Integration Starts on Day One in Global Software Development Projects

partnering to offer students the opportunity to work on globally distributed software development projects. The innovative collaborative model has evolved towards an emphasis on technology mashups for development and communication, mentoring and auditing for assuring quality, and team and software integration for right-sourcing. This paper describes a project where students working in sub-teams were required to integrate their sub-components as a single system for a Cambodian environment. Furthermore, a well-defined design sub-component was subject to a competitive bidding process in an attempt to enhance quality though design diversity. The paper reports on our findings and summarizes the dos and don'ts associated with integration. Both team and software integration needs careful attention from day one on a project, a finding that has repercussions for educational and industrial practice

A Model-Driven Approach for Business Process Management

The Business Process Management is a common mechanism recommended by a high number of standards for the management of companies and organizations. In software companies this practice is every day more accepted and companies have to assume it, if they want to be competitive. However, the effective definition of these processes and mainly their maintenance and execution are not always easy tasks. This paper presents an approach based on the Model-Driven paradigm for Business Process Management in software companies. This solution offers a suitable mechanism that was implemented successfully in different companies with a tool case named NDTQ-Framework.Ministerio de Educación y Ciencia TIN2010-20057-C03-02Junta de Andalucía TIC-578

Investigating grid computing technologies for use with commercial simulation packages

As simulation experimentation in industry become more computationally demanding, grid computing can be seen as a promising technology that has the potential to bind together the computational resources needed to quickly execute such simulations. To investigate how this might be possible, this paper reviews the grid technologies that can be used together with commercial-off-the-shelf simulation packages (CSPs) used in industry. The paper identifies two specific forms of grid computing (Public Resource Computing and Enterprise-wide Desktop Grid Computing) and the middleware associated with them (BOINC and Condor) as being suitable for grid-enabling existing CSPs. It further proposes three different CSP-grid integration approaches and identifies one of them to be the most appropriate. It is hoped that this research will encourage simulation practitioners to consider grid computing as a technologically viable means of executing CSP-based experiments faster

Leveraging simulation practice in industry through use of desktop grid middleware

This chapter focuses on the collaborative use of computing resources to support decision making in industry. Through the use of middleware for desktop grid computing, the idle CPU cycles available on existing computing resources can be harvested and used for speeding-up the execution of applications that have “non-trivial” processing requirements. This chapter focuses on the desktop grid middleware BOINC and Condor, and discusses the integration of commercial simulation software together with free-to-download grid middleware so as to offer competitive advantage to organizations that opt for this technology. It is expected that the low-intervention integration approach presented in this chapter (meaning no changes to source code required) will appeal to both simulation practitioners (as simulations can be executed faster, which in turn would mean that more replications and optimization is possible in the same amount of time) and the management (as it can potentially increase the return on investment on existing resources)

Process Models and Distribution of Work in Offshoring Application Software Development

Common process models for the development of application software (AS) are examined as to how well they are suited for offshoring projects. The need for communication and interaction among onsite and offshore project stakeholders is identified as a critical success factor. Process models used by organizations providing offshoring services are discussed, and a generalized offshoring life cycle model is developed. A specific focus is set on the distribution of work between the organization that outsources AS development and the offshore organization that carries out the major share of the development work. Problems and challenges that have to be faced, making offshoring a difficult task, are discussed. --