Using a mobile application that is featured with local public transit information can greatly improve user action, as well as assisting travelers to have a better experience while taking public transit services. Crowd environment inside a public transit is one of the most frequent causes that lead difficulties to passengers when they engaging their mobile devices to access their apps or in some conditions. Finding crucial information such as stops points and remaining time to interchanges point when switching to another line becomes more difficult in those conditions especially for foreigners who new in a particular region. This study presents the combination of a mental model and a usability approach to construct a user journey map that led to new insights on user's experiences and challenges when utilizing their mobile local transit application. This valuable information is a part of the elicitation process to propose an alternative interaction method to enhance the usability and travel experience of the public transit app. The experimental results indicate that in contrast to the existing mobile transit app, the proposed interface with the utilization of a wearable device could considerably enhance user action when trying to reach the desired location in terms of total time and performance. It implies that the proposed solution, which works through the mental model and user journey is able to intuitively enhance the public transit app usability

    Understanding and improving requirements discovery in open source software development: an initial exploration

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    In proprietary or closed source software (CSS) development, there is a formal requirements engineering (RE) phase for discovering the requirements for an application. The requirements engineering process in CSS development is comprised of many formal practices (e.g., elicitation/generation). With the advent of the Internet and web-based tools and technologies, a new and different form of software development has emerged – globally distributed, typically volunteer driven, open source software (OSS) development. OSS development largely occurs in an informal, ad hoc manner and often lacks the formal developmental practices and processes of CSS development. The goal of this research is to gain a better understanding of the current state of RE in OSS, to identify potential directions for improving RE in OSS, and to empirically investigate the potential of some specific RE practices to improve OSS development. In pursuit of the research goal, in the initial phase of this research a web-based survey of practicing OSS developers was conducted to explore the current state of RE in OSS. Results supported the claims about informality of RE in OSS. as well as pointed towards potential directions for improvement. In the second phase of the research, a web-based experiment was conducted to investigate the actual benefits from a particular CSS development requirements generation practice – requirements reuse (operationalized as the availability of a library of reusable requirements within OSS development environment) – for OSS development. Analysis of the experimental data revealed that that the experimental treatment (availability of a library of reusable requirements) had a significant effect on the size of requirements message, requirements quantity and requirements completeness after controlling for covariates, indicating usefulness of the reusable library. The final phase of the research focused on OSS issue gathering approaches, a source of requirements for OSS. In this phase, a qualitative study of OSS developers explored how an OSS issue gathering approach, enforcing classification (versus free-form OSS issue gathering), may contribute to the misclassification problem (erroneous classification of OSS issues), and what can be done at the issue gathering interface level to mitigate the misclassification problem. Insights from the analysis of data from the final phase of the research shed light on the desirable characteristics that OSS issue gathering interfaces should possess for mitigating misclassification

    Customer co-creation in innovations : a protocol for innovating with end users

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    The transition into the information revolution or age has made it possible for consumers and users to interfere in the conceptualization, design, production and sales processes of firms. Consumers and users can express their needs in more direct way to producing firms, they have access to the way products and services are made, and last but not least, have access to information on competing products and services that even producers don’t know about. Consumers have become more knowledgeable and are therefore capable of designing and producing their own products and services. The success of innovations or new product and service development is highly dependent on whether they take in consideration the needs and demands of potential users and consumers. In other words, a market orientation is essential for the success of an innovation. Firms would therefore welcome the idea of consumers and users expressing their demands and probably appreciate consumers who want to participate in the new product or service development, because they would have immediate feedback on the potential success of the innovation. Question is, however, how to achieve this and how to successfully co-create with customers in the innovation process. This design research addresses customer co-creation in innovations for product and service industries. It addresses how firms should successfully activate customers or users and what process they should follow, i.e. the kind of customers or users to involve, the tools and techniques to apply, and procedures to be followed. It develops the appropriate interventions for this in a Customer Co-Creation in Innovations (3CI) - Protocol. The nature of this research is prescriptive, based on the Design Science principles, aiming to design a solution for firms that are interested in the co-creation role that customers can play in their organizations regarding innovations. The research results in a protocol which organizations that want to co-create with customers in their innovation process, can use or apply, to effectively co-create with these customers. Effectively in this sense means that the customer input will be of added value to the innovation, resulting in the outcome that the organization succeeds in bringing the innovation into the market or in use. This doesn’t necessarily mean that the innovation will be a commercial success, because this success depends on more and other factors than just customer co-creation. But, in this context customer co-creation gives the organization the necessary confirmation that the innovation fits needs and demands in the market, and thus leads to a higher adaptation than one should expect when not co-creating with customers. There is an abundance of literature that argue the benefits of involving customers in the innovation process, while other address the issue of which customers to involve, so, the research focuses itself on best practices, experiments, and such to develop this protocol. This has been accomplished by studying the diverse modes or appearances of customer involvement in product or service development, such as market research, empathic design, user-centered design, co-design, mass customization, user innovation, open source software development, user generated content, crowdsourcing, and customer co-creation. Although there is a lot of overlap and similarities among these modes of involvement, there are also many differences, indicating that customer co-creation in innovations is contingent on many factors and aspects. To reduce the confusion, a construct of customer co-creation in innovations has been developed, which has been defined as the process where product manufacturers and/or service providers actively engage with their end users or customers in (parts or phases of) innovation projects to jointly perform innovation activities and co-create value, with the aim of increasing effectiveness and efficiency of the innovation process. Effectiveness refers to (1) the result of meeting users’ and customers’ needs and demands in a better way; and (2) increasing customer loyalty. Efficiency refers to (1) the reduction of research and development costs; and (2) the reduction of development time. And to analyze differences and similarities so that the appropriate design propositions can stated, a 3CI framework was developed, covering the following topics: (1) how to determine whether a firm can co-create with its customers in innovations, which are the so called context conditions; (2) how to identify, select, and motivate potential customers to participate in customer-open innovations; (3) how to engage and involve these customers in the innovation process in an effective and efficient way, the process, procedures and methods one can follow, the tools one can use to accomplish this. With this framework the practice of customer co-creation was analyzed by means of five case studies, in which two of them, the author was an actor in designing and executing the process of co-creation. The cases, selected for their diversity, reveal the opportunities and challenges of customer-inclusive innovation. Customer involvement was at least a partial success in all cases. At the same time, it was never a ‘silver bullet’ to permanently transform the way the company worked. 3CI seems to be capable to support both incidental and repeating innovation initiatives of a firm. Another observation is that, whether a B2B or B2C type of firm, a manufacturer or service provider, small or large firms, all seem to be capable of and suited for 3CI. Common in all cases, however, is that the organization’s offerings and markets should be heterogeneous, thereby containing opportunities to either develop line extensions or really novel (radical) offerings. The technology base of the organization, however, does not seem to be a prerequisite. Another theme cutting across the cases is the nature of an ‘innovation community’, where users test, experiment with and modify or enhance existing prototypes and products, paving the roadway to innovation. As for the relationship between innovation type and type of customer, the cases undoubtedly demonstrate that ‘ordinary’ users can provide useful input to develop radical or novel innovations. The cases also demonstrate that nearly all innovation activities can be conducted by co-creating with customers, including needs assessment, ideation, the screening of ideas or concepts, concept testing, design and development, the commercialization of the innovation and even the re-innovation or use stage. So, although one could get the idea of 3CI being of particular interest in the front end of an innovation stage, we see that in all later stages 3CI can be beneficial as well. Typical across all cases is also the contingency of the channel of involvement (online versus face-to-face) with the amount of customers involved, which we have typed as the degree of openness. The more people are involved, the more open (no secrecy) the co-creation is and the more the involvement is obtained through the online channel, either with communities or on an open call. Conversely, the less participants, the more secrecy is needed and the sooner the physical presence or offline participation seems to be imminent in participation. Finally, regarding the use of tools it can be concluded that sophisticated methods for customer co-creation are a complement rather than the sole source of user information. More important seems to be the occurrence of a dialogue between firm and participating customers, implying that the quality of the interaction depends on mutual trust, appreciation, commitment and equality. Tools that support this dialogue, such as the ZMET¿, OBR, or similar techniques, seem to be important to assure effective and efficient contribution from customers. Subsequently, the design process was conducted, first by defining 16 design requirements for the protocol – subdivided in functional and use requirements, and design restrictions and boundary conditions – followed by the development of the design propositions. A grand total of 28 design propositions have been identified, regarding the context of 3CI (10 propositions), the customer requirements (10 propositions) and process (8 propositions). The context propositions reflected the context decisions to be made, i.e. the appropriate strategy, the suitability of the firm’s market, the initiator for the co-creation (firm or customer), and the type of innovation (incremental vs. radical, open vs. closed mode). Wherever appropriate we have also reviewed the appropriate methods, tools and techniques for the best implementation of the interventions. These are the first decisions the firm has to make when undertaking the 3CI Journey. Only when these decisions are made a next step, i.e. determining which customer requirements are appropriate, can be made. It has been argued that any organization can co-create with its customers in innovations, provided that they adopt and maintain a market oriented strategy, along with the necessary tools, space, freedom and transparency for customers to participate. Customer co-creation leads to at least effective incremental innovations, but when the organization applies Customer Knowledge Methods it increases the chance for an effective radical innovation. If secrecy is required, a closed mode approach of co-creation can be followed, entailing that a minimum amount and diversity of external participants are involved, provided that there is a clear scope of innovation objectives and the market it is intended for. Finally, organizations can either rely on customer-initiated ideas or initiate an innovation itself. In the first approach the organization is recommended to create and maintain a customer community, which can be observed and interacted with to elicit the customers’ ideas. The 10 customer design propositions deal with the type of customers to co-create with in innovations and the available interventions to engage with and maintain involvement from the selected participants. We have argued that all (potential) customers are eligible to participate, as long as they have a certain use experience with the product, service or category of innovation. Only in the case of a radical innovation, the company can choose to add some lead users in order to increase the chance of generating really novel ideas or concepts. To find these lead users, the company can make an appeal on the customer community, since lead users are usually known in communities. In order to benefit in the best way from the participating ordinary and lead users, the company should select them on the basis of their willingness to participate. On top of that, participants should be trained or educated in the tools, techniques and methods that are applied during their involvement. To prevent a decrease of intrinsic motivation with participants, companies have to be very prudent with the promise and administering of financial rewards. Rewards can be given, but preferably unexpected and contingent on task complexity and performance demonstrated by the participant. Depending on the channel of involvement, a minimum of 15 to an undetermined maximum of participants is possible, provided that the company reserves sufficient resources to handle the amount of participants. To our initial 20 design propositions we have added an additional 8 design propositions regarding the process of co-creation. We have seen that all innovation stages are suited to co-create with customers. For the appropriate activities in which these customers can contribute we have developed a table depicting activities and contributions per innovation stage. Co-creation can take place in one, more or all stages; to receive the most benefit, customers should be involved as early as possible in the innovation process. To prevent loss of attention, de-motivation and premature abandonment, we have proposed to change participants with ongoing activities; relying on the same customers in all stages can result in ‘myopic’ results. Both online and offline co-creation are possible, depending on openness, amount of participants and available resources. If participation is online, we recommend applying crowdsourcing methods and techniques, preferably within the customer community. To support an effective communication, we finally proposed to use metaphor or analogy based ‘language’ and to treat the participants as if they were team members. Through scrutinizing and analyzing the 28 design propositions in relation to one another and some pre-defined design requirements, we have identified four main routes – metaphorically named the dreamcatcher, contest, touchstone and employment route – that a company can follow when aiming to co-create with customers in the innovation process. The dreamcatcher route appeals on a user community – existing or yet to be created, preferably online, but with a physical possibility – where existing products, services or platforms are used, reviewed and discussed by customers. The company observes and participates in this discussion through a dialogue, possibly also moderating the community. Opportunities are identified by the company and translated into innovation projects by the company, in which customers again can participate. In the contest route the company can pose users with a specific question or request, a challenge, for which they are expected to think of a solution, of which typically one, or a limited amount of solutions are eligible. The intention is to specifically involve the customer in the front end of the innovation, because the company does not know or is not aware yet of customer needs and wants, or the intended product or service requirements. Customer input is then required in the first stage (Conception), but is not necessary excluded in later stages, where customers can test prototypes, assist in the commercialization and the re-innovation. In the touchstone route the company can decide to co-create with customers in any, arbitrary stage or activity of the innovation process, a sort of a one off. In such a case, the company usually has already identified the opportunities, the innovation project and its goals. Customer co-creation is opportune to verify assumptions, fill in details, and provide additional, not thought of product or service requirements. Of course it is possible to co-create with the customer in more than one activity, but this approach is seen as discrete co-creation activities to support just that particular and specific stage, in which the co-creation is required, usually in the implementation stage and thereafter. Finally, in the employment route the company can integrate one or more (limited amount of) customers in the innovation project, e.g. by temporarily employing them. This approach is of particular interest in idea generation, design and development activities, i.e. the Conception and Implementation stage, but later stages aren’t excluded. We can see this approach applied in customized projects, where it is the intention to create something for a specific set of customers or segment. This can be on request by the customer or because the company has discovered an unfulfilled or unattended set of needs with these customers, e.g. through dreamcatching. To decide which route(s) is or are appropriate we have discussed some premises and considerations – objectives for co-creation, stages and contributions for co-creation, type and openness of innovation – that a company has to assess systematically. Each route was elaborated on, providing preparation steps and do’s and don’ts for an effective and efficient contribution from customers. The four routes are also interrelated and do not exclude one another, but nevertheless provide a company with the optimal approach for 3CI. The 3CI-protocol is therefore a robust, handy guideline for companies to co-create with their customers in innovations. Because of the systematic and rigorous analysis and synthesis of theory and practice, the protocol can be applied in most situations. To test and prove the correctness of this last assertion we validated the design by having it reviewed by some potential users, some experts and some scholars, and to base the conclusion of its validity on the opinions of these reviewers. A total of 25 potential reviewers, both national and international, consisting of product/service developers, co-creation intermediaries, consultants and scholars were approached independently from and ‘blind’ to each other to conduct this review. Ten of them consented in participation; three abandoned the review process prematurely for personal reasons, leaving a total of 7 reviewers that have submitted comments. It was agreed on to enhance the review with a Delphi if responses were very divergent. All reviewers found the protocol useful and helpful for guiding the process of customer co-creation. Comments or critique referred mainly to the readability of the protocol, with the remark that users might lose attention because of the academic reasoning. Some of them provided useful additions to the protocol in order to enhance the readability. Also, suggestions were made to promote the protocol to practice, for instance by publishing it via a community and a management book. The comments did not contain divergent viewpoints on the subject, the design and its content, so the Delphi was left out. Based on these comments and suggestions by the reviewers, we have redesigned the protocol into the 3CI Protocol version 1.0, which can be published as a separate document, detached from this thesis, which all potential users can get hold of and apply without having to acquire a copy of the thesis. We propose to use this protocol to further validate it in practice and giving us feedback on its effectiveness. Our main contribution to research in management and organization has been to develop a comprehensive how-to guideline for practitioners, based on and grounded in a diversity of theory. Therefore, we believe that we have contributed with a design that is applicable in all kind of business and organizational contexts where the interaction with end users is aimed at developing new offerings. However, modesty is also in place, when we observe that this has to be proven, yet. Further research can be aimed at obtaining this proof, while other research could focus on the underlying assumptions, which we named generative mechanisms, of the design
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