On the congruence of modularity and code coupling

ABSTRACT Software systems are modularized to make their inherent complexity manageable. While there exists a set of wellknown principles that may guide software engineers to design the modules of a software system, we do not know which principles are followed in practice. In a study based on 16 open source projects, we look at different kinds of coupling concepts between source code entities, including structural dependencies, fan-out similarity, evolutionary coupling, code ownership, code clones, and semantic similarity. The congruence between these coupling concepts and the modularization of the system hints at the modularity principles used in practice. Furthermore, the results provide insights on how to support developers to modularize software systems

The Mirroring Hypothesis: Theory, Evidence and Exceptions

The mirroring hypothesis predicts that the organizational patterns of a development project (e.g. communication links, geographic collocation, team and firm co-membership) will correspond to the technical patterns of dependency in the system under development. Scholars in a range of disciplines have argued that mirroring is either necessary or a highly desirable feature of development projects, but evidence pertaining to the hypothesis is widely scattered across fields, research sites, and methodologies. In this paper, we formally define the mirroring hypothesis and review 102 empirical studies spanning three levels of organization: within a single firm, across firms, and in open community-based development projects. The hypothesis was supported in 69% of the cases. Support for the hypothesis was strongest in the within-firm sample, less strong in the across-firm sample, and relatively weak in the open collaborative sample. Based on a detailed analysis of the cases in which the mirroring hypothesis was not supported, we introduce the concept of actionable transparency as a means of achieving coordination without mirroring. We present examples from practice and describe the more complex organizational patterns that emerge when actionable transparency allows designers to 'break the mirror.'Modularity, innovation, product and process development, organization design, design structure, organizational structure, organizational ties

COORDINATION BY REASSIGNMENT IN THE FIREFOX COMMUNITY

According to the so-called mirroring hypothesis , the structure of an organization tends to replicate the technical dependencies among the different components in the product (or service) that the organization is developing. An explanation for this phenomenon is that socio-technical alignment, which can be measured by the congrunce of technical dependencies and human relations (Cataldo et al., 2008), leads to more efficient coordination. In this context, we suggest that a key organizational capability, especially in fast-changing environments, is to quickly reorganize in response to new opportunities or simply in order to solve problems more efficiently. To back up our suggestion, we study the dynamics of congrunce between task dependencies and expert attention within the Firefox project, as reported to the Bugzilla bug tracking system. We identify in this database several networks of interrelated problems, known as bug report networks (Sandusky et al., 2004). We show that the ability to reassign bugs to other developers within each bug report network does indeed correlate positively with the average level of congrunce achieved on each bug report network. Furthermore, when bug report networks are grouped according to common experts, we find preliminary evidence that the relationship between congrunce and assignments could be different from one group to the other

The compositional and evolutionary logic of metabolism

Metabolism displays striking and robust regularities in the forms of modularity and hierarchy, whose composition may be compactly described. This renders metabolic architecture comprehensible as a system, and suggests the order in which layers of that system emerged. Metabolism also serves as the foundation in other hierarchies, at least up to cellular integration including bioenergetics and molecular replication, and trophic ecology. The recapitulation of patterns first seen in metabolism, in these higher levels, suggests metabolism as a source of causation or constraint on many forms of organization in the biosphere. We identify as modules widely reused subsets of chemicals, reactions, or functions, each with a conserved internal structure. At the small molecule substrate level, module boundaries are generally associated with the most complex reaction mechanisms and the most conserved enzymes. Cofactors form a structurally and functionally distinctive control layer over the small-molecule substrate. Complex cofactors are often used at module boundaries of the substrate level, while simpler ones participate in widely used reactions. Cofactor functions thus act as "keys" that incorporate classes of organic reactions within biochemistry. The same modules that organize the compositional diversity of metabolism are argued to have governed long-term evolution. Early evolution of core metabolism, especially carbon-fixation, appears to have required few innovations among a small number of conserved modules, to produce adaptations to simple biogeochemical changes of environment. We demonstrate these features of metabolism at several levels of hierarchy, beginning with the small-molecule substrate and network architecture, continuing with cofactors and key conserved reactions, and culminating in the aggregation of multiple diverse physical and biochemical processes in cells.Comment: 56 pages, 28 figure

Governing Intra-project Modular Interdependencies in ISD Projects: A Control Theory Perspective

Though information systems development (ISD) projects use modularization as an approach to better manage complex tasks by decomposing them into simpler intra-project modules, we lack clearly established modalities for managing such modularized ISD projects. Adopting a control theory perspective and leveraging a case study research approach, we unearth the underlying “control mechanisms” that an organization leveraged to manage eight modularized ISD projects. Specifically, we explore the intra-project modular dependencies that the projects’ business requirement documents indicated and use results from semi-structured interviews with project members to identify the corresponding control mechanisms. Our results indicate that, in scenarios with a low level of intra-project modular interdependencies, formal outcome and formal behavior constitute the preferred control mechanisms. However, specific situations related to flexible project practices and volatile client requirements may minimize the level of formal outcome and formal behavior control mechanisms in such projects. A low level of interdependencies between intra-project modules minimizes the need for informal clan control; nonetheless, informal clan-control mechanisms may help team members understand project requirements in a shared manner. Projects with a high level of interdependencies between intra-project modules have a high level of informal clan control. However, in some situations, projects with a high level of intra-project modular interdependencies have a low level of informal clan control often due to time pressures. Organizations may govern projects with a high level of intra-project modular interdependencies and poor structures through an enabling control style. Organizations can effectively govern projects with a low level of intra-project modular interdependencies through authoritative control style except in the projects where they assign team members to multiple projects simultaneously. By leveraging control theory to examine the intra-project modular dependencies, we add to the ongoing discourse on control theory and ISD project governance

Orchestrating Service Innovation Using Design Moves: The Dynamics of Fit between Service and Enterprise IT Architectures

Service science perspectives highlight the central role of information technology (IT) in transforming the design and delivery of services. To discern the mechanisms through which IT impacts service innovation, we explore the dynamics of the relationship between enterprise IT and service architectures, and how these dynamics influence the performance of service innovation projects. We conducted six case studies to investigate how firms orchestrated service innovation, focusing on the design of the service architecture and its relationship to enterprise systems. We synthesize the case findings to develop a set of propositions on the antecedents and consequences of fit (or misfit) between service architecture and enterprise IT architecture. We then study how the case firms attempted to achieve congruence between the service and system architectures—both in design and in operation—by viewing the design moves they made as efforts to build and strike digital options

Software Development in Multiteam Systems: A Longitudinal Study on the Effects of Structural Incongruences on Coordination Effectiveness

This study examines structural incongruences between organizational and product domains and their implications for coordination effectiveness in large-scale software development. We use the ongoing shift from on-premise to cloud-based software solutions to examine longitudinal effects of structural incongruences, i.e. the mismatch between organizational structures, including knowledge and task dependencies, and product structures, including technical dependencies, and how they resolve. We integrate extant literature in this field with literature on multiteam systems (MTS) and team composition to guide our longitudinal case study of one particular MTS within a large software organization. First insights from an initial case study of three development teams of different MTSs show how high level structural incongruences emerge on a team-level, providing a foundation for our subsequent study. By exploring the effects of structural incongruences over time, we expect to contribute to existing literature on organizational and product structure alignment as well as on MTS coordination effectiveness research