Incremental Process Support for Code Reengineering

Reengineering a large code base can be a monumental task, and the situation becomes even worse if the code is concomitantly being modified. For the past two years, we have been using the Marvel process centered environment (PCE) for all of our software development and are currently using it to develop the Oz PCE (Marvel's successor). Towards this effort, we are reengineering Oz's code base to isolate the process engine, transaction manager, and object management system as separate components that can be mixed and matched in arbitrary systems. In this paper, we show how a PCE can guide and assist teams of users in carrying out code reengineering while allowing them to continue their normal code development. The key features to this approach are its incremental nature and the ability of the PCE to automate most of the tasks necessary to maintain the consistency of the code base

Refactoring, reengineering and evolution: paths to Geant4 uncertainty quantification and performance improvement

Ongoing investigations for the improvement of Geant4 accuracy and computational performance resulting by refactoring and reengineering parts of the code are discussed. Issues in refactoring that are specific to the domain of physics simulation are identified and their impact is elucidated. Preliminary quantitative results are reported.Comment: To be published in the Proc. CHEP (Computing in High Energy Physics) 201

The development and technology transfer of software engineering technology at NASA. Johnson Space Center

The United State's big space projects of the next decades, such as Space Station and the Human Exploration Initiative, will need the development of many millions of lines of mission critical software. NASA-Johnson (JSC) is identifying and developing some of the Computer Aided Software Engineering (CASE) technology that NASA will need to build these future software systems. The goal is to improve the quality and the productivity of large software development projects. New trends are outlined in CASE technology and how the Software Technology Branch (STB) at JSC is endeavoring to provide some of these CASE solutions for NASA is described. Key software technology components include knowledge-based systems, software reusability, user interface technology, reengineering environments, management systems for the software development process, software cost models, repository technology, and open, integrated CASE environment frameworks. The paper presents the status and long-term expectations for CASE products. The STB's Reengineering Application Project (REAP), Advanced Software Development Workstation (ASDW) project, and software development cost model (COSTMODL) project are then discussed. Some of the general difficulties of technology transfer are introduced, and a process developed by STB for CASE technology insertion is described

C to O-O Translation: Beyond the Easy Stuff

Can we reuse some of the huge code-base developed in C to take advantage of modern programming language features such as type safety, object-orientation, and contracts? This paper presents a source-to-source translation of C code into Eiffel, a modern object-oriented programming language, and the supporting tool C2Eif. The translation is completely automatic and supports the entire C language (ANSI, as well as many GNU C Compiler extensions, through CIL) as used in practice, including its usage of native system libraries and inlined assembly code. Our experiments show that C2Eif can handle C applications and libraries of significant size (such as vim and libgsl), as well as challenging benchmarks such as the GCC torture tests. The produced Eiffel code is functionally equivalent to the original C code, and takes advantage of some of Eiffel's object-oriented features to produce safe and easy-to-debug translations

Principles in Patterns (PiP) : Evaluation of Impact on Business Processes

The innovation and development work conducted under the auspices of the Principles in Patterns (PiP) project is intended to explore and develop new technology-supported approaches to curriculum design, approval and review. An integral component of this innovation is the use of business process analysis and process change techniques - and their instantiation within the C-CAP system (Class and Course Approval Pilot) - in order to improve the efficacy of curriculum approval processes. Improvements to approval process responsiveness and overall process efficacy can assist institutions in better reviewing or updating curriculum designs to enhance pedagogy. Such improvements also assume a greater significance in a globalised HE environment, in which institutions must adapt or create curricula quickly in order to better reflect rapidly changing academic contexts, as well as better responding to the demands of employment marketplaces and the expectations of professional bodies. This is increasingly an issue for disciplines within the sciences and engineering, where new skills or knowledge need to be rapidly embedded in curricula as a response to emerging technological or environmental developments. All of the aforementioned must also be achieved while simultaneously maintaining high standards of academic quality, thus adding a further layer of complexity to the way in which HE institutions engage in "responsive curriculum design" and approval. This strand of the PiP evaluation therefore entails an analysis of the business process techniques used by PiP, their efficacy, and the impact of process changes on the curriculum approval process, as instantiated by C-CAP. More generally the evaluation is a contribution towards a wider understanding of technology-supported process improvement initiatives within curriculum approval and their potential to render such processes more transparent, efficient and effective. Partly owing to limitations in the data required to facilitate comparative analyses, this evaluation adopts a mixed approach, making use of qualitative and quantitative methods as well as theoretical techniques. These approaches combined enable a comparative evaluation of the curriculum approval process under the "new state" (i.e. using C-CAP) and under the "previous state". This report summarises the methodology used to enable comparative evaluation and presents an analysis and discussion of the results. As the report will explain, the impact of C-CAP and its ability to support improvements in process and document management has resulted in the resolution of numerous process failings. C-CAP has also demonstrated potential for improvements in approval process cycle time, process reliability, process visibility, process automation, process parallelism and a reduction in transition delays within the approval process, thus contributing to considerable process efficiencies; although it is acknowledged that enhancements and redesign may be required to take advantage of C-CAP's potential. Other aspects pertaining to C-CAP's impact on process change, improvements to document management and the curation of curriculum designs will also be discussed

A Model-Driven Architecture Approach to the Efficient Identification of Services on Service-oriented Enterprise Architecture

Service-Oriented Enterprise Architecture requires the efficient development of loosely-coupled and interoperable sets of services. Existing design approaches do not always take full advantage of the value and importance of the engineering invested in existing legacy systems. This paper proposes an approach to define the key services from such legacy systems effectively. The approach focuses on identifying these services based on a Model-Driven Architecture approach supported by guidelines over a wide range of possible service types

The impact of enterprise application integration on information system lifecycles

Information systems (IS) have become the organisational fabric for intra-and inter-organisational collaboration in business. As a result, there is mounting pressure from customers and suppliers for a direct move away from disparate systems operating in parallel towards a more common shared architecture. In part, this has been achieved through the emergence of new technology that is being packaged into a portfolio of technologies known as enterprise application integration (EAI). Its emergence however, is presenting investment decision-makers charged with the evaluation of IS with an interesting challenge. The integration of IS in-line with the needs of the business is extending their identity and lifecycle, making it difficult to evaluate the full impact of the system as it has no definitive start and/or end. Indeed, the argument presented in this paper is that traditional life cycle models are changing as a result of technologies that support their integration with other systems. In this paper, the need for a better understanding of EAI and its impact on IS lifecycles are discussed and a classification framework proposed.Engineering and Physical Sciences Research Council (EPSRC) Grant Ref: (GR/R08025) and Australian Research Council (DP0344682)