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An interactive clothing design and a personalized virtual display with user’s own face are presented in this paper to meet the requirement of personalized clothing customization. A customer interactive clothing design approach based on genetic engineering ideas is analyzed by taking suit as an example. Thus, customers could rearrange the clothing style elements, chose available color, fabric and come up with their own personalized suit style. A web 3D customization prototype system of personalized clothing is developed based on the Unity3D and VR technology. The layout of the structure and functions combined with the flow of the system are given. Practical issues such as 3D face scanning, suit style design, fabric selection, and accessory choices are addressed also. Tests to the prototype system indicate that it could show realistic clothing and fabric effect and offer effective visual and customization experience to users.
Background: Internationally, teledermatology has proven to be a viable alternative to conventional physical referrals. Travel cost and referral times are reduced while patient safety is preserved. Especially patients from rural areas benefit from this healthcare innovation. Despite these established facts and positive experiences from EU neighboring countries like the Netherlands or the United Kingdom, Germany has not yet implemented store-and-forward teledermatology in routine care.
Methods: The TeleDerm study will implement and evaluate store-and-forward teledermatology in 50 general practitioner (GP) practices as an alternative to conventional referrals. TeleDerm aims to confirm that the possibility of store-and-forward teledermatology in GP practices is going to lead to a 15% (n = 260) reduction in referrals in the intervention arm. The study uses a cluster-randomized controlled trial design. Randomization is planned for the cluster “county”. The main observational unit is the GP practice. Poisson distribution of referrals is assumed. The evaluation of secondary outcomes like acceptance, enablers and barriers uses a mixed methods design with questionnaires and interviews.
Discussion: Due to the heterogeneity of GP practice organization, patient management software, information technology service providers, GP personal technical affinity and training, we expect several challenges in implementing teledermatology in German GP routine care. Therefore, we plan to recruit 30% more GPs than required by the power calculation. The implementation design and accompanying evaluation is expected to deliver vital insights into the specifics of implementing telemedicine in German routine care.
The focus of the developed maturity model was set on processes. The concept of the widespread CMM and its practices has been transferred to the perioperative domain and the concept of the new maturity model. Additional optimization goals and technological as well as networking-specific aspects enable a process- and object-focused view of the maturity model in order to ensure broad coverage of different subareas. The evaluation showed that the model is applicable to the perioperative field. Adjustments and extensions of the maturity model are future steps to improve the rating and classification of the new maturity model.
Back to the future: origins and directions of the “Agile Manifesto” – views of the originators
(2018)
In 2001, seventeen professionals set up the manifesto for agile software development. They wanted to define values and basic principles for better software development. On top of brought into focus, the manifesto has been widely adopted by developers, in software-developing organizations and outside the world of IT. Agile principles and their implementation in practice have paved the way for radical new and innovative ways of software and product development. In parallel, the understanding of the manifesto’s underlying principles evolved over time. This, in turn, may affect current and future applications of agile principles. This article presents results from a survey and an interview study in collaboration with the original contributors of the manifesto for agile software development. Furthermore, it comprises the results from a workshop with one of the original authors. This publication focuses on the origins of the manifesto, the contributors’ views from today’s perspective, and their outlook on future directions. We evaluated 11 responses from the survey and 14 interviews to understand the viewpoint of the contributors. They emphasize that agile methods need to be carefully selected and agile should not be seen as a silver bullet. They underline the importance of considering the variety of different practices and methods that had an influence on the manifesto. Furthermore, they mention that people should question their current understanding of "agile" and recommend reconsidering the core ideas of the manifesto.
The relative pros and cons of using students or practitioners in experiments in empirical software engineering have been discussed for a long time and continue to be an important topic. Following the recent publication of “Empirical software engineering experts on the use of students and professionals in experiments” by Falessi, Juristo, Wohlin, Turhan, Münch, Jedlitschka, and Oivo (EMSE, February 2018) we received a commentary by Sjøberg and Bergersen. Given that the topic is of great methodological interest to the community and requires nuanced treatment, we invited two editorial board members, Martin Shepperd and Per Runeson, respectively, to provide additional views.
Die hohen Schulden in einigen Staaten der Europäischen Wirtschafts- und Währungsunion lassen nach wie vor staatliche Insolvenzen befürchten. Um die bereits entstandenen Probleme zu bewältigen, aber auch damit eine solche Situation künftig gar nicht erst eintritt, ist eine staatliche Insolvenzordnung erforderlich.
Container virtualization evolved into a key technology for deployment automation in line with the DevOps paradigm. Whereas container management systems facilitate the deployment of cloud applications by employing container based artifacts, parts of the deployment logic have been applied before to build these artifacts. Current approaches do not integrate these two deployment phases in a comprehensive manner. Limited knowledge on application software and middleware encapsulated in container-based artifacts leads to maintainability and configuration issues. Besides, the deployment of cloud applications is based on custom orchestration solutions leading to lock in problems. In this paper, we propose a two-phase deployment method based on the TOSCA standard. We present integration concepts for TOSCA-based orchestration and deployment automation using container-based artifacts. Our two-phase deployment method enables capturing and aligning all the deployment logic related to a software release leading to better maintainability. Furthermore, we build a container management system, which is composed of a TOSCA-based orchestrator on Apache Mesos, to deploy container-based cloud applications automatically.
Historically, research and development (R&D) in the pharmaceutical sector has predominantly been an in-house activity. To enable investments for game changing late-stage assets and to enable better and less costly go/no-go decisions, most companies have employed a fail early paradigm through the implementation of clinical proof-of-concept organizations. To fuel their pipelines, some pioneers started to complement their internal R&D efforts through collaborations as early as the 1990s. In recent years, multiple extrinsic and intrinsic factors induced an opening for external sources of innovation and resulted in new models for open innovation, such as open sourcing, crowdsourcing, public–private partnerships, innovations centres, and the virtualization of R&D. Three factors seem to determine the breadth and depth regarding how companies approach external innovation: (1) the company’s legacy, (2) the company’s willingness and ability to take risks and (3) the company’s need to control IP and competitors. In addition, these factors often constitute the major hurdles to effectively leveraging external opportunities and assets. Conscious and differential choices of the R&D and business models for different companies and different divisions in the same company seem to best allow a company to fully exploit the potential of both internal and external innovations.