Holistic analysis of the effectiveness of a software engineering teaching approach

To provide the best training in software engineering, several approaches and strategies are carried out. Some of them are more theoretical, learned through books and manuals, while others have a practical focus and often done in collaboration with companies. In this paper, we share an approach based on a balanced mix to foster the assimilation of knowledge, the approximation with what is done in software companies and student motivation. Two questionnaires were also carried out, one involving students, who had successfully completed the subject in past academic years (some had already graduated, and others are still students), and other questionnaire involving companies, in the field of software development, which employ students from our school. The analysis of the perspectives of the different stakeholders allows an overall and holistic) view, and a general understanding, of the effectiveness of the software engineering teaching approach. We analyse the results of the questionnaires and share some of the experiences and lessons learned.info:eu-repo/semantics/publishedVersio

Designing a consulting services architecture model

textDuring my years of experience in the technology industry, it has become obvious that standard processes and methodologies within the engineering discipline are at a mature state. The realization though is that software engineering specifically lags behind. Most software engineering methodologies that I have studied focus on the mission of software development. It is this realization and the need for structure that led me to review existing methodologies used within my company's software services organization. The definition of what a successful software services methodology entails is rather limited. This report will provide a history of existing software engineering methodologies that I have studied, describe an initial services method that was being developed within my organization, develop a new model that addresses previous shortcomings and identify additional components required to further define a strong software services-oriented delivery methodology.Electrical and Computer Engineerin

Software Engineering Timeline: major areas of interest and multidisciplinary trends

Ingeniería del software. EvolucionSociety today cannot run without software and by extension, without Software Engineering. Since this discipline emerged in 1968, practitioners have learned valuable lessons that have contributed to current practices. Some have become outdated but many are still relevant and widely used. From the personal and incomplete perspective of the authors, this paper not only reviews the major milestones and areas of interest in the Software Engineering timeline helping software engineers to appreciate the state of things, but also tries to give some insights into the trends that this complex engineering will see in the near future

Intangible trust requirements - how to fill the requirements trust "gap"?

Previous research efforts have been expended in terms of the capture and subsequent instantiation of "soft" trust requirements that relate to HCI usability concerns or in relation to "hard" tangible security requirements that primarily relate to security a ssurance and security protocols. Little direct focus has been paid to managing intangible trust related requirements per se. This 'gap' is perhaps most evident in the public B2C (Business to Consumer) E- Systems we all use on a daily basis. Some speculative suggestions are made as to how to fill the 'gap'. Visual card sorting is suggested as a suitable evaluative tool; whilst deontic logic trust norms and UML extended notation are the suggested (methodologically invariant) means by which software development teams can perhaps more fully capture hence visualize intangible trust requirements

End-Users Leading, Capturing, and Mitigating Risk in a DSDM Project

The study aimed to assess the suitability of Dynamic System Development Methodology (DSDM) for managing strategic risk and incorporating the end user's perspective in developing a Business Risk Strategy. Additionally, it sought to outline the elements and processes of the DSDM risk strategy, devise an end-user-cantered DSDM risk strategy, and evaluate the effectiveness of the model in capturing the end user's voice. It was discovered that the DSDM serves as an agile software development tool aimed at enhancing the efficiency and productivity of software development projects. Traditionally, project teams have relied on conventional methods for assessing and mitigating risks in software development. However, the agile approach has emerged as a solution to common challenges encountered in these projects. While it can enhance project workflow and productivity, agile processes may not always effectively address customers' needs and involve them in the development process. To address this gap, it is essential to align customers' requirements with the technical capabilities and skills of the project team, particularly as team structures evolve. To facilitate this alignment, researchers have developed various techniques, tools, and processes to aid subject matter experts, end-users, and developers in making informed decisions. This approach simplifies the complex process of integrating customers' perspectives into software development, ultimately enhancing the overall success of the project. In this study theories of compliance and stakeholder are foundational in extracting associated element for the development of further strategy. Both theories offer valuable insights for examining the research questions, thereby enhancing the research motivation and contribution. By leveraging compliance theory, the study can analyse how regulatory requirements and standards influence risk management strategies. Stakeholder theory, on the other hand, provides a framework for understanding the diverse interests and perspectives of stakeholders involved in the project, which is crucial for effective risk management. Integrating these theories into the research methodology can enrich the analysis and contribute to more comprehensive and insightful findings. The study adopts a qualitative approach, integrating a case study with qualitative interviews conducted in two organizations within the United Kingdom. It combines secondary data from the organizations, such as risk management records and lessons learned, with primary data collected through in-depth interviews and focused group discussions. Through a detailed analysis of the empirical evidence, the study identifies the central phenomenon of responsiveness as fundamental for mitigating risks and uncertainties in a DSDM project environment. Furthermore, the research uncovers a gap between the potential impact of end-user involvement in risk management and their current capabilities, including skills, knowledge, tools, and approaches. This realization leads to the development of the End User Framework (ERF), which stands as the primary contribution of the study. The ERF is formulated by synthesising key elements from interviews and case studies to bolster risk management in DSDM projects. Drawing on principles from stakeholder theory and compliance theory, which advocate for end-user involvement in the process, the ERF emphasis continuous collaboration between project development managers and product owners. Additionally, it 8 C2 General leverages the Organizational Project Management (OPM) structure to establish a hierarchical framework for risk management. Overall, the study underscores the significance of both primary and secondary data sources in informing the development of the ERF and advancing understanding of risk management in DSDM projects. A total of 26 in-depth interview questions were posed to focus group interviewees from various project contexts. The focus group comprised 14 individuals from different levels of project management. Data collection was distributed as follows: 50% through interviews, 20% through archival data, and 30% through focus groups. Structured interviews, including a pilot interview with five participants, were conducted with 20 key figures within the software development community (refer to Table 5 for details regarding their roles, years in the organization, and employment status, whether full-time, contractor, or line manager). Before conducting the interviews, NVivo was employed for data analysis. The raw data was transformed into transcriptions, each representing an interview session alongside corresponding rationales for the new model. The resulting End User Framework (ERF) comprises three key steps. The thesis makes a multifaceted contribution. Firstly, it offers a solution to mitigate the inherent uncertainty in DSDM projects by emphasizing responsiveness to end-users' voices. Secondly, it introduces the End User Framework (ERF) to capture the end user's perspective throughout the project lifecycle. This framework integrates Soft Systems Methodology (SSM) and Customer, Actor, Transformation, Worldview, Owner, and Environment (CATWOE) approaches in the Environment step, Process step focusing on three levels of organizational view, technical view, and risk analysis, and Product step consisting of iterative cycles of 2-4 weeks. By following these steps, ERF ensures end-user involvement across risk analysis, compliance, and planning and control stages. The significance of ERF lies in its ability to replace existing measures of capabilities (such as skills, knowledge, tools, and approaches) with the end-user voice. However, further testing of ERF's impact in live projects is necessary to validate its effectiveness

A hybrid approach to achieve organizational agility: An empirical study of a food company

Purpose: In today’s intense global competition, agility is advocated as a fundamental characteristic for business survival and competitiveness. The purpose of this paper is to propose a practical methodology to achieve and enhance organizational agility based on strategic objectives. Design/methodology/approach: In the first step, a set of key performance indicators (KPIs) of the organization being studied are recognized and classified under the perspectives of balanced scorecard (BSC). Critical success factors are then identified by ranking the KPIs according to their importance in achieving organizational strategic objectives using the Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS). In the second step, three houses of quality (HOQs) are constructed sequentially to identify and rank the main agile attributes, agile enablers, and improvement paths. In addition, in order to translate linguistics judgments of practitioners into numerical values in building HOQs, fuzzy logic is employed. Findings: The capability of the proposed methodology is demonstrated by applying it to a case of a multi-national food company in Iran. Through the application, the company could find the most suitable improvement paths to improve its organizational agility. Research limitations/implications: A limited number of KPIs were chosen due to computational and visual constraints related to HOQs. Another limitation, similar to other agility studies, which facilitate decision making among agility metrics, was that the metrics were more industry-specific and less inclusive. Practical implications: A strong practical advantage for the application of the methodology over directly choosing agility metrics without linking them is that through the methodology, the right metrics were selected that match organization’s core values and marketing objectives. While metrics may ostensibly seem unrelated or inappropriate, they actually contributed to the right areas where there were gaps between the current and desired level of agility. It would otherwise be impossible to choose the right metrics without a structured methodology. Originality/value: This paper proposes a novel methodology for achieving organizational agility. By utilizing and linking several tools such as BSC, fuzzy TOPSIS, and quality function deployment (QFD), the proposed approach enables organizations to identify the most appropriate agile attributes, agile enablers, and subsequently agile improvement paths

Enhancing Project Management for SMEs: A Hybrid Approach

Objective: South Africa's economic growth and development are closely intertwined with government-prioritized infrastructure development projects. However, SMEs in this sector often grapple with insufficient project management processes, impeding their efficacy and economic contributions. The issue stems from the inadequate implementation of project management methodologies by SMEs, which adversely affects project outcomes and consequently their economic impact. Research Design & Methods: A literature review was conducted to assess the implementation of project management methodologies by SMEs in South African infrastructure development projects. The objective is to highlight areas for improvement, rectify the deficiency in project management practices among SMEs, and bolster their effectiveness and economic contributions. Findings: Preliminary findings accentuate the critical role of project management as a discipline for SMEs involved in infrastructure projects. Its absence or inadequate implementation hampers the growth and sustainability of organizations aiming to make substantial economic contributions and create employment. A hybrid project management model tailored for SMEs in infrastructure development emerges as a mechanism for effectively managing infrastructure projects. Implications and Recommendations: The conceptualization of a hybrid project management model for infrastructure development projects holds the potential to enhance project value by facilitating adaptability. By incorporating agile project management components, this model also stands to improve client engagement, consequently elevating the prospects of success in infrastructure development projects. Contribution & Value Added: This study contributes to the understanding of how SMEs can improve their effectiveness and economic contributions in South Africa's infrastructure development sector. The proposed hybrid project management model offers valuable insights for practitioners and policymakers in South Africa, ultimately fostering economic development and sustainable growth in the country

What more can Software Development learn from Agile Manufacturing? Some pointers on the 20th anniversary of the Agile Manifesto

The concept of agility originated in manufacturing and was later adopted by the software development discipline. In this article we argue that in the process some important aspects of the agility theory have been either ignored or misinterpreted. A historical review of the evolving paradigms and practices in software development and manufacturing on the 20th anniversary of the Agile Manifesto (2001) suggests that if the ideas and principles underlying agility are faithfully implemented it would lead to significant improvement in the software development process

Involving External Stakeholders in Project Courses

Problem: The involvement of external stakeholders in capstone projects and project courses is desirable due to its potential positive effects on the students. Capstone projects particularly profit from the inclusion of an industrial partner to make the project relevant and help students acquire professional skills. In addition, an increasing push towards education that is aligned with industry and incorporates industrial partners can be observed. However, the involvement of external stakeholders in teaching moments can create friction and could, in the worst case, lead to frustration of all involved parties. Contribution: We developed a model that allows analysing the involvement of external stakeholders in university courses both in a retrospective fashion, to gain insights from past course instances, and in a constructive fashion, to plan the involvement of external stakeholders. Key Concepts: The conceptual model and the accompanying guideline guide the teachers in their analysis of stakeholder involvement. The model is comprised of several activities (define, execute, and evaluate the collaboration). The guideline provides questions that the teachers should answer for each of these activities. In the constructive use, the model allows teachers to define an action plan based on an analysis of potential stakeholders and the pedagogical objectives. In the retrospective use, the model allows teachers to identify issues that appeared during the project and their underlying causes. Drawing from ideas of the reflective practitioner, the model contains an emphasis on reflection and interpretation of the observations made by the teacher and other groups involved in the courses. Key Lessons: Applying the model retrospectively to a total of eight courses shows that it is possible to reveal hitherto implicit risks and assumptions and to gain a better insight into the interaction...Comment: Abstract shortened since arxiv.org limits length of abstracts. See paper/pdf for full abstract. Paper is forthcoming, accepted August 2017. Arxiv version 2 corrects misspelled author nam