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

Tracing the Scenarios in Scenario-Based Product Design: a study to support scenario generation

Scenario-based design originates from the human-computer interaction and\ud software engineering disciplines, and continues to be adapted for product development. Product development differs from software development in the former’s more varied context of use, broader characteristics of users and more tangible solutions. The possible use of scenarios in product design is therefore broader and more challenging. Existing design methods that involve scenarios can be employed in many different stages of the product design process. However, there is no proficient overview that discusses a\ud scenario-based product design process in its full extent. The purposes of creating scenarios and the evolution of scenarios from their original design data are often not obvious, although the results from using scenarios are clearly visible. Therefore, this paper proposes to classify possible scenario uses with their purpose, characteristics and supporting design methods. The classification makes explicit different types of scenarios and their relation to one another. Furthermore, novel scenario uses can be referred or added to the classification to develop it in parallel with the scenario-based design\ud practice. Eventually, a scenario-based product design process could take inspiration for creating scenarios from the classification because it provides detailed characteristics of the scenario

Business models and information systems for sustainable development

Businesses are expected to explore market opportunities in the area of sustainable development, thus contributing to finding solutions aiming at sustainable quality of life. This will require adaptation and innovation of business models and information systems, with challenges of particular interest to the business modeling and software design community. This paper briefly discusses two relevant topics in this respect, namely (i) goal and value modeling, and (ii) model-driven development. We mention existing work that can be taken as a starting point for addressing sustainability issues, and we make some observations that may be taken into account when extending existing work

ELICA: An Automated Tool for Dynamic Extraction of Requirements Relevant Information

Requirements elicitation requires extensive knowledge and deep understanding of the problem domain where the final system will be situated. However, in many software development projects, analysts are required to elicit the requirements from an unfamiliar domain, which often causes communication barriers between analysts and stakeholders. In this paper, we propose a requirements ELICitation Aid tool (ELICA) to help analysts better understand the target application domain by dynamic extraction and labeling of requirements-relevant knowledge. To extract the relevant terms, we leverage the flexibility and power of Weighted Finite State Transducers (WFSTs) in dynamic modeling of natural language processing tasks. In addition to the information conveyed through text, ELICA captures and processes non-linguistic information about the intention of speakers such as their confidence level, analytical tone, and emotions. The extracted information is made available to the analysts as a set of labeled snippets with highlighted relevant terms which can also be exported as an artifact of the Requirements Engineering (RE) process. The application and usefulness of ELICA are demonstrated through a case study. This study shows how pre-existing relevant information about the application domain and the information captured during an elicitation meeting, such as the conversation and stakeholders' intentions, can be captured and used to support analysts achieving their tasks.Comment: 2018 IEEE 26th International Requirements Engineering Conference Workshop

Complexity in the Context of Information Systems Project Management

Complexity is an inherent attribute of any project. The purpose of defining and documenting complexity is to enable a project team to foresee resulting challenges in a timely manner, and take steps to alleviate them.The main contribution of this article is to present a systematic view of complexity in project management by identifying its key attributes and classifying complexity by these attributes. A “complexity taxonomy” is developed and discussed within three levels: the product, the project and the external environment.Complexity types are described through simple real-life examples. Then a framework (tool) is developed for applying the notion of complexity as an early warning tool.The article is intended for researchers in complexity, project management, information systems, technology solutions and business management, and also for information specialists, project managers, program managers, financial staff and technology directors

Collaborative knowledge management - A construction case study

Due to the new threats and challenges faced by the construction industry today, construction companies must seek new solutions in order to remain ahead of the competition. Knowledge has been identified to be a significant organisational resource, which if used effectively can provide competitive advantage. A lot of emphasis is being put on how to identify, capture and share knowledge in today's organisations. It has been argued over the years that due to the fragmented nature of the construction industry and ad-hoc nature of the construction projects, capture and reuse of valuable knowledge gathered during a construction project pose a challenge. As a result critical mistakes are repeated on projects and construction professionals have to kee

What influences the speed of prototyping? An empirical investigation of twenty software startups

It is essential for startups to quickly experiment business ideas by building tangible prototypes and collecting user feedback on them. As prototyping is an inevitable part of learning for early stage software startups, how fast startups can learn depends on how fast they can prototype. Despite of the importance, there is a lack of research about prototyping in software startups. In this study, we aimed at understanding what are factors influencing different types of prototyping activities. We conducted a multiple case study on twenty European software startups. The results are two folds, firstly we propose a prototype-centric learning model in early stage software startups. Secondly, we identify factors occur as barriers but also facilitators for prototyping in early stage software startups. The factors are grouped into (1) artifacts, (2) team competence, (3) collaboration, (4) customer and (5) process dimensions. To speed up a startups progress at the early stage, it is important to incorporate the learning objective into a well-defined collaborative approach of prototypingComment: This is the author's version of the work. Copyright owner's version can be accessed at doi.org/10.1007/978-3-319-57633-6_2, XP2017, Cologne, German