11 research outputs found
Integrating measurement techniques in an Object-Orientedsystems design process.
The theme of this thesis is the assessment of quality in class hierarchies. In particular, the notion ofinheritance and the mechanism of redefinition from a modelling perspective are reviewed. It isshown that, in Object-Oriented languages, controversial uses of inheritance can be implementedand are subject of debate as they contradict the essence of inheritance. The discovery of anunexpected use of the method redefinition mechanism confirmed that potential designinconsistencies occur more often than expected in class hierarchies. To address such problems,design heuristics and measurement techniques are investigated as the main instrument tools for theevaluation "goodness" or "badness" in class hierarchies. Their benefits are demonstrated withinthe design process. After the identification of an obscure use of the method redefinition mechanism referred to as themultiple descendant redefinition (MDR) problem, a set of metrics based on the GQMlMEDEA[Bri&aI94] model is proposed. To enable a measurement programme to take place within a designprocess, the necessary design considerations are detailed and the technical issues involved in themeasurement process are presented. Both aspects form ~. methodological approach for classhierarchy assessment and especially concentrate on the use of the redefinition mechanism.. .As one of the main criticisms of the measure~ent science is the lack orgood design feedback, the, analysis and interpretation phase. of the metfics results is seen: as a crucial phase for inferring,meaningful conclusions. A novel· data interpretation framework is pr~posed' and includes the use ofvarious graphical data representations and detection techniques. Also, the notion of redefinitionprofiles suggested a, more generic approach whereby a pattern profile can be found for a metric.The benefits of the data interpretation method for the extraction of meaningful design feedbackfrom the metrics results are discussed.The implementation of a metric tool collector enabled a set of experiments to be carried out on theSmalltalk class hierarchy. Surprisingly, the analysis of metrics results showed that methodredefmition is heavily used compared to method extension. This suggested the existence ofpotential design inconsistencies in the class hierarchy and permitted the discovery of the MDRproblem on many occasions. In addition, a set of experiments demonstrates the benefits of examplegraphical representations together with detection techniques such as alarmers. In the light offacilitating the interpretation phase, the need for additional supporting tools is highlighted. This thesis illustrates the potential benefits of integration of measurement techniques within anObject-Oriented design process. Given the identification of the MDR problem, it is believed thatthe redefinition metrics are strong and simple candidates for detecting complex design problemsoccurring within a class hierarchy. An integrated design assessment model is proposed whichlogically fits into an incremental design development process. Benefits and disadvantages of theapproach are discussed together with future work
Strategies for Education Quality Development of Primary School in the Songkhla Primary Educational Service Area Office Focusing on Objectives and Key Results (OKRs)
āļĻāļķāļāļĐāļēāļĻāļēāļŠāļāļĢāļāļļāļĐāļāļĩāļāļąāļāļāļīāļ (āļāļēāļĢāļāļĢāļīāļŦāļēāļĢāļāļēāļĢāļĻāļķāļāļĐāļē),2566This research aims to formulate a strategic plan for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs) by the cooperation of the strategy partnership, for the development of the quality of education. And there are 3 specific purposes; 1) To bring educational policy, environment, direction of education management and management processes to formulate a strategic plan for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs) with the cooperation of strategy partnership, to improve the quality of education, 2) To study the cooperation dimensions of strategic partnership and mechanisms for driving strategic plan- for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs), 3) To assess the strategic plan for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs) at the provincial and school level. Through the cooperation of strategic partnerships in education (Strategy Partnership) born with schools, teachers and students. The target group of this study, including the research process that divided into three phases, which are; Phase 1: Applying educational policies, environments, and direction of education management and its management process, participation dimensions and mechanism to drive strategic partnership, OKRs- conceptual plan formulation to determine the draft and framework of a strategic plan for improving the quality of education of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs). Phase 2: Preparing a strategic plan at the provincial level. Phase 3: Applying the strategies in the provincial strategic plan to be used in the preparation of the educational school-level strategic plan, evaluating the results of the preparation of a strategic plan for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs) at the school level and reporting research results.
The research results found that; 1) The results of the study of the preparation of a strategic plan for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs) with the cooperation of strategic partnerships- for educational quality development, it was found that, this Strategic Plan is a one-year plan, i.e. fiscal year 2023. The plan has been prepared at 2 levels; The provincial level and the educational institution level. There are 7 books in total and the books consists of 5 parts; Part 1: basic information, Part 2: results of school potential analysis, Part 3: direction of educational management, Part 4: educational quality development strategic plan, Part 5: projects / activities, and there are 5 main objectives, each of which consists of key results and the 5 key results for each main objectives are the following; 1) A strategic plan for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs) at the provincial and school level. possible, useful, appropriate and have coverage and a strategic plan for improving the quality of education of educational institutions, that receive the cooperation of strategy partnership. 2) The results of the study of educational policy implementation, environment, direction of education management and management process to formulate a strategic plan for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs) with the cooperation of strategy partnership that found- educational policy, environment, direction of education management is introduced and management processes to formulate a strategic plan, for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs) with the cooperation of strategy partnership to improve the quality of education and have been appropriate its feasible, useful, and comprehensive. 3) The results of the study on the cooperation dimension of the strategic partnership and the mechanism for driving the strategic plan, for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results and it was found that the organizations and related to education management has 4 stages of participation dimensions. Such as; 1) Participation in decision-making, 2) Participation in operations, 3) Participation in benefits, 4) Participation in evaluation. and the dimension of participation is divided into 2 characteristics: official involvement and informal participation such as education executive or stakeholders at the policy level, communities, network organizations, the private sector, school administrators and teachers in Songkhla Province who are under the Songkhla primary educational service area office, Regions 1,2,3 and 4)Assessment of educational quality development strategic plan for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs) at the provincial and school level with the cooperation of strategic partnerships in education, as for strategic plan for education quality development of primary schools in the Songkhla primary educational service area office. Focusing on objectives and key results (OKRs) at the provincial and school level. Possible, useful, appropriate and coverage to schools, teachers and students as directly and continually consistent at both levels.āļāļēāļĢāļāļģāđāļāļīāļāļāļēāļĢāļ§āļīāļāļąāļĒāđāļĢāļ·āđāļāļāļāļĩāđāļĄāļĩāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāļŦāļĨāļąāļāđāļāļ·āđāļāļāļąāļāļāļģāđāļāļāļĒāļļāļāļāļĻāļēāļŠāļāļĢāđāļāļēāļĢāļāļąāļāļāļēāļāļļāļāļ āļēāļāļāļēāļĢāļĻāļķāļāļĐāļēāļāļāļāļŠāļāļēāļāļĻāļķāļāļĐāļēāđāļāļŠāļąāļāļāļąāļāļŠāļģāļāļąāļāļāļēāļāđāļāļāļāļ·āđāļāļāļĩāđāļāļēāļĢāļĻāļķāļāļĐāļēāļāļĢāļ°āļāļĄāļĻāļķāļāļĐāļēāļāļąāļāļŦāļ§āļąāļāļŠāļāļāļĨāļē āļāļĩāđāđāļāđāļāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāđāļĨāļ°āļāļĨāļĨāļąāļāļāđāļŠāļģāļāļąāļ (OKRs) āđāļāļĒāļāļ§āļēāļĄāļĢāđāļ§āļĄāļĄāļ·āļāļāļāļāļŦāļļāđāļāļŠāđāļ§āļāļāļĨāļĒāļļāļāļāđāļāļēāļāļāļēāļĢāļĻāļķāļāļĐāļē (Strategy Partnership) āđāļāļ·āđāļāļāļēāļĢāļāļąāļāļāļēāļāļļāļāļ āļēāļāļāļēāļĢāļĻāļķāļāļĐāļē āđāļĨāļ°āļĄāļĩāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāđāļāļāļēāļ° 1) āđāļāļ·āđāļāļāļģāļāđāļĒāļāļēāļĒāļāļēāļāļāļēāļĢāļĻāļķāļāļĐāļē āļŠāļ āļēāļāđāļ§āļāļĨāđāļāļĄ āļāļīāļĻāļāļēāļāļāļēāļĢāļāļąāļāļāļēāļĢāļĻāļķāļāļĐāļē āđāļĨāļ°āļāļĢāļ°āļāļ§āļāļāļēāļĢāļāļąāļāļāļēāļĢāļĄāļēāļāļąāļāļāļģāđāļāļāļĒāļļāļāļāļĻāļēāļŠāļāļĢāđāļāļēāļĢāļāļąāļāļāļēāļāļļāļāļ āļēāļāļāļēāļĢāļĻāļķāļāļĐāļēāļāļāļāļŠāļāļēāļāļĻāļķāļāļĐāļēāđāļāļŠāļąāļāļāļąāļāļŠāļģāļāļąāļāļāļēāļāđāļāļāļāļ·āđāļāļāļĩāđāļāļēāļĢāļĻāļķāļāļĐāļēāļāļĢāļ°āļāļĄāļĻāļķāļāļĐāļēāđāļāļāļąāļāļŦāļ§āļąāļāļŠāļāļāļĨāļē āļāļĩāđāđāļāđāļāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāđāļĨāļ°āļāļĨāļĨāļąāļāļāđāļŠāļģāļāļąāļ (OKRs) āđāļāļĒāļāļ§āļēāļĄāļĢāđāļ§āļĄāļĄāļ·āļāļāļāļāļŦāļļāđāļāļŠāđāļ§āļāļāļĨāļĒāļļāļāļāđāļāļēāļāļāļēāļĢāļĻāļķāļāļĐāļē (Strategy Partnership) āđāļāļ·āđāļāļāļēāļĢāļāļąāļāļāļēāļāļļāļāļ āļēāļāļāļēāļĢāļĻāļķāļāļĐāļē 2) āđāļāļ·āđāļāļĻāļķāļāļĐāļēāļĄāļīāļāļīāļāļ§āļēāļĄāļĢāđāļ§āļĄāļĄāļ·āļāļāļāļāļŦāļļāđāļāļŠāđāļ§āļāļāļĨāļĒāļļāļāļāđāļāļēāļāļāļēāļĢāļĻāļķāļāļĐāļē (Strategy Partnership) āđāļĨāļ°āļāļĨāđāļāļāļēāļĢāļāļąāļāđāļāļĨāļ·āđāļāļāđāļāļāļĒāļļāļāļāļĻāļēāļŠāļāļĢāđāļāļēāļĢāļāļąāļāļāļēāļāļļāļāļ āļēāļāļāļēāļĢāļĻāļķāļāļĐāļēāļāļāļāļŠāļāļēāļāļĻāļķāļāļĐāļēāđāļāļŠāļąāļāļāļąāļāļŠāļģāļāļąāļāļāļēāļāđāļāļāļāļ·āđāļāļāļĩāđāļāļēāļĢāļĻāļķāļāļĐāļēāļāļĢāļ°āļāļĄāļĻāļķāļāļĐāļēāđāļāļāļąāļāļŦāļ§āļąāļāļŠāļāļāļĨāļē āļāļĩāđāđāļāđāļāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāđāļĨāļ°āļāļĨāļĨāļąāļāļāđāļŠāļģāļāļąāļ (OKRs) āđāļĨāļ° 3) āđāļāļ·āđāļāļāļĢāļ°āđāļĄāļīāļāđāļāļāļĒāļļāļāļāļĻāļēāļŠāļāļĢāđāļāļēāļĢāļāļąāļāļāļēāļāļļāļāļ āļēāļ āļāļēāļĢāļĻāļķāļāļĐāļēāļāļāļāļŠāļāļēāļāļĻāļķāļāļĐāļēāđāļāļŠāļąāļāļāļąāļāļŠāļģāļāļąāļāļāļēāļāđāļāļāļāļ·āđāļāļāļĩāđāļāļēāļĢāļĻāļķāļāļĐāļēāļāļĢāļ°āļāļĄāļĻāļķāļāļĐāļēāđāļāļāļąāļāļŦāļ§āļąāļāļŠāļāļāļĨāļē āļāļĩāđāđāļāđāļāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāđāļĨāļ°āļāļĨāļĨāļąāļāļāđāļŠāļģāļāļąāļ (OKRs) āļĢāļ°āļāļąāļāļāļąāļāļŦāļ§āļąāļ āđāļĨāļ°āļĢāļ°āļāļąāļāļŠāļāļēāļāļĻāļķāļāļĐāļē āđāļāļĒāļāļ§āļēāļĄāļĢāđāļ§āļĄāļĄāļ·āļāļāļāļāļŦāļļāđāļāļŠāđāļ§āļāļāļĨāļĒāļļāļāļāđāļāļēāļāļāļēāļĢāļĻāļķāļāļĐāļē (Strategy Partnership) āļāļĩāđāđāļāļīāļāļāļąāļāļŠāļāļēāļāļĻāļķāļāļĐāļē āļāļĢāļđ āđāļĨāļ°āļāļđāđāđāļĢāļĩāļĒāļ āļāļąāđāļāļāļāļāļāļēāļĢāļāļģāđāļāļīāļāļāļēāļĢāļ§āļīāļāļąāļĒ āđāļāđāļāđāļāđāļ 3 āļĢāļ°āļĒāļ° āļĢāļ°āļĒāļ°āļāļĩāđ 1 āļāļģāļāđāļĒāļāļēāļĒāļāļēāļāļāļēāļĢāļĻāļķāļāļĐāļē āļŠāļ āļēāļāđāļ§āļāļĨāđāļāļĄ āļāļīāļĻāļāļēāļāļāļēāļĢāļāļąāļāļāļēāļĢāļĻāļķāļāļĐāļē āđāļĨāļ°āļāļĢāļ°āļāļ§āļāļāļēāļĢāļāļąāļāļāļēāļĢ āļĄāļīāļāļīāļāļēāļĢāļĄāļĩāļŠāđāļ§āļāļĢāđāļ§āļĄāđāļĨāļ°āļāļĨāđāļāļāļēāļĢāļāļąāļāđāļāļĨāļ·āđāļāļāļŦāļļāđāļāļŠāđāļ§āļāļāļĨāļĒāļļāļāļāđāļāļēāļāļāļēāļĢāļĻāļķāļāļĐāļē(Strategy Partnership) āļĢāļđāļāđāļāļāļāļēāļĢāļāļąāļāļāļģāđāļāļāļāļēāļĄāđāļāļ§āļāļīāļ OKRs āļĄāļēāļāļģāļŦāļāļāļāļĢāļāļāļāļĢāļ°āđāļāđāļ āđāļāļ·āđāļāļāļąāļāļāļģ (āļĢāđāļēāļ) āđāļāļāļĒāļļāļāļāļĻāļēāļŠāļāļĢāđāļāļēāļĢāļāļąāļāļāļēāļāļļāļāļ āļēāļāļāļēāļĢāļĻāļķāļāļĐāļēāļāļāļāļŠāļāļēāļāļĻāļķāļāļĐāļēāđāļāļŠāļąāļāļāļąāļāļŠāļģāļāļąāļāļāļēāļāđāļāļāļāļ·āđāļāļāļĩāđāļāļēāļĢāļĻāļķāļāļĐāļēāļāļĢāļ°āļāļĄāļĻāļķāļāļĐāļēāļāļąāļāļŦāļ§āļąāļāļŠāļāļāļĨāļē āļāļĩāđāđāļāđāļāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāđāļĨāļ°āļāļĨāļĨāļąāļāļāđāļŠāļģāļāļąāļ (OKRs) āļĢāļ°āļĒāļ°āļāļĩāđ 2 āļāļąāļāļāļģāđāļāļāļĒāļļāļāļāļĻāļēāļŠāļāļĢāđ āļĢāļ°āļāļąāļāļāļąāļāļŦāļ§āļąāļ āļĢāļ°āļĒāļ°āļāļĩāđ 3 āļāļģāļĒāļļāļāļāļĻāļēāļŠāļāļĢāđāđāļāđāļāļāļĒāļļāļāļāļĻāļēāļŠāļāļĢāđ āļĢāļ°āļāļąāļāļāļąāļāļŦāļ§āļąāļ āđāļāđāļāđāđāļāļāļēāļĢāļāļąāļāļāļģāđāļāļāļĒāļļāļāļāļĻāļēāļŠāļāļĢāđāļĢāļ°āļāļąāļāļŠāļāļēāļāļĻāļķāļāļĐāļē āđāļĨāļ°āļāļĢāļ°āđāļĄāļīāļāļāļĨāļāļēāļĢāļāļąāļāļāļģāđāļāļāļĒāļļāļāļāļĻāļēāļŠāļāļĢāđāļāļēāļĢāļāļąāļāļāļēāļāļļāļāļ āļēāļāļāļēāļĢāļĻāļķāļāļĐāļēāļāļāļāļŠāļāļēāļāļĻāļķāļāļĐāļēāđāļāļŠāļąāļāļāļąāļāļŠāļģāļāļąāļāļāļēāļāđāļāļāļāļ·āđāļāļāļĩāđāļāļēāļĢāļĻāļķāļāļĐāļēāļāļĢāļ°āļāļĄāļĻāļķāļāļĐāļēāļāļąāļāļŦāļ§āļąāļāļŠāļāļāļĨāļē āļāļĩāđāđāļāđāļāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāđāļĨāļ°āļāļĨāļĨāļąāļāļāđāļŠāļģāļāļąāļ (OKRs) āļĢāļ°āļāļąāļāļŠāļāļēāļāļĻāļķāļāļĐāļē āđāļĨāļ°āļĢāļēāļĒāļāļēāļāļāļĨāļāļēāļĢāļ§āļīāļāļąāļĒ
āļāļĨāļāļēāļĢāļ§āļīāļāļąāļĒ āļĄāļĩāļāļąāļāļāļĩāđ āļāđāļ 1 āļāļĨāļāļēāļĢāļĻāļķāļāļĐāļēāļāļēāļĢāļāļąāļāļāļģāđāļāļāļĒāļļāļāļāļĻāļēāļŠāļāļĢāđāļāļēāļĢāļāļąāļāļāļēāļāļļāļāļ āļēāļāļāļēāļĢāļĻāļķāļāļĐāļēāļāļāļāļŠāļāļēāļāļĻāļķāļāļĐāļēāđāļāļŠāļąāļāļāļąāļāļŠāļģāļāļąāļāļāļēāļāđāļāļāļāļ·āđāļāļāļĩāđāļāļēāļĢāļĻāļķāļāļĐāļēāļāļĢāļ°āļāļĄāļĻāļķāļāļĐāļēāđāļāļāļąāļāļŦāļ§āļąāļāļŠāļāļāļĨāļē āļāļĩāđāđāļāđāļāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāđāļĨāļ°āļāļĨāļĨāļąāļāļāđāļŠāļģāļāļąāļ (OKRs) āđāļāļĒāļāļ§āļēāļĄāļĢāđāļ§āļĄāļĄāļ·āļāļāļāļāļŦāļļāđāļāļŠāđāļ§āļāļāļĨāļĒāļļāļāļāđāļāļēāļāļāļēāļĢāļĻāļķāļāļĐāļē (Strategy Partnership) āđāļāļ·āđāļāļāļēāļĢāļāļąāļāļāļēāļāļļāļāļ āļēāļāļāļēāļĢāļĻāļķāļāļĐāļē āļāļāļ§āđāļē āđāļāļāļĒāļļāļāļāļĻāļēāļŠāļāļĢāđāļāļāļąāļāļāļĩāđāđāļāđāļāđāļāļāļĢāļ°āļĒāļ° 1 āļāļĩ āļāļ·āļ āļāļĩāļāļāļāļĢāļ°āļĄāļēāļ 2566 āļĄāļĩāļāļēāļĢāļāļąāļāļāļģāđāļāļ 2 āļĢāļ°āļāļąāļ āļāļ·āļ āļĢāļ°āļāļąāļāļāļąāļāļŦāļ§āļąāļ āđāļĨāļ°āļĢāļ°āļāļąāļāļŠāļāļēāļāļĻāļķāļāļĐāļē āđāļāļĒāđāļāļāļĢāļ°āļāļąāļāļāļąāļāļŦāļ§āļąāļ āļāļ·āļ āđāļāļāļĒāļļāļāļāļĻāļēāļŠāļāļĢāđāļāļēāļĢāļāļąāļāļāļēāļāļļāļāļ āļēāļāļāļēāļĢāļĻāļķāļāļĐāļēāļāļāļāļŠāļāļēāļāļĻāļķāļāļĐāļēāđāļāļŠāļąāļāļāļąāļāļŠāļģāļāļąāļāļāļēāļāđāļāļāļāļ·āđāļāļāļĩāđāļāļēāļĢāļĻāļķāļāļĐāļēāļāļĢāļ°āļāļĄāļĻāļķāļāļĐāļēāđāļāļāļąāļāļŦāļ§āļąāļāļŠāļāļāļĨāļē āļāļĩāđāđāļāđāļāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāđāļĨāļ°āļāļĨāļĨāļąāļāļāđāļŠāļģāļāļąāļ (OKRs) āļĢāļ°āļāļąāļāļāļąāļāļŦāļ§āļąāļ āļāļģāļāļ§āļ 1 āđāļāļ āđāļĨāļ°āđāļāļāļĢāļ°āļāļąāļāļŠāļāļēāļāļĻāļķāļāļĐāļē āļāļĢāļ°āļāļāļāđāļāļāđāļ§āļĒ āđāļāļāļĒāļļāļāļāļĻāļēāļŠāļāļĢāđāļāļēāļĢāļāļąāļāļāļēāļāļļāļāļ āļēāļāļāļēāļĢāļĻāļķāļāļĐāļēāļāļāļāļŠāļāļēāļāļĻāļķāļāļĐāļēāđāļāļŠāļąāļāļāļąāļāļŠāļģāļāļąāļāļāļēāļāđāļāļāļāļ·āđāļāļāļĩāđāļāļēāļĢāļĻāļķāļāļĐāļēāļāļĢāļ°āļāļĄāļĻāļķāļāļĐāļēāđāļāļāļąāļāļŦāļ§āļąāļāļŠāļāļāļĨāļē āļāļĩāđāđāļāđāļāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāđāļĨāļ°āļāļĨāļĨāļąāļāļāđāļŠāļģāļāļąāļ (OKRs) āđāļĢāļāđāļĢāļĩāļĒāļāļāđāļēāļāļāļāļļāļ āđāļĢāļāđāļĢāļĩāļĒāļāļ§āļąāļāļāļ°āđāļ āđāļĢāļāđāļĢāļĩāļĒāļāļāļĨāļāļāļāļāļāļĢāļ°āļāļļāļ āđāļĢāļāđāļĢāļĩāļĒāļāļāđāļēāļāđāļāļāđāļĄāļē āđāļĢāļāđāļĢāļĩāļĒāļāļāđāļēāļāđāļāđāļē āđāļĢāļāđāļĢāļĩāļĒāļāļāđāļēāļāļāļĢāļēāļĒāļāļēāļ§ āļŠāļąāļāļāļąāļāļŠāļģāļāļąāļāļāļēāļāđāļāļāļāļ·āđāļāļāļĩāđāļāļēāļĢāļĻāļķāļāļĐāļēāļāļĢāļ°āļāļĄāļĻāļķāļāļĐāļē āļŠāļāļāļĨāļē āđāļāļ 1,2,3 āļāļģāļāļ§āļ 6 āđāļāļ āđāļāđāļĨāđāļĄāļāļĢāļ°āļāļāļāđāļāļāđāļ§āļĒ 5 āļŠāđāļ§āļ āļāļ·āļ āļŠāđāļ§āļāļāļĩāđ 1 āļāđāļāļĄāļđāļĨāļāļ·āđāļāļāļēāļ āļŠāđāļ§āļāļāļĩāđ 2 āļāļĨāļāļēāļĢāļ§āļīāđāļāļĢāļēāļ°āļŦāđāļĻāļąāļāļĒāļ āļēāļāļŠāļāļēāļāļĻāļķāļāļĐāļē āļŠāđāļ§āļāļāļĩāđ 3 āļāļīāļĻāļāļēāļāļāļēāļĢāļāļąāļāļāļēāļĢāļĻāļķāļāļĐāļē āļŠāđāļ§āļāļāļĩāđ 4 āđāļāļāļĒāļļāļāļāļĻāļēāļŠāļāļĢāđāļāļēāļĢāļāļąāļāļāļēāļāļļāļāļ āļēāļāļāļēāļĢāļĻāļķāļāļĐāļē āļŠāđāļ§āļāļāļĩāđ 5 āđāļāļĢāļāļāļēāļĢ/āļāļīāļāļāļĢāļĢāļĄ āđāļāļĒāļĄāļĩāļāļēāļĢāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāļŦāļĨāļąāļ (Objectives) 5 āļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđ āđāļāļĒāđāļāđāļĨāļ°āļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāļŦāļĨāļąāļ (Objectives) āļāļĢāļ°āļāļāļāđāļāļāđāļ§āļĒāļāļĨāļĨāļąāļāļāđāļŠāļģāļāļąāļ (Key Results) āđāļāđāļāđāļĨāļ°āļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāļŦāļĨāļąāļ āļĄāļĩ 5 āļāļĨāļĨāļąāļāļāđāļŠāļģāļāļąāļ āļĢāļ§āļĄāļāļąāđāļāļŠāļīāđāļ 25 āļāļĨāļĨāļąāļāļāđāļŠāļģāļāļąāļ (Key Results) āđāļāļāļĒāļļāļāļāļĻāļēāļŠāļāļĢāđāļāļēāļĢāļāļąāļāļāļēāļāļļāļāļ āļēāļāļāļēāļĢāļĻāļķāļāļĐāļēāļāļāļāļŠāļāļēāļāļĻāļķāļāļĐāļēāđāļāļŠāļąāļāļāļąāļāļŠāļģāļāļąāļāļāļēāļāđāļāļāļāļ·āđāļāļāļĩāđāļāļēāļĢāļĻāļķāļāļĐāļēāļāļĢāļ°āļāļĄāļĻāļķāļāļĐāļēāđāļāļāļąāļāļŦāļ§āļąāļāļŠāļāļāļĨāļē āļāļĩāđāđāļāđāļāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāđāļĨāļ°āļāļĨāļĨāļąāļāļāđāļŠāļģāļāļąāļ (OKRs) āļĢāļ°āļāļąāļāļāļąāļāļŦāļ§āļąāļāđāļĨāļ°āļĢāļ°āļāļąāļāļŠāļāļēāļāļĻāļķāļāļĐāļē āļĄāļĩāļāļ§āļēāļĄāđāļāđāļāđāļāđāļāđ āļĄāļĩāļāļĢāļ°āđāļĒāļāļāđ āļĄāļĩāļāļ§āļēāļĄāđāļŦāļĄāļēāļ°āļŠāļĄ āđāļĨāļ°āļĄāļĩāļāļ§āļēāļĄāļāļĢāļāļāļāļĨāļļāļĄ āđāļĨāļ°āđāļāđāļāđāļāļāļĒāļļāļāļāļĻāļēāļŠāļāļĢāđāļāļēāļĢāļāļąāļāļāļēāļāļļāļāļ āļēāļāļāļēāļĢāļĻāļķāļāļĐāļēāļāļāļāļŠāļāļēāļāļĻāļķāļāļĐāļēāļāļĩāđāđāļāđāļĢāļąāļāļāļ§āļēāļĄāļĢāđāļ§āļĄāļĄāļ·āļāļāļāļāļŦāļļāđāļāļŠāđāļ§āļāļāļĨāļĒāļļāļāļāđāļāļēāļāļāļēāļĢāļĻāļķāļāļĐāļē (Strategy Partnership) āļāđāļ 2 āļāļĨāļāļēāļĢāļĻāļķāļāļĐāļēāļāļēāļĢāļāļģāļāđāļĒāļāļēāļĒāļāļēāļāļāļēāļĢāļĻāļķāļāļĐāļē āļŠāļ āļēāļāđāļ§āļāļĨāđāļāļĄ āļāļīāļĻāļāļēāļāļāļēāļĢāļāļąāļāļāļēāļĢāļĻāļķāļāļĐāļē āđāļĨāļ°āļāļĢāļ°āļāļ§āļāļāļēāļĢāļāļąāļāļāļēāļĢ āļĄāļēāļāļąāļāļāļģāđāļāļāļĒāļļāļāļāļĻāļēāļŠāļāļĢāđāļāļēāļĢāļāļąāļāļāļēāļāļļāļāļ āļēāļāļāļēāļĢāļĻāļķāļāļĐāļēāļāļāļāļŠāļāļēāļāļĻāļķāļāļĐāļēāđāļāļŠāļąāļāļāļąāļāļŠāļģāļāļąāļāļāļēāļāđāļāļāļāļ·āđāļāļāļĩāđāļāļēāļĢāļĻāļķāļāļĐāļēāļāļĢāļ°āļāļĄāļĻāļķāļāļĐāļēāđāļāļāļąāļāļŦāļ§āļąāļāļŠāļāļāļĨāļē āļāļĩāđāđāļāđāļāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāđāļĨāļ°āļāļĨāļĨāļąāļāļāđāļŠāļģāļāļąāļ (OKRs) āđāļāļĒāļāļ§āļēāļĄāļĢāđāļ§āļĄāļĄāļ·āļāļāļāļāļŦāļļāđāļāļŠāđāļ§āļāļāļĨāļĒāļļāļāļāđāļāļēāļāļāļēāļĢāļĻāļķāļāļĐāļē (Strategy Partnership) āļāļāļ§āđāļē āļĄāļĩāļāļēāļĢāļāļģāļāđāļĒāļāļēāļĒāļāļēāļāļāļēāļĢāļĻāļķāļāļĐāļē āļŠāļ āļēāļāđāļ§āļāļĨāđāļāļĄ āļāļīāļĻāļāļēāļāļāļēāļĢāļāļąāļāļāļēāļĢāļĻāļķāļāļĐāļē āđāļĨāļ°āļāļĢāļ°āļāļ§āļāļāļēāļĢāļāļąāļāļāļēāļĢāļĄāļēāļāļąāļāļāļģāđāļāļāļĒāļļāļāļāļĻāļēāļŠāļāļĢāđāļāļēāļĢāļāļąāļāļāļēāļāļļāļāļ āļēāļāļāļēāļĢāļĻāļķāļāļĐāļēāļāļāļāļŠāļāļēāļāļĻāļķāļāļĐāļēāđāļāļŠāļąāļāļāļąāļāļŠāļģāļāļąāļāļāļēāļāđāļāļāļāļ·āđāļāļāļĩāđāļāļēāļĢāļĻāļķāļāļĐāļēāļāļĢāļ°āļāļĄāļĻāļķāļāļĐāļēāđāļāļāļąāļāļŦāļ§āļąāļāļŠāļāļāļĨāļē āļāļĩāđāđāļāđāļāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāđāļĨāļ°āļāļĨāļĨāļąāļāļāđāļŠāļģāļāļąāļ (OKRs) āđāļāļĒāļāļ§āļēāļĄāļĢāđāļ§āļĄāļĄāļ·āļāļāļāļāļŦāļļāđāļāļŠāđāļ§āļāļāļĨāļĒāļļāļāļāđāļāļēāļāļāļēāļĢāļĻāļķāļāļĐāļē (Strategy Partnership) āđāļāļ·āđāļāļāļēāļĢāļāļąāļāļāļēāļāļļāļāļ āļēāļāļāļēāļĢāļĻāļķāļāļĐāļē āđāļāđāļĄāļĩāļāļ§āļēāļĄāđāļŦāļĄāļēāļ°āļŠāļĄ āļĄāļĩāļāļ§āļēāļĄāđāļāđāļāđāļāđāļāđ āļĄāļĩāļāļĢāļ°āđāļĒāļāļāđ āđāļĨāļ°āļāļ§āļēāļĄāļāļĢāļāļāļāļĨāļļāļĄ āļāđāļ 3 āļāļĨāļāļēāļĢāļĻāļķāļāļĐāļēāļĄāļīāļāļīāļāļ§āļēāļĄāļĢāđāļ§āļĄāļĄāļ·āļāļāļāļāļŦāļļāđāļāļŠāđāļ§āļāļāļĨāļĒāļļāļāļāđāļāļēāļāļāļēāļĢāļĻāļķāļāļĐāļē (Strategy Partnership) āđāļĨāļ°āļāļĨāđāļāļāļēāļĢāļāļąāļāđāļāļĨāļ·āđāļāļāđāļāļāļĒāļļāļāļāļĻāļēāļŠāļāļĢāđāļāļēāļĢāļāļąāļāļāļēāļāļļāļāļ āļēāļāļāļēāļĢāļĻāļķāļāļĐāļēāļāļāļāļŠāļāļēāļāļĻāļķāļāļĐāļēāđāļāļŠāļąāļāļāļąāļāļŠāļģāļāļąāļāļāļēāļāđāļāļāļāļ·āđāļāļāļĩāđāļāļēāļĢāļĻāļķāļāļĐāļēāļāļĢāļ°āļāļĄāļĻāļķāļāļĐāļēāđāļāļāļąāļāļŦāļ§āļąāļāļŠāļāļāļĨāļē āļāļĩāđāđāļāđāļāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāđāļĨāļ°āļāļĨāļĨāļąāļāļāđāļŠāļģāļāļąāļ (OKRs) āļāļāļ§āđāļē āļāļāļāđāļāļĢāļāđāļēāļāđ āļāļĩāđāđāļāļĩāđāļĒāļ§āļāđāļāļāļāļąāļāļāļēāļĢāļāļąāļāļāļēāļĢāļĻāļķāļāļĐāļē āļĄāļĩāļāļēāļĢāļāļģāļĄāļīāļāļīāļāļāļāļāļēāļĢāļĄāļĩāļŠāđāļ§āļāļĢāđāļ§āļĄ 4 āļāļąāđāļāļāļāļ āļāļ·āļ (1) āļāļēāļĢāļĄāļĩāļŠāđāļ§āļāļĢāđāļ§āļĄāđāļāļāļēāļĢāļāļąāļāļŠāļīāļāđāļ (2) āļāļēāļĢāļĄāļĩāļŠāđāļ§āļāļĢāđāļ§āļĄāđāļāļāļēāļĢāļāļāļīāļāļąāļāļīāļāļēāļĢ (3) āļāļēāļĢāļĄāļĩāļŠāđāļ§āļāļĢāđāļ§āļĄāđāļāļāļĨāļāļĢāļ°āđāļĒāļāļāđ (4) āļāļēāļĢāļĄāļĩāļŠāđāļ§āļāļĢāđāļ§āļĄāđāļāļāļēāļĢāļāļĢāļ°āđāļĄāļīāļāļāļĨ āđāļāļĒāļĄāļīāļāļīāļāļēāļĢāļĄāļĩāļŠāđāļ§āļāļĢāđāļ§āļĄ āđāļāđāļ 2 āļĨāļąāļāļĐāļāļ° āļāļ·āļ āļāļēāļĢāļĄāļĩāļŠāđāļ§āļāļĢāđāļ§āļĄāļāļĒāđāļēāļāđāļāđāļāļāļēāļāļāļēāļĢ āđāļĨāļ°āļāļēāļĢāļĄāļĩāļŠāđāļ§āļāļĢāđāļ§āļĄāļāļĒāđāļēāļāđāļĄāđāđāļāđāļāļāļēāļāļāļēāļĢ āđāļĨāļ°āļŦāļļāđāļāļŠāđāļ§āļāļāļĨāļĒāļļāļāļāđāļāļēāļāļāļēāļĢāļĻāļķāļāļĐāļē āļāļĢāļ°āļāļāļāļāđāļ§āļĒ āļāļđāđāļāļĢāļīāļŦāļēāļĢāļāļēāļĢāļĻāļķāļāļĐāļē āļŦāļĢāļ·āļāļāļđāđāļĄāļĩāļŠāđāļ§āļāđāļāļĩāđāļĒāļ§āļāđāļāļāđāļāļĢāļ°āļāļąāļāļāđāļĒāļāļēāļĒ āļāļļāļĄāļāļ āļāļāļāđāļāļĢāļ āļēāļāļĩāđāļāļĢāļ·āļāļāđāļēāļĒ āļ āļēāļāđāļāļāļāļ āļāļđāđāļāļĢāļīāļŦāļēāļĢāļŠāļāļēāļāļĻāļķāļāļĐāļēāđāļĨāļ° āļāļĢāļđāļāļđāđāļŠāļāļāđāļāļāļąāļāļŦāļ§āļąāļāļŠāļāļāļĨāļēāļāļĩāđāļŠāļąāļāļāļąāļāļŠāļģāļāļąāļāļāļēāļāđāļāļāļāļ·āđāļāļāļĩāđāļāļēāļĢāļĻāļķāļāļĐāļēāļāļĢāļ°āļāļĄāļĻāļķāļāļĐāļēāđāļāļāļąāļāļŦāļ§āļąāļāļŠāļāļāļĨāļē āđāļāļ 1, 2, 3 āđāļāđāļāļāđāļ āđāļĨāļ°āļĄāļĩāļāļĨāđāļāļāļēāļĢāļāļąāļāđāļāļĨāļ·āđāļāļāļāļāļāļŦāļļāđāļāļŠāđāļ§āļāļāļĨāļĒāļļāļāļāđāļāļēāļāļāļēāļĢāļĻāļķāļāļĐāļē (Strategy Partnership) 3 āļĢāļ°āļāļąāļ āļĄāļĩāļāļāļāđāļāļĢāđāļĨāļ°āļŦāļāđāļ§āļĒāļāļēāļāļāļĩāđāļĄāļĩāļŠāđāļ§āļāļĢāđāļ§āļĄ āđāļāđāđāļāđ āļĢāļ°āļāļąāļāļāļąāļāļŦāļ§āļąāļ āļĢāļ°āļāļąāļāđāļāļāļāļ·āđāļāļāļĩāđāļāļēāļĢāļĻāļķāļāļĐāļē āļĢāļ°āļāļąāļāļŠāļāļēāļāļĻāļķāļāļĐāļē āđāļāļĒāļĢāļ°āļāļąāļāļāļąāļāļŦāļ§āļąāļ āļĄāļĩāļĻāļķāļāļĐāļēāļāļīāļāļēāļĢāļāļąāļāļŦāļ§āļąāļāļŠāļāļāļĨāļē āļĢāļ°āļāļąāļāđāļāļāļāļ·āđāļāļāļĩāđ āļĄāļĩāļāļđāđāļāļģāļāļ§āļĒāļāļēāļĢāđāļĨāļ°āļĢāļāļāļāļđāđāļāļģāļāļ§āļĒāļāļēāļĢ āļāļđāđāļāļģāļāļ§āļĒāļāļēāļĢāļāļĨāļļāđāļĄāļāđāļĒāļāļēāļĒāđāļĨāļ°āđāļāļ āđāļĨāļ°āđāļāđāļēāļŦāļāđāļēāļāļĩāđāđāļāļŠāļģāļāļąāļāļāļēāļāđāļāļāļāļ·āđāļāļāļĩāđāļāļēāļĢāļĻāļķāļāļĐāļēāļāļĢāļ°āļāļĄāļĻāļķāļāļĐāļē āļŠāļāļāļĨāļē āđāļāļ 1,2,3 āļĢāļ°āļāļąāļāļŠāļāļēāļāļĻāļķāļāļĐāļē āļāļĢāļ°āļāļāļāđāļāļāđāļ§āļĒāļāļđāđāļāļģāļāļ§āļĒāļāļēāļĢāđāļĨāļ°āļāļĢāļđāđāļĢāļāđāļĢāļĩāļĒāļāļāđāļēāļāļāļāļļāļ āđāļĢāļāđāļĢāļĩāļĒāļāļ§āļąāļāļāļ°āđāļ āđāļĢāļāđāļĢāļĩāļĒāļāļāļĨāļāļāļāļāļāļĢāļ°āļāļļāļ āđāļĢāļāđāļĢāļĩāļĒāļāļāđāļēāļāđāļāļāđāļĄāļē āđāļĢāļāđāļĢāļĩāļĒāļāļāđāļēāļāđāļāđāļē āđāļĢāļāđāļĢāļĩāļĒāļāļāđāļēāļāļāļĢāļēāļĒāļāļēāļ§ āļŠāļąāļāļāļąāļāļŠāļģāļāļąāļāļāļēāļāđāļāļāļāļ·āđāļāļāļĩāđāļāļēāļĢāļĻāļķāļāļĐāļēāļāļĢāļ°āļāļĄāļĻāļķāļāļĐāļē āļŠāļāļāļĨāļē āđāļāļ 1, 2, 3 āļāđāļ 4 āļāļĨāļāļēāļĢāļāļĢāļ°āđāļĄāļīāļāđāļāļāļĒāļļāļāļāļĻāļēāļŠāļāļĢāđāļāļēāļĢāļāļąāļāļāļēāļāļļāļāļ āļēāļāļāļēāļĢāļĻāļķāļāļĐāļēāļāļāļāļŠāļāļēāļāļĻāļķāļāļĐāļēāđāļāļŠāļąāļāļāļąāļāļŠāļģāļāļąāļāļāļēāļāđāļāļāļāļ·āđāļāļāļĩāđāļāļēāļĢāļĻāļķāļāļĐāļēāļāļĢāļ°āļāļĄāļĻāļķāļāļĐāļēāđāļāļāļąāļāļŦāļ§āļąāļāļŠāļāļāļĨāļē āļāļĩāđāđāļāđāļāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāđāļĨāļ°āļāļĨāļĨāļąāļāļāđāļŠāļģāļāļąāļ (OKRs) āļĢāļ°āļāļąāļāļāļąāļāļŦāļ§āļąāļ āđāļĨāļ°āļĢāļ°āļāļąāļāļŠāļāļēāļāļĻāļķāļāļĐāļē āđāļāļĒāļāļ§āļēāļĄāļĢāđāļ§āļĄāļĄāļ·āļāļāļāļāļŦāļļāđāļāļŠāđāļ§āļāļāļĨāļĒāļļāļāļāđāļāļēāļāļāļēāļĢāļĻāļķāļāļĐāļē (Strategy Partnership) āļāļāļ§āđāļē āđāļāļāļĒāļļāļāļāļĻāļēāļŠāļāļĢāđāļāļēāļĢāļāļąāļāļāļēāļāļļāļāļ āļēāļāļāļēāļĢāļĻāļķāļāļĐāļēāļāļāļāļŠāļāļēāļāļĻāļķāļāļĐāļēāđāļāļŠāļąāļāļāļąāļāļŠāļģāļāļąāļāļāļēāļāđāļāļāļāļ·āđāļāļāļĩāđāļāļēāļĢāļĻāļķāļāļĐāļēāļāļĢāļ°āļāļĄāļĻāļķāļāļĐāļēāđāļāļāļąāļāļŦāļ§āļąāļāļŠāļāļāļĨāļē āļāļĩāđāđāļāđāļāļ§āļąāļāļāļļāļāļĢāļ°āļŠāļāļāđāđāļĨāļ°āļāļĨāļĨāļąāļāļāđāļŠāļģāļāļąāļ (OKRs) āļĢāļ°āļāļąāļāļāļąāļāļŦāļ§āļąāļ āđāļĨāļ°āļĢāļ°āļāļąāļāļŠāļāļēāļāļĻāļķāļāļĐāļē āļĄāļĩāļāļ§āļēāļĄāđāļāđāļāđāļāđāļāđ āļĄāļĩāļāļĢāļ°āđāļĒāļāļāđ āļĄāļĩāļāļ§āļēāļĄāđāļŦāļĄāļēāļ°āļŠāļĄ āđāļĨāļ°āļāļ§āļēāļĄāļāļĢāļāļāļāļĨāļļāļĄāļāđāļāļŠāļāļēāļāļĻāļķāļāļĐāļē āļāļĢāļđ āđāļĨāļ°āļāļđāđāđāļĢāļĩāļĒāļāđāļāļĒāļāļĢāļ āđāļĨāļ°āļŠāļāļāļāļĨāđāļāļāļāļąāļāļāļĒāđāļēāļāļāđāļāđāļāļ·āđāļāļāļāļąāđāļ 2 āļĢāļ°āļāļą
A Method for Evidence Based Quality Practice Engineering
Ohjelmistotuotannon laatu on yhÃĪ yksi IT-teollisuuden suurimpia ongelmia. Erityisen kiinnostava kysymys on, kuinka tietty laatutaso voitaisiin saavuttaa systemaattisesti. Empiirinen ohjelmistotuotanto (EBSE) pyrkii vastaamaan tÃĪhÃĪn kysymykseen kerÃĪÃĪmÃĪllÃĪ todistusaineistoa aitojen ohjelmistotuotantoprosessien ja -tuotoksien toimivuudesta. TÃĪssÃĪ tyÃķssÃĪ tutkimusnÃĪkÃķkulmaksi on valittu laatukÃĪytÃĪntÃķjen ja -tavoitteiden vÃĪlinen suhde konstruoimalla ja vertailemalla uusia menetelmÃĪ ohjelmistotuotantoprosessien kehittÃĪmiseksi.
Tutkimusta varten suoritettiin yhteensÃĪ viisi toimintotutkimuksellista ja konstruktiivista interventiota neljÃĪssÃĪ suomalaisessa keskikokoisessa ohjelmistotuote-yrityksessÃĪ. Ensiksi sovellettiin laatupalettianalyysi -menetelmÃĪÃĪ kolmessa yrityksessÃĪ. TÃĪmÃĪn jÃĪlkeen konsturoitiin uudet indikaattorianalyysi ja "NMA"-aivomyrsky menetelmÃĪt. ViimeisenÃĪ konstruktiona rakennettiin semanttisen verkon -teknologiaan pohjautuva tietÃĪmyskanta laatutavoitteiden ja -kÃĪytÃĪntÃķjen vÃĪlisten vaikutusten tutkimiseen.
Tutkimuksen tulokset ovat kaksiosaiset. Huolimatta siitÃĪ, ettÃĪ todistusaineiston mÃĪÃĪrÃĪllisen puutteen takia tilastollisesti merkittÃĪviÃĪ tuloksia ei voida tÃĪssÃĪ tyÃķssÃĪ esittÃĪÃĪ, uusi tietÃĪmyskanta vaikuttaisi teoreettisesti pystyvÃĪn tutkituista menetelmistÃĪ ainoana vastaamaan tutkimuskysymyksessÃĪ esitettyyn kysymykseen. Teollisuuden lisÃĪksi tietÃĪmyskantaa on mahdollista hyÃķdyntÃĪÃĪ akateemisessa tutkimuksessa, opetuksessa, koulutuksessa ja ohjelmistotuotantoprosessin kehitysideoiden arvioinnissa. TietÃĪmyskanta pystyi vastaamaan tiettyihin kysymyksiin, kuten "mitÃĪ kÃĪytÃĪntÃķjÃĪ tulisi soveltaa varmistuakseen, ettei ohjelmistopÃĪivitykseen kuluva tyÃķmÃĪÃĪrÃĪ ylitÃĪ 8h:a?". Vastauksena saatiin kÃĪytÃĪntÃķvektori "savutestiasennus" ja "alfa/beta -testaus".
VÃĪhÃĪisen tutkimustiedon takia tietÃĪmyskanta ei kuitenkaan pysty toistaiseksi vastaamaan esimerkiksi miten pÃĪivitykseen kuluvaa tyÃķmÃĪÃĪrÃĪÃĪ voitaisiin lyhentÃĪÃĪ. LisÃĪksi tuloksen luotettavuutta voidaan pitÃĪÃĪ heikkona. Tietokannan antamien vastauksien laajuutta ja luotettavuutta voitaisiin kuitenkin helposti parantaa laatimalla systemaattisia kirjallisuuskatsauksia kaikesta saatavilla olevasta ohjelmistotuotantokÃĪytÃĪntÃķihin liittyvÃĪstÃĪ tieteellisestÃĪ kirjallisuudesta ja syÃķttÃĪmÃĪllÃĪ tulokset tietÃĪmyskantaan. Kunnes tietÃĪmyskannasta pystytÃĪÃĪn kehittÃĪmÃĪÃĪn teolliseen kÃĪyttÃķÃķn soveltuva versio, NMA -aivomyrsky on selkeÃĪsti tehokkain menetelmÃĪ kehitysideoiden tuottamiseen. Muut tutkitut tyÃķpajamenetelmÃĪt eivÃĪt aina tuottaneet lainkaan kehitysideoita eivÃĪtkÃĪ siten sovellu teolliseen kÃĪyttÃķÃķn. Kuitenkin tÃĪmÃĪn tyÃķn lopussa esitetÃĪÃĪn ehdotuksia siitÃĪ, kuinka laatupalettianalyysiÃĪ voitaisiin hyÃķdyntÃĪÃĪ tietÃĪmyskannan tiedonkeruumenetelmÃĪnÃĪ mm. poistamalla tyÃķpaja-vaihe ja kehittÃĪmÃĪllÃĪ uusi esitehtÃĪvÃĪtyÃķkalu.The quality of the software has been and remains as a key problem of the software industry. Especially interesting questions is, how a certain level of quality can be systematically reached. Evidence-based software engineering (EBSE) tries to provide answer to this question by collecting empirical evidence on different aspects of the software engineering process and deliverables. In this work the perspective of quality practices and goals has been selected for constructing and evaluating a method that could be used for industrial software process improvement (SPI).
Four subject Finnish middle-sized software product companies were studied by performing in total five action research and constructive interventions. First the novel Quality Palette Analysis -method was applied for three subject companies in different variations. Next the Indicator Analysis and the New Method A (NMA) -brainstorming method were constructed and applied by the author. As a final constructive step, the author designed a novel Semantic Web -based EBSE experience factory for mapping the empirical evidence on the relationship of the quality goals and practices.
The results of the study are two-fold. While the collected data on the relationship between the quality goals and practices remains insufficient to draw definitive claims, it seems that the EBSE DB provides theoretically a very high utility model for software process improvement (SPI) initiative evaluation, training & education, and for the scientific research. The database is able to answer questions such as "which practices should be used to ensure reaching of effort of 8h per update" with an answer vector of practices "smokeTesting" and "alphaBetaTesting". Due to small amount of samples the database is currently unable to answer for example, how an update effort of 1 hour less could be reached and the results can be considered unreliable.
However, the reliability and range of answerable questions could be easily improvement by performing systematic literature review on all available scientific evidence on the software engineering practices. While such a system remains as a prototype, the NMA -brainstorming method provided clearly the best yield of SPI initiatives compared to the time invested in the data collection. The other methods were by the best cumbersome and can't be recommended for industrial application in their current forms. However, the author provides suggestions how the QPA-method could be altered to function in the Future as a primary data collection method for the EBSE DB in context of individual companies by omitting the workshop -phase and developing an automatic data collection tool similar to the current QPA pre-assignment
Team learning in a matrix organization: case study of a software development center in Mexico
http://tartu.ester.ee/record=b2611560~S1*es
Remote Sensing of Precipitation: Part II
Precipitation is a well-recognized pillar in the global water and energy balances. The accurate and timely understanding of its characteristics at the global, regional and local scales is indispensable for a clearer insight on the mechanisms underlying the Earthâs atmosphere-ocean complex system. Precipitation is one of the elements that is documented to be greatly affected by climate change. In its various forms, precipitation comprises the primary source of freshwater, which is vital for the sustainability of almost all human activities. Its socio-economic significance is fundamental in managing this natural resource effectively, in applications ranging from irrigation to industrial and household usage. Remote sensing of precipitation is pursued through a broad spectrum of continuously enriched and upgraded instrumentation, embracing sensors which can be ground-based (e.g., weather radars), satellite-borne (e.g., passive or active space-borne sensors), underwater (e.g., hydrophones), aerial, or ship-borne. This volume hosts original research contributions on several aspects of remote sensing of precipitation, including applications which embrace the use of remote sensing in tackling issues such as precipitation estimation, seasonal characteristics of precipitation and frequency analysis, assessment of satellite precipitation products, storm prediction, rain microphysics and microstructure, and the comparison of satellite and numerical weather prediction precipitation products
GVSU Press Releases, 2002
A compilation of press releases for the year 2002 submitted by University Communications (formerly News & Information Services) to news agencies concerning the people, places, and events related to Grand Valley State University
XX Workshop de Investigadores en Ciencias de la ComputaciÃģn - WICC 2018 : Libro de actas
Actas del XX Workshop de Investigadores en Ciencias de la ComputaciÃģn (WICC 2018), realizado en Facultad de Ciencias Exactas y Naturales y Agrimensura de la Universidad Nacional del Nordeste, los dÃŽas 26 y 27 de abril de 2018.Red de Universidades con Carreras en InformÃĄtica (RedUNCI
XX Workshop de Investigadores en Ciencias de la ComputaciÃģn - WICC 2018 : Libro de actas
Actas del XX Workshop de Investigadores en Ciencias de la ComputaciÃģn (WICC 2018), realizado en Facultad de Ciencias Exactas y Naturales y Agrimensura de la Universidad Nacional del Nordeste, los dÃŽas 26 y 27 de abril de 2018.Red de Universidades con Carreras en InformÃĄtica (RedUNCI