Coordinating Knowledge Work in Multi-Team Programs: Findings from a Large-Scale Agile Development Program

Software development projects have undergone remarkable changes with the arrival of agile development methods. While intended for small, self-managing teams, these methods are increasingly used also for large development programs. A major challenge in programs is to coordinate the work of many teams, due to high uncertainty in tasks, a high degree of interdependence between tasks and because of the large number of people involved. This revelatory case study focuses on how knowledge work is coordinated in large-scale agile development programs by providing a rich description of the coordination practices used and how these practices change over time in a four year development program with 12 development teams. The main findings highlight the role of coordination modes based on feedback, the use of a number of mechanisms far beyond what is described in practitioner advice, and finally how coordination practices change over time. The findings are important to improve the outcome of large knowledge-based development programs by tailoring coordination practices to needs and ensuring adjustment over time.Comment: To appear in Project Management Journa

Local Cooperatives' Role in the Emerging Dairy Industry

Structural changes in the dairy industry such as the adoption of Total Mixed Rations in place of manufactured complete feeds and declines in milk production in the areas served by locals are bringing these cooperatives to a crossroads where they must decide who will be their core customer. The ramifications of this choice are increased through market segmentation which enables cooperatives to more precisely meet the needs of producer-members but simultaneously increases diversity among members and, potentially, among locals themselves. Survey results from 247 locals indicated small producers (cl00 cows) made up 80 percent of their clientele. The production practices of these producers appeared to lag significantly behind the innovators and large producers (>l 00 cows) observed by locals as well as the small producers studied on a nationwide basis by USDA’s National Animal Health Monitoring System. To survive themselves, locals will need to take a more aggressive and informed approach to sustaining small producers.cooperatives, local cooperatives, dairy production, feed, Livestock Production/Industries,

Against the “networked information economy”: rethinking decentralization, community, and free software development

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Elastic Business Process Management: State of the Art and Open Challenges for BPM in the Cloud

With the advent of cloud computing, organizations are nowadays able to react rapidly to changing demands for computational resources. Not only individual applications can be hosted on virtual cloud infrastructures, but also complete business processes. This allows the realization of so-called elastic processes, i.e., processes which are carried out using elastic cloud resources. Despite the manifold benefits of elastic processes, there is still a lack of solutions supporting them. In this paper, we identify the state of the art of elastic Business Process Management with a focus on infrastructural challenges. We conceptualize an architecture for an elastic Business Process Management System and discuss existing work on scheduling, resource allocation, monitoring, decentralized coordination, and state management for elastic processes. Furthermore, we present two representative elastic Business Process Management Systems which are intended to counter these challenges. Based on our findings, we identify open issues and outline possible research directions for the realization of elastic processes and elastic Business Process Management.Comment: Please cite as: S. Schulte, C. Janiesch, S. Venugopal, I. Weber, and P. Hoenisch (2015). Elastic Business Process Management: State of the Art and Open Challenges for BPM in the Cloud. Future Generation Computer Systems, Volume NN, Number N, NN-NN., http://dx.doi.org/10.1016/j.future.2014.09.00

The Patent Spiral

Examination — the process of reviewing a patent application and deciding whether to grant the requested patent — improves patent quality in two ways. It acts as a substantive screen, filtering out meritless applications and improving meritorious ones. It also acts as a costly screen, discouraging applicants from seeking low-value patents. Yet despite these dual roles, the patent system has a substantial quality problem: it is both too easy to get a patent (because examiners grant invalid patents that should be filtered out by a substantive screen) and too cheap to do so (because examiners grant low-value nuisance patents that should be filtered out by a costly screen). This Article argues that these flaws in patent screening are both worse and better than has been recognized. The flaws are worse because they are not static, but dynamic, interacting to reinforce each other. This interaction leads to a vicious cycle of more and more patents that should never have been granted. When patents are too easily obtained, that undermines the costly screen, because even a plainly invalid patent has a nuisance value greater than its cost. And when patents are too cheaply obtained, that undermines the substantive screen, because there will be more patent applications, and the examination system cannot scale indefinitely without sacrificing accuracy. The result is a cycle of more and more applications, being screened less and less accurately, to give more and more low-quality patents. And although it is hard to test directly if the quality of patent examination is falling, there is evidence suggesting that this cycle is affecting the patent system. At the same time, these flaws are not as bad as they seem because this cycle may be surprisingly easy to solve. The cycle gives policymakers substantial flexibility in designing patent reforms, because the effect of a reform on one piece of the cycle will propagate to the rest of the cycle. Reformers can concentrate on the easiest places to make reforms (like the litigation system) instead of trying to do the impossible (like eliminating examination errors). Such reforms would not only have local effects, but could help make the entire patent system work better

Human-agent collectives

We live in a world where a host of computer systems, distributed throughout our physical and information environments, are increasingly implicated in our everyday actions. Computer technologies impact all aspects of our lives and our relationship with the digital has fundamentally altered as computers have moved out of the workplace and away from the desktop. Networked computers, tablets, phones and personal devices are now commonplace, as are an increasingly diverse set of digital devices built into the world around us. Data and information is generated at unprecedented speeds and volumes from an increasingly diverse range of sources. It is then combined in unforeseen ways, limited only by human imagination. People’s activities and collaborations are becoming ever more dependent upon and intertwined with this ubiquitous information substrate. As these trends continue apace, it is becoming apparent that many endeavours involve the symbiotic interleaving of humans and computers. Moreover, the emergence of these close-knit partnerships is inducing profound change. Rather than issuing instructions to passive machines that wait until they are asked before doing anything, we will work in tandem with highly inter-connected computational components that act autonomously and intelligently (aka agents). As a consequence, greater attention needs to be given to the balance of control between people and machines. In many situations, humans will be in charge and agents will predominantly act in a supporting role. In other cases, however, the agents will be in control and humans will play the supporting role. We term this emerging class of systems human-agent collectives (HACs) to reflect the close partnership and the flexible social interactions between the humans and the computers. As well as exhibiting increased autonomy, such systems will be inherently open and social. This means the participants will need to continually and flexibly establish and manage a range of social relationships. Thus, depending on the task at hand, different constellations of people, resources, and information will need to come together, operate in a coordinated fashion, and then disband. The openness and presence of many distinct stakeholders means participation will be motivated by a broad range of incentives rather than diktat. This article outlines the key research challenges involved in developing a comprehensive understanding of HACs. To illuminate this agenda, a nascent application in the domain of disaster response is presented