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Workshops and tutorials
(2018)
The 19th International Conference on Product-Focused Software Process Improvement (PROFES 2018) hosted two workshops and three tutorials. The workshops and tutorials complemented and enhanced the main conference program, offering a wider knowledge perspective around the conference topics. The topics of the two workshops were Hybrid Development Approaches in Software Systems Development (HELENA) and Managing Quality in Agile & Rapid Software Development Processes (QUaSD). The topics of the tutorials were The human factor in agile transitions – using the personas concept in agile oaching, Process Management 4.0 – Best Practices, and Domain-specific languages for specification, development, and testing of autonomous systems.
Context: Companies that operate in the software-intensive business are confronted with high market dynamics, rapidly evolving technologies as well as fast-changing customer behavior. Traditional product roadmapping practices, such as fixed-time-based charts including detailed planned features, products, or services typically fail in such environments. Until now, the underlying reasons for the failure of product roadmaps in a dynamic and uncertain market environment are not widely analyzed and understood.
Objective: This paper aims to identify current challenges and pitfalls practitioners face when developing and handling product roadmaps in a dynamic and uncertain market environment.
Method: To reach our objective we conducted a grey literature review (GLR).
Results: Overall, we identified 40 relevant papers, from which we could extract 11 challenges of the application of product roadmapping in a dynamic and uncertain market environment. The analysis of the articles showed that the major challenges for practitioners originate from overcoming a feature-driven mindset, not including a lot of details in the product roadmap, and ensuring that the content of the roadmap is not driven by management or expert opinion.
Objective: This paper aims at getting an understanding of current problems and challenges with roadmapping processes in companies that are facing volatile markets with innovative products. It also aims at gathering ideas and attempts on how to react to those challenges.
Method: As an initial step towards the objectice a semi-structured expert interview study with a case company in the Smart Home domain was conducted. Four employees from the case company with different roles around product roadmaps have been interviewed and a content analysis of the data has been performed.
Results: The study shows a significant consensus among the interviewees about several major challenges and the necessity to change the traditional roadmapping process and format. The interviewees stated that based on their experience traditional feature-based product roadmaps are increasingly losing their benefits (such as good planning certainty) in volatile environments. Furthermore, the ability to understand customer needs and behaviors has become highly important for creating and adjusting product roadmaps. The interviewees see the need for both, sufficiently stable goals on the roadmap and flexibility with respect to products or features to be developed. To reach this target the interviewees proposed to create roadmaps based on outcome goals instead of product features. In addition, it was proposed to decrease the level of detail of the roadmaps and to emphasize the long-term view. Decisions about which feature to develop should be open as long as possible. Expected benefits of such a new way of product roadmapping are higher user centricity, a stable overall direction, more flexibility with respect to development decisions, and less breaking of commitments.
Software development consists to a large extend of humanbased processes with continuously increasing demands regarding interdisciplinary team work. Understanding the dynamics of software teams can be seen as highly important to successful project execution. Hence, for future project managers, knowledge about non-technical processes in teams is significant. In this paper, we present a course unit that provides an environment in which students can learn and experience the impact of group dynamics on project performance and quality. The course unit uses the Tuckman model as theoretical framework, and borrows from controlled experiments to organize and implement its practical parts in which students then experience the effects of, e.g., time pressure, resource bottlenecks, staff turnover, loss of key personnel, and other stress factors. We provide a detailed design of the course unit to allow for implementation in further software project management courses. Furthermore, we provide experiences obtained from two instances of this unit conducted in Munich and Karlskrona with 36 graduate students. We observed students building awareness of stress factors and developing counter measures to reduce impact of those factors. Moreover, students experienced what problems occur when teams work under stress and how to form a performing team despite exceptional situations.
Context: Organizations are increasingly challenged by dynamic and technical market environments. Traditional product roadmapping practices such as detailed and fixed long-term planning typically fail in such environments. Therefore, companies are actively seeking ways to improve their product roadmapping approach. Goal: This paper aims at identifying problems and challenges with respect to product roadmapping. In addition, it aims at understanding how companies succeed in improving their roadmapping practices in their respective company contexts. The study focuses on mid-sized and large companies developing software-intensive products in dynamic and technical market environments. Method: We conducted semi structured expert interviews with 15 experts from 13 German companies and conducted a thematic data analysis. Results: The analysis showed that a significant number of companies is still struggling with traditional feature based product-roadmapping and opinion based prioritization of features. The most promising areas for improvement are stating the outcomes a company is trying to achieve and making them part of the roadmap, sharing or co-developing the roadmap with stakeholders, and the establishing discovery activities.
Context: Organizations are increasingly challenged by dynamic and technical market environments. Traditional product roadmapping practices such as detailed and fixed long-term planning typically fail in such environments. Therefore, companies are actively seeking ways to improve their product roadmapping approach.
Goal: This paper aims at identifying problems and challenges with respect to product roadmapping. In addition, it aims at understanding how companies succeed in improving their roadmapping practices in their respective company contexts.
Method: We conducted semi-structured expert interviews with 15 experts from 13 German companies and conducted athematic data analysis.
Results: The analysis showed that a significant number of companies is still struggling with traditional feature-based product-roadmapping and opinion-based prioritization of features. The most promising areas for improvement are stating the outcomes a company is trying to achieve and making them part of the roadmap, sharing or co-developing the roadmap with stakeholders, and establishing discovery activities.
Among the multitude of software development processes available, hardly any is used by the book. Regardless of company size or industry sector, a majority of project teams and companies use customized processes that combine different development methods— so-called hybrid development methods. Even though such hybrid development methods are highly individualized, a common understanding of how to systematically construct synergetic practices is missing. In this paper, we make a first step towards devising such guidelines. Grounded in 1,467 data points from a large-scale online survey among practitioners, we study the current state of practice in process use to answer the question: What are hybrid development methods made of? Our findings reveal that only eight methods and few practices build the core of modern software development. This small set allows for statistically constructing hybrid development methods. Using an 85% agreement level in the participants’ selections, we provide two examples illustrating how hybrid development methods are characterized by the practices they are made of. Our evidence-based analysis approach lays the foundation for devising hybrid development methods.
Regardless of company size or industry sector, a majority of project teams and companies use customized processes that combine different development methods-so-called hybrid development methods. Even though such hybrid development methods are highly individualized, a common understanding of how to systematically construct synergetic practices is missing. Based on 1,467 data points from a large-scale online survey among practitioners, we study the current state of practice in process use to answer the question: What are hybrid development methods made of? Our findings reveal that only eight methods and few practices build the core of modern software development. This small set allows for statistically constructing hybrid development methods.
Using measurement and simulation for understanding distributed development processes in the Cloud
(2017)
Organizations increasingly develop software in a distributed manner. The Cloud provides an environment to create and maintain software-based products and services. Currently, it is widely unknown which software processes are suited for Cloud-based development and what their effects in specific contexts are. This paper presents a process simulation to study distributed development in the Cloud. We contribute a simulation model, which helps analyzing different project parameters and their impact on projects carried out in the Cloud. The simulator helps reproducing activities, developers, issues and events in the project, and it generates statistics, e.g., on throughput, total time, and lead and cycle time. The aim of this simulation model is thus to analyze the tradeoffs regarding throughput, total time, project size, and team size. Furthermore, the modified simulation model aims to help project managers select the most suitable planning alternative. Based on observed projects in Finland and Spain, we simulated a distributed project using artificial and real data. Particularly, we studied the variables project size, team size, throughput, and total project duration. A comparison of the real project data with the results obtained from the simulation shows the simulation producing results close to the real data, and we could successfully replicate a distributed software project. By improving the understanding of distributed development processes, our simulation model thus supports project managers in their decision-making.
Context: Companies need capabilities to evaluate the customer value of software intensive products and services. One way of systematically acquiring data on customer value is running continuous experiments as part of the overall development process. Objective: This paper investigates the first steps of transitioning towards continuous experimentation in a large company, including the challenges faced. Method: We conduct a single-case study using participant observation, interviews, and qualitative analysis of the collected data. Results: Results show that continuous experimentation was well received by the practitioners and practising experimentation helped them to enhance understanding of their product value and user needs. Although the complexities of a large multi-stakeholder business to-business (B2B) environment presented several challenges such as inaccessible users, it was possible to address impediments and integrate an experiment in an ongoing development project. Conclusion: Developing the capability for continuous experimentation in large organisations is a learning process which can be supported by a systematic introduction approach with the guidance of experts. We gained experience by introducing the approach on a small scale in a large organisation, and one of the major steps for future work is to understand how this can be scaled up to the whole development organisation.
Delivering value to customers in real-time requires companies to utilize real-time deployment of software to expose features to users faster, and to shorten the feedback loop. This allows for faster reaction and helps to ensure that the development is focused on features providing real value. Continuous delivery is a development practice where the software functionality is deployed continuously to customer environment. Although this practice has been established in some domains such as B2C mobile software, the B2B domain imposes specific challenges. This article presents a case study that is conducted in a medium-sized software company operating in the B2B domain. The objective of this study is to analyze the challenges and benefits of continuous delivery in this domain. The results suggest that technical challenges are only one part of the challenges a company encounters in this transition. The company must also address challenges related to the customer and procedures. The core challenges are caused by having multiple customers with diverse environments and unique properties, whose business depends on the software product. Some customers require to perform manual acceptance testing, while some are reluctant towards new versions. By utilizing continuous delivery, it is possible for the case company to shorten the feedback cycles, increase the reliability of new versions, and reduce the amount of resources required for deploying and testing new releases.
Today, companies face increasing market dynamics, rapidly evolving technologies, and rapid changes in customer behavior. Traditional approaches to product development typically fail in such environments and require companies to transform their often feature-driven mindset into a product-led mindset. A promising first step on the way to a product-led company is a better understanding of how product planning can be adapted to the requirements of an increasingly dynamic and uncertain market environment in the sense of product roadmapping. The authors developed the DEEP product roadmap assessment tool to help companies evaluate their current product roadmap practices and identify appropriate actions to transition to a more product-led company. Objective: The goal of this paper is to gain insight into the applicability and usefulness of version 1.1 of the DEEP model. In addition, the benefits, and implications of using the DEEP model in corporate contexts will be explored. Method: We conducted a multiple case study in which participants were observed using the DEEP model. We then interviewed each participant to understand their perceptions of the DEEP model. In addition, we conducted interviews with each company's product management department to learn how the application of the DEEP model influenced their attitudes toward product roadmapping. Results: The study showed that by applying the DEEP model, participants better understood which artifacts and methods were critical to product roadmapping success in a dynamic and uncertain market environment. In addition, the application of the DEEP model helped convince management and other stakeholders of the need to change current product roadmapping practices. The application also proved to be a suitable starting point for the transformation in the participating companies.
Due to rapidly changing technologies and business contexts, many products and services are developed under high uncertainties. It is often impossible to predict customer behaviors and outcomes upfront. Therefore, product and service developers must continuously find out what customers want, requiring a more experimental mode of management and appropriate support for continuously conducting experiments. We have analytically derived an initial model for continuous experimentation from prior work and matched it against empirical case study findings from two startup companies. We examined the preconditions for setting up an experimentation system for continuous customer experiments. The resulting RIGHT model for Continuous Experimentation (Rapid Iterative value creation Gained through High-frequency Testing) illustrates the building blocks required for such a system and the necessary infrastructure. The major findings are that a suitable experimentation system requires the ability to design, manage, and conduct experiments, create so-called minimum viable products or features, link experiment results with a product roadmap, and manage a flexible business strategy. The main challenges are proper, rapid design of experiments, advanced instrumentation of software to collect, analyse, and store relevant data, and integration of experiment results in the product development cycle, software development process, and business strategy. This summary refers to the article The RIGHT Model for Continuous Experimentation, published in the Journal of Systems and Software [Fa17].
Context: Organizations are increasingly challenged by high market dynamics, rapidly evolving technologies and shifting user expectations. In consequence, many organizations are struggling with their ability to provide reliable product roadmaps by applying traditional roadmapping approaches. Currently, many companies are seeking opportunities to improve their product roadmapping practices and strive for new roadmapping approaches. A typical first step towards advancing the roadmapping capabilities of an organization is to assess the current situation. Therefore, the so-called maturity model DEEP for assessing the product roadmapping capabilities of companies operating in dynamic and uncertain environments has been developed and published by the authors.
Objective: The aim of this article is to conduct an initial validation of the DEEP model in order to understand its applicability better and to see if important concepts are missing. In addition, the aim of this article is to evolve the model based on the findings from the initial validation.
Method: The model has been given to practitioners such as product managers with the request to perform a self-assessment of the current product roadmapping practices in their company. Afterwards, interviews with each participant have been conducted in order to gain insights.
Results: The initial validation revealed that some of the stages of the model need to be rearranged and minor usability issues were found. The overall structure of the model was well received. The study resulted in the development of the version 1.1 of the DEEP product roadmap maturity model which is also presented in this article.
It is essential for the success of a company to set a strategic direction in which a product offering will be developed over time to achieve the company vision. For this reason, roadmaps are used in practice. in general, roadmaps can be expressed in various forms such as technology roadmaps, product roadmaps or industry roadmaps. From the point of view of industry, the basic purpose of a roadmap is to explore, visualize and communicate the dynamic linkage between markets, products and technology.
Early reduction of risks in a startup or an innovation project is highly important. Appropriate means for risk reduction, such as testing business models with different kinds of experiments exist. However, deciding what to test and how to select the right test, is challenging for many startups and innovation projects. This article presents the so-called Business Experiments Navigator (BEN), a toolkit to assist startup and innovation processes. It compliments other tools such as the Business Model Canvas or the Lean Startup process. The main contribution of BEN is to bridge the gap between the riskiest assumptions of a business model and the multitude of available testing techniques by providing assumption templates. The Business Experiments Navigator has been validated in several workshops. Results show that it creates awareness among the workshop participants that a business model is based on assumptions which impose risks and need to be validated. Further, users of BEN were able to identify relevant assumptions and map different kinds of assumptions to appropriate testing techniques. The process applied in the workshops, as well as the assumption templates, helped the participants understand the main concepts and transfer their learnings, to their own business ideas.
Creating new business models, products or services is challenging in fast changing unpredictable environments. Often, product teams need to make many assumptions (e.g., assumptions about future demands) that might not be true. These assumptions impose risks to the success and these risks need to be mitigated early. One of the principles of the Lean Startup approach is to identify and prioritize the riskiest assumptions in order to validate them as early as possible. This helps to avoid wasting effort and time. In the literature there are several different methods for identifying and prioritizing the riskiest assumptions reported. However, only little research exists about the practical application of these methods in practice and how to teach them. In this paper, we present and empirically analyze a workshop format that we have developed for teaching the prioritization of Lean Startup assumptions. We aim at raising the awareness for assumption thinking among the participants and teach them through group work how to prioritize assumptions. The results of the analysis of a multitude of conducted workshops show that the applied method did lead to reasonable results and accompanying learning effects. In addition, the participants got aware of assumption thinking and liked learning in a practical way.
Context: Agile practices as well as UX methods are nowadays well-known and often adopted to develop complex software and products more efficiently and effectively. However, in the so called VUCA environment, which many companies are confronted with, the sole use of UX research is not sufficient to find the best solutions for customers. The implementation of Design Thinking can support this process. But many companies and their product owners don’t know how much resources they should spend for conducting Design Thinking.
Objective: This paper aims at suggesting a supportive tool, the “Discovery Effort Worthiness (DEW) Index”, for product owners and agile teams to determine a suitable amount of effort that should be spent for Design Thinking activities.
Method: A case study was conducted for the development of the DEW index. Design Thinking was introduced into the regular development cycle of an industry Scrum team. With the support of UX and Design Thinking experts, a formula was developed to determine the appropriate effort for Design Thinking.
Results: The developed “Discovery Effort Worthiness Index” provides an easy-to-use tool for companies and their product owners to determine how much effort they should spend on Design Thinking methods to discover and validate requirements. A company can map the corresponding Design Thinking methods to the results of the DEW Index calculation, and product owners can select the appropriate measures from this mapping. Therefore, they can optimize the effort spent for discovery and validation.
Software process improvement (SPI) is around for decades, but it is a critically discussed topic. In several waves, different aspects of SPI have been discussed in the past, e.g., large scale company-level SPI programs, maturity models, success factors, and in-project SPI. It is hard to find new streams or a consensus in the community, but there is a trend coming along with agile and lean software development. Apparently, practitioners reject extensive and prescriptive maturity models and move towards smaller, faster and continuous project-integrated SPI. Based on data from two survey studies conducted in Germany (2012) and Europe (2016), we analyze the process customization for projects and practices for implementing SPI in the participating companies. Our findings indicate that, even in regulated industry sectors, companies increasingly adopt in-project SPI activities, primarily with the goal to continuously optimize specific processes. Therefore, with this paper, we want to stimulate a discussion on how to evolve traditional SPI towards a continuous learning environment.
Software process improvement (SPI) is around for decades: frameworks are proposed, success factors are studied, and experiences have been reported. However, the sheer mass of concepts, approaches, and standards published over the years overwhelms practitioners as well as researchers. What is out there? Are there new emerging approaches? What are open issues? Still, we struggle to answer the question for what is the current state of SPI and related research? In this paper, we present initial results from a systematic mapping study to shed light on the field of SPI and to draw conclusions for future research directions. An analysis of 635 publications draws a big picture of SPI-related research of the past 25 years. Our study shows a high number of solution proposals, experience reports, and secondary studies, but only few theories. In particular, standard SPI models like CMMI and ISO/IEC 15504 are analyzed, enhanced, and evaluated for applicability, whereas these standards are critically discussed from the perspective of SPI in small-to- medium-sized companies, which leads to new specialized frameworks. Furthermore, we find a growing interest in success factors to aid companies in conducting SPI.
Software process improvement (SPI) is around for decades: frameworks are proposed, success factors are studied, and experiences have been reported. However, the sheer mass of concepts, approaches, and standards published over the years overwhelms practitioners as well as researchers. What is out there? Are there new emerging approaches? What are open issues? Still, we struggle to answer the question for what is the current state of SPI and related research? We present initial results from a systematic mapping study to shed light on the field of SPI and to draw conclusions for future research directions. An analysis of 635 publications draws a big picture of SPI-related research of the past 25 years. Our study shows a high number of solution proposals, experience reports, and secondary studies, but only few theories. In particular, standard SPI models are analyzed and evaluated for applicability, especially from the perspective of SPI in small-to-medium-sized companies, which leads to new specialized frameworks. Furthermore, we find a growing interest in success factors to aid companies in conducting SPI.
This summary refers to the paper Software process improvement : where is the evidence? [Ku15].
This paper was published as full research paper in the ICSSP’2015 proceedings.
Software development as an experiment system : a qualitative survey on the state of the practice
(2015)
An experiment-driven approach to software product and service development is gaining increasing attention as a way to channel limited resources to the efficient creation of customer value. In this approach, software functionalities are developed incrementally and validated in continuous experiments with stakeholders such as customers and users. The experiments provide factual feedback for guiding subsequent development. Although case studies on experimentation in industry exist, the understanding of the state of the practice and the encountered obstacles is incomplete. This paper presents an interview-based qualitative survey exploring the experimentation experiences of ten software development companies. The study found that although the principles of continuous experimentation resonated with industry practitioners, the state of the practice is not yet mature. In particular, experimentation is rarely systematic and continuous. Key challenges relate to changing organizational culture, accelerating development cycle speed, and measuring customer value and product
success.
The digital transformation of the automotive industry has a significant impact on how development processes need to be organized in future. Dynamic market and technological environments require capabilities to react on changes and to learn fast. Agile methods are a promising approach to address these needs but they are not tailored to the specific characteristics of the automotive domain like product line development. Although, there have been efforts to apply agile methods in the automotive domain for many years, significant and widespread adoptions have not yet taken place. The goal of this literature review is to gain an overview and a better understanding of agile methods for embedded software development in the automotive domain, especially with respect to product line development. A mapping study was conducted to analyze the relation between agile software development, embedded software development in the automotive domain and software product line development. Three research questions were defined and 68 papers were evaluated. The study shows that agile and product line development approaches tailored for the automotive domain are not yet fully explored in the literature. Especially, literature on the combination of agile and product line development is rare. Most of the examined combinations are customizations of generic approaches or approaches stemming from other domains. Although, only few approaches for combining agile and software product line development in the automotive domain were found, these findings were valuable for identifying research gaps and provide insights into how existing approaches can be combined, extended and tailored to suit the characteristics of the automotive domain.
The need for creating digitally enhanced products, services, and experiences as well as the emergence of new or modified business models has a significant impact on the automotive domain. Innovative solutions and new topics such as Smart Mobility or Connectivity require current automotive development processes to undergo major changes. They need to be redesigned in a way that it is possible to learn and adapt continuously at a fast pace. Agile methods are promising approaches to address these new challenges. However, agile methods are not tailored to the specific characteristics of the automotive domain such as software product line (SPLs) development. Although, there have been efforts to apply agile methods in the automotive domain, widespread adoptions have not yet taken place.
Context: The current situation and future scenarios of the automotive domain require a new strategy to develop high quality software in a fast pace. In the automotive domain, it is assumed that a combination of agile development practices and software product lines is beneficial, in order to be capable to handle high frequency of improvements. This assumption is based on the understanding that agile methods introduce more flexibility in short development intervals. Software product lines help to manage the high amount of variants and to improve quality by reuse of software for long term development.
Goal: This study derives a better understanding of the expected benefits for a combination. Furthermore, it identifies the automotive specific challenges that prevent the adoption of agile methods within the software product line.
Method: Survey based on 16 semi structured interviews from the automotive domain, an internal workshop with 40 participants and a discussion round on ESE congress 2016. The results are analyzed by means of thematic coding.
Context: The software-intensive business is characterized by increasing market dynamics, rapid technological changes, and fast-changing customer behaviors. Organizations face the challenge of moving away from traditional roadmap formats to an outcome-oriented approach that focuses on delivering value to the customer and the business. An important starting point and a prerequisite for creating such outcome-oriented roadmaps is the development of a product vision to which internal and external stakeholders can be aligned. However, the process of creating a product vision is little researched and understood.
Objective: The goal of this paper is to identify lessons-learned from product vision workshops, which were conducted to develop outcome-oriented product roadmaps.
Method: We conducted a multiple-case study consisting of two different product vision workshops in two different corporate contexts.
Results: Our results show that conducting product vision workshops helps to create a common understanding among all stakeholders about the future direction of the products. In addition, we identified key organizational aspects that contribute to the success of product vision workshops, including the participation of employees from functionally different departments.
Product roadmaps in the new mobility domain: state of the practice and industrial experiences
(2021)
Context: The New Mobility industry is a young market that includes high market dynamics and is therefore associated with a high degree of uncertainty. Traditional product roadmapping approaches such a detailed planning of features over a long-time horizon typically fail in such environments. For this reason, companies that are active in the field of New Mobility are faced with the challenge of keeping their product roadmaps reliable for stakeholders while at the same time being able to react flexibly to changing market requirements.
Objective: The goal of this paper is to identify the state of practice regarding product roadmapping of New Mobility companies. In addition, the related challenges within the product roadmapping process as well as the success factors to overcome these challenges will be highlighted.
Method: We conducted semi-structured expert interviews with 8 experts (7 German company and one Finnish company) from the field of New Mobility and performed a content analysis.
Results: Overall the results of the study showed that the participating companies are aware of the requirements that the New Mobility sector entails. Therefore, they exhibit a high level of maturity in terms of product roadmapping. Nevertheless, some aspects were revealed that pose specific challenges for the participating companies. One major challenge, for example, is that New Mobility in terms of public clients is often a tender business with non-negotiable product requirements. Thus, the product roadmap can be significantly influenced from the outside. As factors for a successful product roadmapping mainly soft factors such as trust between all people involved in the product development process and transparency throughout the entire roadmapping process were mentioned.
Context: Companies in highly dynamic markets increasingly struggle with their ability to plan product development and to create reliable roadmaps. A main reason is the decreasing lack of predictability of markets, technologies, and customer behaviors. New approaches for product roadmapping seem to be necessary in order to cope with today's highly dynamic conditions. Little research is available with respect to such new approaches. Objective: In order to better understand the state of the art and to identify research gaps, this article presents a review of the scientific literature with respect to product roadmapping. Method: We performed a systematic literature review (SLR) with respect to identify papers in the field of computer science. Results: After filtering, the search resulted in a set of 23 relevant papers. The identified papers focus on different aspects such as roadmap types, processes for creating and updating roadmaps, problems and challenges with roadmapping, approaches to visualize roadmaps, generic frameworks and specific aspects such as the combination of roadmaps with business modeling. Overall, the scientific literature covers many important aspects of roadmapping but does provide only little knowledge on how to create product roadmaps under highly dynamic conditions. Research gaps address, for instance, the inclusion of goals or outcomes into product roadmaps, the alignment of a roadmap with a product vision, and the inclusion of product discovery activities in product roadmaps. In addition, the transformation from traditional roadmapping processes to new ways of roadmapping is not sufficiently addressed in the scientific literature.
Product roadmaps are an important tool in product development. They provide direction, enable consistent development in relation to a product vision and support communication with relevant stakeholders. There are many different formats for product roadmaps, but they are often based on the assumption that the future is highly predictable. However, especially software-intensive businesses are faced with increasing market dynamics, rapidly evolving technologies and changing user expectations. As a result, many organizations are wondering what roadmap format is appropriate for them and what components it should have to deal with an unpredictable future. Objectives: To gain a better understanding of the formats of product roadmaps and their components, this paper aims to identify suitable formats for the development and handling of product roadmaps in dynamic and uncertain markets. Method: We performed a grey literature review (GLR) according to the guidelines from Garousi. Results: A Google search identified 426 articles, 25 of which were included in this study. First, various components of the roadmap were identified, especially the product vision, themes, goals, outcomes and outputs. In addition, various product roadmap formats were discovered, such as feature-based, goal-oriented, outcome-driven and a theme-based roadmap. The roadmap components were then assigned to the various product roadmap formats. This overview aims at providing initial decision support for companies to select a suitable product roadmap format and adapt it to their own needs.
Context: A product roadmap is an important tool in product development. It sets the strategic direction in which the product is to be developed to achieve the company’s vision. However, for product roadmaps to be successful, it is essential that all stakeholders agree with the company’s vision and objectives and are aligned and committed to a common product plan.
Objective: In order to gain a better understanding of product roadmap alignment, this paper aims at identifying measures, activities and techniques in order to align the different stakeholders around the product roadmap.
Method: We conducted a grey literature review according the guidelines to Garousi et al.
Results: Several approaches to gain alignment were identified such as defining and communicating clear objectives based on the product vision, conducting cross-functional workshops, shuttle diplomacy, and mission briefing. In addition, our review identified the “Behavioural Change Stairway Model” that suggests five steps to gain alignment by building empathy and a trustful relationship.
In recent years companies have faced challenges by high market dynamics, rapidly evolving technologies and shifting user expectations. Together with the adaption of lean and agile practices, it is increasingly difficult to predict upfront which products, features or services will satisfy the needs of the customers and the organization. Currently, many new products fail to produce a significant financial return. One reason is that companies are not doing enough product discovery activities. Product discovery aims at tackling the various risks before the implementation of a product starts. The academic literature only provides little guidance for conducting product discovery in practice. Objective: In order to gain a better understanding of product discovery activities in practice, this paper aims at identifying motivations, approaches, challenges, risks, and pitfalls of product discovery reported in the grey literature. Method: We performed a grey literature review (GLR) according to the guidelines to Garousi et al. Results: The study shows that the main motivation for conducting product discovery activities is to reduce the uncertainty to a level that makes it possible to start building a solution that provides value for the customers and the business. Several product discovery approaches are reported in the grey literature which include different phases such as alignment, problem exploration, ideation, and validation. Main challenges are, among others, the lack of clarity of the problem to be solved, the prescription of concrete solutions through management or experts, and the lack of cross-functional collaboration.
A software process is the game plan to organize project teams and run projects. Yet, it still is a challenge to select the appropriate development approach for the respective context. A multitude of development approaches compete for the users’ favor, but there is no silver bullet serving all possible setups. Moreover, recent research as well as experience from practice shows companies utilizing different development approaches to assemble the best-fitting approach for the respective company: a more traditional process provides the basic framework to serve the organization, while project teams embody this framework with more agile (and/or lean) practices to keep their flexibility. The paper at hand provides insights into the HELENA study with which we aim to investigate the use of “Hybrid dEveLopmENt Approaches in software systems development”. We present the survey design and initial findings from the survey’s test runs. Furthermore, we outline the next steps towards the full survey.
Software Process Improvement (SPI) programs have been implemented, inter alia, to improve quality and speed of software development. SPI addresses many aspects ranging from individual developer skills to entire organizations. It comprises, for instance, the optimization of specific activities in the software lifecycle as well as the creation of organizational awareness and project culture. In the course of conducting a systematic mapping study on the state-of-the-art in SPI from a general perspective, we observed Software Quality Management (SQM) being of certain relevance in SPI programs. In this paper, we provide a detailed investigation of those papers from the overall systematic mapping study that were classified as addressing SPI in the context of SQM (including testing). From the main study’s result set, 92 papers were selected for an in-depth systematic review to study the contributions and to develop an initial picture of how these topics are addressed in SPI. Our findings show a fairly pragmatic contribution set in which different solutions are proposed, discussed, and evaluated. Among others, our findings indicate a certain reluctance towards standard quality or (test) maturity models and a strong focus on custom review, testing, and documentation techniques, whereas a set of five selected improvement measures is almost equally addressed.
Context: Software product lines are widely used in automotive embedded software development. This software paradigm improves the quality of software variants by reuse. The combination of agile software development practices with software product lines promises a faster delivery of high quality software. However, the set up of an agile software product line is still challenging, especially in the automotive domain. Goal: This publication aims to evaluate to what extend agility fits to automotive product line engineering. Method: Based on previous work and two workshops, agility is mapped to software product line concerns. Results: This publication presents important principles of software product lines, and examines how agile approaches fit to those principles. Additionally, the principles are related to one of the four major concerns of software product line engineering: Business, Architecture, Process, and Organization. Conclusion: Agile software product line engineering is promising and can add value to existing development approaches. The identified commonalities and hindering factors need to be considered when defining a combined agile product line engineering approach.
For years, agile methods are considered the most promising route toward successful software development, and a considerable number of published studies the (successful) use of agile methods and reports on the benefits companies have from adopting agile methods. Yet, since the world is not black or white, the question for what happened to the traditional models arises. Are traditional models replaced by agile methods? How is the transformation toward Agile managed, and, moreover, where did it start? With this paper we close a gap in literature by studying the general process use over time to investigate how traditional and agile methods are used. Is there coexistence or do agile methods accelerate the traditional processes’ extinction? The findings of our literature study comprise two major results: First, studies and reliable numbers on the general process model use are rare, i.e., we lack quantitative data on the actual process use and, thus, we often lack the ability to ground process-related research in practically relevant issues. Second, despite the assumed dominance of agile methods, our results clearly show that companies enact context-specific hybrid solutions in which traditional and agile development approaches are used in combination.
Context: The manufacturing industry is facing a transformation with regard to Industry 4.0 (I4). A transformation towards full automation of production including a multitude of innovations is necessary. Startups and entrepreneurial processes can support such a transformation as has been shown in other industries. However, I4 has some specifics, so it is unclear how entrepreneurship can be adapted in I4. Understanding these specifics is important to develop suitable training programs for I4 startups and to accelerate the transformation.
Objective: This study identifies and outlines the essential characteristics and constraints of entrepreneurial processes in I4.
Method: 14 semi-structured interviews were conducted with experts in the field of I4 entrepreneurship. The interviews were analysed and categorized by qualitative analyses.
Results: The interviews revealed several characteristics of I4 that have a significant impact on the various phases of the entrepreneurial process. Examples of such specifics include the difficult access to customers, the necessary deep understanding of the customer and the domain, the difficulty of testing risky assumptions, and the complex development and productization of solutions. The complexity of hardware and software components, cost structures, and necessary customer-specific customizations affect the scalability of I4 startups. These essential characteristics also require specialised skills and resources from I4 startups.
Incubators in multinational corporations : development of a corporate incubator operator model
(2017)
This paper analyzes the components of a corporate incubator operator model in multinational companies. Thereby, three relevant phases were identified: pre incubation, incubation, and exit. Each phase contains different criteria that represent critical success factors for a corporate incubator, which are based on theoretical findings and lessons learned from practice. During the pre-incubation phase companies should define their need for a corporate incubator, the origin of ideas and the selection criteria for incubator tenants. The actual phase of incubation refers to the incubator program, which should be flexible with respect to each tenant. Furthermore, resource allocation plays an important role during the incubator program. Exit options after a successful incubation differ according to internal ideas and external start-ups, as well as the objective of the incubator. The research is based on a comprehensive screening of existing incubator literature and a qualitative content analysis of statements from eight experts of international corporate incubators.
Software and system development faces numerous challenges of rapidly changing markets. To address such challenges, companies and projects design and adopt specific development approaches by combining well-structured comprehensive methods and flexible agile practices. Yet, the number of methods and practices is large, and available studies argue that the actual process composition is carried out in a fairly ad-hoc manner. The present paper reports on a survey on hybrid software development approaches. We study which approaches are used in practice, how different approaches are combined, and what contextual factors influence the use and combination of hybrid software development approaches. Our results from 69 study participants show a variety of development approaches used and combined in practice. We show that most combinations follow a pattern in which a traditional process model serves as framework in which several fine-grained (agile) practices are plugged in. We further show that hybrid software development approaches are independent from the company size and external triggers. We conclude that such approaches are the results of a natural process evolution, which is mainly driven by experience, learning, and pragmatism.
Software and system development faces numerous challenges of rapidly changing markets. To address such challenges, companies and projects design and adopt specific development approaches by combining well-structured methods and flexible agile practices. Yet, the number of methods and practices is large and the actual process composition is often carried out in an ad-hoc manner. This paper reports on a survey on hybrid software development approaches. We study which approaches are used in practice, how different approaches are combined, and what contextual factors influence the use and combination of hybrid software development approaches.
How to prioritize your product roadmap when everything feels important: a grey literature review
(2021)
Context: A key factor in achieving product success is to identify what and in which order outputs must be launched in order to deliver the most value to the customer and the business. Therefore, a well-established process to discover and prioritize the content of the product roadmap in the right way is crucial for the success of a company. However, most companies prioritize their product roadmap items based on opinions of experts or the management. Additionally, increasing market dynamics, rapidly evolving technologies and fast changing customer behavior complicate the conduction of the prioritization process. Therefore, many companies are struggling to finding and establishing suitable techniques for prioritizing their product roadmap.
Objective: In order to gain a better understanding of the prioritization process in a dynamic and uncertain market environment, this paper aims to identify suitable techniques for the prioritization in such environments.
Method: We conducted a Grey Literature Review according to the guidelines of Garousi et al.
Results: 18 techniques for the prioritization of the product roadmap could be identified. 15 techniques are primarily used to prioritize outputs by considering factors such as the expected impact or effort. Two technique are most suitable for prioritizing risky assumptions that need to be validated and one technique focuses on the prioritization of outcomes. All techniques have in common that they should be conducted as cross-functional team activity in order to include different perspectives in the prioritization process.
A fast way to test business ideas and to explore customer problems and needs is to talk to them. Customer interviews help to understand what solutions customers will pay for before investing valuable resources to develop solutions. Customer interviews are a good way to gain qualitative insights. However, conducting interviews can be a difficult procedure and requires specific skills. The current ways of teaching interview skills have significant deficiencies. They especially lack guidance and opportunities to practice. Objective: The goal of this work is to develop and validate a workshop format to teach interview skills for conducting good customer interviews in a practical manner. Method: The research method is based on design science research which serves as a framework. A game-based workshop format was designed to teach interview skills. The approach consists of a half-day, hands-on workshop and is based on an analysis of necessary interview skills. The approach has been validated in several workshops and improved based on learnings from those workshops. Results: Results of the validation show that participants could significantly improve their interview skills while enjoying the game-based exercises. The game-based learning approach supports learning and practicing customer interview skills with playful and interactive elements that encourage greater motivation among participants to conduct interviews.
The emergence of agile methods and practices has not only changed the development processes but might also have affected how companies conduct software process improvement (SPI). Through a set of complementary studies, we aim to understand how SPI has changed in times of agile software development. Specifically, we aim (1) to identify and characterize the set of publications that connect elements of agility to SPI, (2) to explore to which extent agile methods/practices have been used in the context of SPI, and (3) to understand whether the topics addressed in the literature are relevant and useful for industry professionals. To study these questions, we conducted an in-depth analysis of the literature identified in a previous mapping study, an interview study, and an analysis of the responses given by industry professionals to SPI-related questions stemming from an independently conducted survey study.
For decades, Software Process Improvement (SPI) programs have been implemented, inter alia, to improve quality and speed of software development. To set up, guide, and carry out SPI projects, and to measure SPI state, impact, and success, a multitude of different SPI approaches and considerable experience are available. SPI addresses many aspects ranging from individual developer skills to entire organizations. It comprises for instance the optimization of specific activities in the software lifecycle as well as the creation of organization awareness and project culture. In the course of conducting a systematic mapping study on the state-of-the-art in SPI from a general perspective, we observed Global Software Engineering (GSE) becoming a topic of interest in recent years. Therefore, in this paper, we provide a detailed investigation of those papers from the overall systematic mapping study that were classified as addressing SPI in the context of GSE. From the main study’s result set, a set of 30 papers dealing with GSE was selected for an in-depth analysis using the systematic review instrument to study the contributions and to develop an initial picture of how GSE is considered from the perspective of SPI. Our findings show the analyzed papers delivering a substantial discussion of cultural models and how such models can be used to better address and align SPI programs with multi-national environments. Furthermore, experience is shared discussing how agile approaches can be implemented in companies working at the global scale. Finally, success factors and barriers are studied to help companies implementing SPI in a GSE context.
Software startups often make assumptions about the problems and customers they are addressing as well as the market and the solutions they are developing. Testing the right assumptions early is a means to mitigate risks. Approaches such as Lean Startup foster this kind of testing by applying experimentation as part of a constant build-measure-learn feedback loop. The existing research on how software startups approach experimentation is very limited. In this study, we focus on understanding how software startups approach experimentation and identify challenges and advantages with respect to conducting experiments. To achieve this, we conducted a qualitative interview study. The initial results show that startups often spent a disproportionate amount of time focusing on creating solutions without testing critical assumptions. Main reasons are the lack of awareness, that these assumptions can be tested early and a lack of knowledge and support on how to identify, prioritize and test these assumptions. However, startups understand the need for testing risky assumptions and are open to conducting experiments.
Startups play a key role in software-based innovation. They make an important contribution to an economy’s ability to compete and innovate, and their importance will continue to grow due to increasing digitalization. However, the success of a startup depends primarily on market needs and the ability to develop a solution that is attractive enough for customers to choose. A sophisticated technical solution is usually not critical, especially in the early stages of a startup. It is not necessary to be an experienced software engineer to start a software startup. However, this can become problematic as the solution matures and software complexity increases. Based on a proposed solution for systematic software development for early-stage startups, in this paper, we present the key findings of a survey study to identify the methodological and technical priorities of software startups. Among other things, we found that requirements engineering and architecture pose challenges for startups. In addition, we found evidence that startups’ software development approaches do not tend to change over time. An early investment in a more scalable development approach could help avoid long-term software problems. To support such an investment, we propose an extended model for Entrepreneurial Software Engineering that provides a foundation for future research.
Software engineering education is supposed to provide students with industry-relevant knowledge and skills. Educators must address issues beyond exercises and theories that can be directly rehearsed in small settings. A way to experience such effects and to increase the relevance of software engineering education is to apply empirical studies in teaching. In our article, we show how different types of empirical studies can be used for educational purposes in software engineering. We give examples illustrating how to utilize empirical studies, discuss challenges, and derive an initial guideline that supports teachers to include empirical studies in software engineering courses.
The ability to develop and deploy high-quality software at a high speed gets increasing relevance for the comptetitiveness of car manufacturers. Agile practices have shown benefits such as faster time to market in several application domains. Therefore, it seems to be promising to carefully adopt agile practices also in the automotive domain. This article presents findings from an interview-based qualitative survey. It aims at understanding perceived forces that support agile adoption. Particularly, it focuses on embedded software development for electronic control units in the automotive domain.
Context: The current transformation of automotive development towards innovation, permanent learning and adapting to changes are directing various foci on the integration of agile methods. Although, there have been efforts to apply agile methods in the automotive domain for many years, a wide-spread adoption has not yet taken place.
Goal: This study aims to gain a better understanding of the forces that prevent the adoption of agile methods.
Method: Survey based on 16 semi-structured interviews from the automotive domain. The results are analyzed by means of thematic coding.
Results: Forces that prevent agile adoption are mainly of organizational, technical and social nature and address inertia, anxiety and context factors. Key challenges in agile adoption are related to transforming organizational structures and culture, achieving faster software release cycles without loss of quality, the importance of software reuse in combination with agile practices, appropriate quality assurance measures, and the collaboration with suppliers and other disciplines such as mechanics.
Conclusion: Significant challenges are imposed by specific characteristics of the automotive domain such as high quality requirements and many interfaces to surrounding rigid and inflexible processes. Several means are identified that promise to overcome these challenges.
First International Workshop on Hybrid dEveLopmENt Approaches in Software Systems Development
(2017)
A software process is the game plan to organize project teams and run projects. Yet, it still is a challenge to select the appropriate development approach for the respective context. A multitude of development approaches compete for the users’ favor, but there is no silver bullet serving all possible setups. Moreover, recent research as well as experience from practice shows companies utilizing different development approaches to assemble the bestfitting approach for the respective company: a more traditional process provides the basic framework to serve the organization, while project teams embody this framework with more agile (and/or lean) practices to keep their flexibility. The first HELENA workshop aims to bring together the community to discuss recent findings and to steer future work.
Nowadays companies are facing increasing market dynamics, rapidly evolving technologies and shifting user expectations. Together with the adoption of lean and agile practices this situation makes it increasingly difficult to plan and predict upfront which products, services or features should be developed in the future. Consequently, many organizations are struggling with their ability to provide reliable and stable product roadmaps by applying traditional approaches. This paper aims at identifying and getting a better understanding of which measures companies have taken to transform their current product roadmapping practices to the requirements of a dynamic and uncertain market environment. This also includes challenges and success factors within this transformation process as well as measures that companies have planned for the future. We conducted 18 semi-structured expert interviews with practitioners of different companies and performed a thematic data analysis. The study shows that the participating companies are aware that the transformation of traditional product roadmapping practices to fulfill the requirements of a dynamic and uncertain market environment is necessary. The most important measures that the participating companies have taken are 1) adequate item planning concerning the timeline, 2) the replacement of a fixed time-based chart by a more flexible structure, 3) the use of outcomes to determine the items (such as features) on the a roadmap, 4) the creation of a central roadmap which allows deriving different representation for each stakeholder and department.