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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.
Context: Companies increasingly strive to adapt to market and ecosystem changes in real time. Gauging and understanding team performance in such changing environments present a major challenge.
Objective: This paper aims to understand how software developers experience the continuous adaptation of performance in a modern, highly volatile environment using Lean and Agile software development methodology. This understanding can be used as a basis for guiding formation and maintenance of high-performing teams, to inform performance improvement initiatives, and to improve working conditions for software developers.
Method: A qualitative multiple-case study using thematic interviews was conducted with 16 experienced practitioners in five organisations.
Results: We generated a grounded theory, Performance Alignment Work, showing how software developers experience performance. We found 33 major categories of performance factors and relationships between the factors. A cross-case comparison revealed similarities and differences between different kinds and different sizes of organisations.
Conclusions: Based on our study, software teams are engaged in a constant cycle of interpreting their own performance and negotiating its alignment with other stakeholders. While differences across organisational sizes exist, a common set of performance experiences is present despite differences in context variables. Enhancing performance experiences requires integration of soft factors, such as communication, team spirit, team identity, and values, into the overall development process. Our findings suggest a view of software development and software team performance that centres around behavioural and social sciences.
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.
Introducing continuous experimentation in large software-intensive product and service organisations
(2017)
Software development in highly dynamic environments imposes high risks to development organizations. One such risk is that the developed software may be of only little or no value to customers, wasting the invested development efforts.Continuous experiment ation, as an experiment-driven development approach, may reduce such development risks by iteratively testing product and service assumptions that are critical to the success of the software. Although several experiment-driven development approaches are available, there is little guidance available on how to introduce continuous experimentation into an organization. This article presents a multiple-case study that aims at better understanding the process of introducing continuous experimentation into an organization with an already established development process. The results from the study show that companies are open to adopting such an approach and learning throughout the introduction process. Several benefits were obtained, such as reduced development efforts, deeper customer insights, and better support for development decisions. Challenges included complex stakeholder structures, difficulties in defining success criteria, and building experimen- tation skills. Our findings indicate that organizational factors may limit the benefits of experimentation. Moreover, introducing continuous experimentation requires fundamental changes in how companies operate, and a systematic introduction process can increase the chances of a successful start.
This is a report from a one-day fourth international workshop on "Information Systems in Distributed Environments" (ISDE), which was organized in conjunction with the OnTheMove Federated Conferences & Workshops (OTM 2014) October 29-30, 2014, Amantea, Calabria, Italy. The main focus of this event was to provide a venue for the discussion of challenges related to the development, operation, and maintenance of distributed information systems, and their creation in the context of global development projects. Further dissemination of research results will lead to an improvement of distributed information system development and deployment across the globe.
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.