Shared Autonomy via Hindsight Optimization

In shared autonomy, user input and robot autonomy are combined to control a robot to achieve a goal. Often, the robot does not know a priori which goal the user wants to achieve, and must both predict the user's intended goal, and assist in achieving that goal. We formulate the problem of shared autonomy as a Partially Observable Markov Decision Process with uncertainty over the user's goal. We utilize maximum entropy inverse optimal control to estimate a distribution over the user's goal based on the history of inputs. Ideally, the robot assists the user by solving for an action which minimizes the expected cost-to-go for the (unknown) goal. As solving the POMDP to select the optimal action is intractable, we use hindsight optimization to approximate the solution. In a user study, we compare our method to a standard predict-then-blend approach. We find that our method enables users to accomplish tasks more quickly while utilizing less input. However, when asked to rate each system, users were mixed in their assessment, citing a tradeoff between maintaining control authority and accomplishing tasks quickly

Grounded theory for transition to and adoption of agile software development

Successful migration from traditional software development methods to Agile methods, as an organizational mutation, requires enough understanding of Agile transformation process and its related issues. Reviewing the literature revealed that software companies are struggling with many challenges during Agile transition process. However, there was no large-scale research study to elucidate various aspects and dimensions of the transition process. Also, less effort has been devoted to investigate the whole transition process. A Grounded Theory study with participation of 49 Agile experts from 13 different countries, mostly from USA and West Europe countries, and some from Asia and Australia, has been carried out to investigate the realities of Agile transformation. Adopted research methodology provided a systematic approach to discover various aspect of the transformation through a multi-level data analysis including open coding, selective coding, and theoretical coding. Following a high disciplined approach, various concepts and categories have been identified and finally, the main concern of the participants, known as core category, has been discovered as the theory of Agile transition and adoption comprising four major parts: (1) Agile Transition Key Prerequisites, (2) Agile Transition Challenges, (3) Agile Transition Facilitators, and (4) Agile Transition and Adoption Framework. This study discovered the most important prerequisites that software companies need to provide before starting their transition to Agile approach including having convincing reason for change, defining business values, initial training, etc. Software companies have to do a preparation phase to provide these prerequisites before starting Agile transformation. It also identified the major challenges that software teams and companies are facing with when moving to Agile, including negative human aspects, inadequate and dysfunctional training, technical challenges, etc. These challenges have different roots and acts as impediments to the change. Also, this study discovered various change facilitators, including training, getting buy-in from practitioners, good coaching service, etc. Providing these facilitators help software teams to deal with the transformation challenges and increase chance of success. Finally, it proposed a substantive framework for transitioning to Agile approach. The proposed framework has particular features, discipline, and activities which promise usefulness for Agile transformation process in software companies regardless of size and project type. This framework particularly aims to promote sustainable change and being Agile instead of doing Agile. In general, this study developed the theory of Agile transition and adoption and discovered various aspects of the transformation. The findings of this study will serve to inform all software practitioners about transitioning to Agile software development

Moving Up or Falling Behind? Gender, Promotions, and Wages in Canada

We estimate gender differences in internal promotion experiences for a representative sample of Canadian workers using linked employer-employee data. We find that women in Canada are 3 percentage points less likely to be promoted and have received fewer promotions than similar men, but these differences stem almost entirely from gender differences in industry and occupation. By contrast, women experience an estimated 2.9 percent less wage growth in the year of a promotion than similar men even after controlling for industry, occupation, and firm effects – though a significant "family gap" exists among women as single women and women without children experience essentially the same wage returns to promotion as men

Intra-Firm Upward Mobility and Immigration

We examine how immigrants in Canada fare in terms of promotions relative to their native peers. Using linked employer-employee data and firm effects, we identify the extent to which differences in promotion outcomes result from immigrants sorting into firms offering dead-end jobs versus facing intra-firm barriers to advancement. We find that while white immigrants experience broadly similar promotion outcomes relative to their white native peers, visible minority immigrants - particularly those in their first five years in Canada - are substantially less likely to have been promoted and have been promoted fewer times with their employers than their white native peers. Newly arrived female visible minority immigrants sort into firms offering dead end jobs, but most of the differences in promotion outcomes between immigrants and their native peers result from intra-firm differences in promotion outcomes. The findings imply that policies that do not tackle barriers to advancement within firms may be insufficient to address the difficulties faced by immigrants in the labor force

Compatibility of agile software development methods and CMMI

Agile software development methods by focusing on the different values, have established a new approach for software development compare to the traditional methods. While traditional methods emphasizes on the following disciplined processes and rigid practices, agile methods focused on individuals and their collaborations. Previously, CMMI was introduced as process improvement model in the traditional methods and now it is known as symbol of those methods. Nevertheless, compatibility of these two different approaches has been a serious question and there are several conflicting reports about their compatibility. The main purpose of this study was scrutinizing this issue. Generic practices and specific practices in CMMI were selected as criteria for checking compatibility of CMMI and agile methods. The results showed that CMMI and agile are compatible in several process areas. However, there are serious incompatibilities in the others. In level 3 and level 4 of CMMI, two and one incompatible process areas have been seen respectively. Also, agile does not support most of the generic practices in CMMI level 4 and 5. The results also showed that these incompatibilities return to the notion of organization and its role in software development