Embedding Web Apps in Mixed Reality

Peer reviewe

On the development of IoT systems

Peer reviewe

A Taxonomy of IoT Client Architectures

Peer reviewe

Entering an ecosystem: The hybrid OSS landscape from a developer perspective

Hybrid Open Source Software projects are virtual organizations that express characteristics of both static and dynamic behavior. They are choreographed through complex organizational structures that mix centralized governance with distributed community drivenness. While many communities use standard software tools to support their development processes, each community has its own ways of working and invisible power structures that influence how contributions are submitted, how they are verified and how decisions about the long-term direction of the software product are made. Navigating this environment is especially challenging for new developers who need to prove their abilities to gain rights to make contributions. This paper provides a viewpoint on the factors that influence a new developer's perception of the hybrid OSS developer community landscape. We apply an established developmental theory to build an initial model for the developer's context and discuss the model's validation, providing its practical and theoretical implications for building and managing on-line developer communities.Peer reviewe

Objectives and Challenges of the Utilization of User-Interaction Data in Software Development

Peer reviewe

Patterns of User Involvement in Experiment-Driven Software Development

Background: Experiments are often used as a means to continuously validate user needs and to aid in making software development decisions. Involving users in the development of software products benefits both the users and companies. How software companies efficiently involve users in both general development and in experiments remains unclear; however, it is especially important to determine the perceptions and attitudes held by practitioners in different roles in these companies. Objective: We seek to: 1) explore how software companies involve users in software development and experimentation; 2) understand how developer, manager and UX designer roles perceive and involve users in experimentation; and 3) uncover systematic patterns in practitioners’ views on user involvement in experimentation. The study aims to reveal behaviors and perceptions that could support or undermine experiment-driven development, point out what skills could enhance experiment-driven development, and raise awareness of such issues for companies that wish to adopt experiment-driven development. Methods: We conducted a survey within four Nordic software companies, inviting practitioners in three major roles: developers, managers, and UX designers. We asked the respondents to indicate how they involve users in their job function, as well as their perspectives regarding software experiments and ethics. Results and Conclusion: We identified six patterns describing experimentation and user involvement. For instance, managers were associated with a cautious user notification policy, that is, to always let users know of an experiment they are subject to, and they also believe that users have to be convinced before taking part in experiments. We discovered that, due to lack of clear processes for involving users and the lack of a common understanding of ethics in experimentation, practitioners tend to rationalize their perceptions based on their own experiences. Our patterns were based on empirical evidence and they can be evaluated in different populations and contexts.Peer reviewe

Proceedings of 18th International Conference on Product-Focused Software Process Improvement PROFES

Context: Despite decades of research in software cost estimation (SCE), the task remains difficult and software project overruns are common. Many researchers and practitioners agree that organisational issues and methodologies are equally important for successful SCE. Regardless of this recent development, SCE research is revolving heavily around methodologies. At the same time project management research has undergone a major shift towards managerial issues, and it found that top management support can be the most important success factor for projects. Goal: This study sheds light on top management’s role in SCE by identifying real-life practices for top management participation in SCE, as well as related organisational effects. Also, the impact of top management actions on project success is examined. Method: The study takes a qualitative and explorative case study based approach. In total, 18 semi-structured interviews facilitated examination of three projects in three organisations. Results: The results show that top management takes no, or very little, direct actions to participate in SCE. However, projects can conclude successfully regardless of the low extent of participation. Conclusions: Top management actions may also induce bias in estimation, influencing project success negatively. This implies that senior managers must recognise the importance of seeking realism and avoid influencing the estimation.</p