SDMANET: Enhancing MANETs with Hybrid Protocols through SDN Integration

As applications grow, conventional MANETs have limitations in bandwidth optimisation, node mobility, and power control. These issues affect network structure, organisational mode, stability, and upper-layer application efficiency. This paper proposes integrating SDN (software-defined networking) and MANET to address these challenges in a novel network architecture. SDN offers a centralised view of the network, enabling better control and forwarding decisions. The proposed approach combines SDN nodes with OLSR/BATMAN routing for IP-based forwarding and OpenFlow protocol for SDN forwarding. This creates seamless interoperability between SDN and legacy nodes, enhancing flexibility and performance without replacing traditional routing methods. It is worth mentioning that SDMANET surpasses conventional routing protocols regarding TCP and UDP throughput, demonstrating promising average throughput and packet drop rate findings compared to earlier studies [1]–[3]. SDMANET is particularly beneficial for 5G and 6G networks because of its scalability, dynamic network management, and resource optimisation features. This marks a significant leap forward in next-generation mobile networks, laying the groundwork for innovative developments in SDN-based MANET structures

How public organisational structures influence software development processes

Software applications are developed differently based on each organisation’s needs and requirements. Software projects are fundamentally based on three considerations (time, cost and quality) each of which is affected by organisational factors. Both Project Management and Software Engineering have emphasised the role of organisation structure on the quality of the deliverable software applications, recognising that organisation structure influences flexibility, reporting relationships and conflict management during the software development lifecycle. This study reports on aqualitative study which highlights the impact of three organisation structures on software development processes in public organisations and proposes a new organisational model. Semi-structured interviews were conducted with three types of participants, a within-case analysis performed to identify themes and as a result a new organisational model was proposed and validated through further interviews. Outcomes showed that combining two existing structures (Functional and Matrix) into one new structure “Independent Project Management Office ” (IPMO) would help to overcome administrative obstacles and conflicts in the public sector. The IPMO structure would augment the flexibility and interaction level among software development stakeholders from the perspective of organisations ’ leaders