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The business landscape is changing radically because of software. Companies in all industry sectors are continously finding new flexibilities in this programmable world. They are able to deliver new functionalities even after the product is already in the customer's hands. But success is far from guaranteed if they cannot validate their assumptions about what their customers actually need. A competitor with better knowledge of customer needs can disrupt the market in an instant.
This book introduces continuous experimentation, an approach to continuously and systematically test assumptions about the company's product or service strategy and verify customers' needs through experiments. By observing how customers actually use the product or early versions of it, companies can make better development decisions and avoid potentially expensive and wasteful activities. The book explains the cycle of continuous experimentation, demonstrates its use through industry cases, provides advice on how to conduct experiments with recipes, tools, and models, and lists some common pitfalls to avoid. Use it to get started with continuous experimentation and make better product and service development decisions that are in-line with your customers' needs.
Rapid value delivery requires a company to utilize empirical evaluation of new features and products in order to avoid unnecessary product risks. This helps to make data-driven decisions and to ensure that the development is focused on features that provide real value for customers. Short feedback loops are a prerequisite as they allow for fast learning and reduced reaction times. Continuous experimentation is a development practice where the entire R&D process is guided by constantly conducting experiments and collecting feedback. Although principles of continuous experimentation have been successfully applied in domains such as game software or SAAS, it is not obvious how to transfer continuous experimentation to the business to-business domain. In this article, a case study from a medium-sized software company in the B2B domain is presented. The study objective is to analyze the challenges, benefits and organizational aspects of continuous experimentation in the B2B domain. The results suggest that technical challenges are only one part of the challenges a company encounters in this transition. The company also has to address challenges related to the customer and organizational culture. Unique properties in each customers business play a major role and need to be considered when designing experiments. Additionally, the speed by which experiments can be conducted is relative to the speed by which production deployments can be made. Finally, the article shows how the study results can be used to modify the development in the case company in a way that more feedback and data is used instead of opinions.
The troubles began when Tom, the business analyst, asked the customer what he wants. The customer came up with good ideas for software features. Tom created a brilliant roadmap and defined the requirements for a new software product. Mary, the development team leader, was already eager to start developing and happy when she got the requirements. She and her team went ahead and created the software right away. Afterwards, Paul tested the software against the requirements. As soon as the software fulfilled the requirements, Linda, the product manager, deployed it to the customer. The customer did not like the software and ignored it. Ringo, the head of software development, was fired. How come? Nowadays, we have tremendous capabilities for creating nearly all kinds of software to fulfill the needs of customers. We can apply agile practices for reacting flexibly to changing requirements, we can use distributed development, open source, or other means for creating software at low cost, we can use cloud technologies for deploying software rapidly, and we can get enormous amounts of data showing us how customers actually use software products. However, the sad reality is that around 90% of products fail, and more than 60% of the features of a typical software product are rarely or never used. But there is a silver lining – an insight regarding successful features: Around 60% of the successes stem from a significant change of an initial idea. This gives us a hint on how to build the right software for users and customers.
Context: Nowadays the market environment is characterized by high uncertainties due to high market dynamics, confronting companies with new challenges in creating and updating product roadmaps. Most companies are still using traditional approaches which typically fail in such environments. Therefore, companies are seeking opportunities for new product roadmapping approaches.
Objective: This paper presents good practices to support companies better understand what factors are required to conduct a successful product roadmapping in a dynamic and uncertain market environment.
Method: Based on a grey literature review, essential aspects for conducting product roadmapping in a dynamic and uncertain market environment were identified. Expert workshops were then held with two researchers and three practitioners to develop best practices and the proposed approach for an outcome-driven roadmap. These results were then given to another set of practitioners and their perceptions were gathered through interviews.
Results: The study results in the development of 9 good practices that provide practitioners with insights into what aspects are crucial for product roadmapping in a dynamic and uncertain market environment. Moreover, we propose an approach to product roadmapping that includes providing a flexible structure and focusing on delivering value to the customer and the business. To ensure the latter, this approach consists of the main items outcome hypothesis, validated outcomes, and discovered outputs.
Through increasing market dynamics, rapidly evolving technologies and shifting user expectations coupled with the adoption of lean and agile practices, companies are struggling with their ability to provide reliable product roadmaps by applying traditional approaches. Currently, most companies are seeking opportunities to improve their product roadmapping practices. As a first challenge they have to assess their current product roadmapping capabilities in order to better understand how to improve their practices and how to switch to a new approach. The aim of this article is to provide an initial maturity model for product roadmapping practices that is especially suited for assessing the roadmapping capabilities of companies operating in dynamic and uncertain market environments. Based on interviews with 15 experts from 13 various companies the current state of practice regarding product roadmapping was identified. Afterwards, the model development was conducted in the context of expert workshops with the Robert Bosch GmbH and researchers. The study results in the so-called DEEP 1.0 product roadmap maturity model which allows companies to conduct a self assessment of their product roadmapping practice.
Selecting a suitable development method for a specific project context is one of the most challenging activities in process design. Every project is unique and, thus, many context factors have to be considered. Recent research took some initial steps towards statistically constructing hybrid development methods, yet, paid little attention to the peculiarities of context factors influencing method and practice selection. In this paper, we utilize exploratory factor analysis and logistic regression analysis to learn such context factors and to identify methods that are correlated with these factors. Our analysis is based on 829 data points from the HELENA dataset. We provide five base clusters of methods consisting of up to 10 methods that lay the foundation for devising hybrid development methods. The analysis of the five clusters using trained models reveals only a few context factors, e.g., project/product size and target application domain, that seem to significantly influence the selection of methods. An extended descriptive analysis of these practices in the context of the identified method clusters also suggests a consolidation of the relevant practice sets used in specific project contexts.
Selecting a suitable development method for a specific project context is one of the most challenging activities in process design. To extend the so far statistical construction of hybrid development methods, we analyze 829 data points to investigate which context factors influence the choice of methods or practices. Using exploratory factor analysis, we derive five base clusters consisting of up to 10 methods. Logistic regression analysis then reveals which context factors have an influence on the integration of methods from these clusters in the development process. Our results indicate that only a few context factors including project/product size and target application domain significantly influence the choice. This summary refers to the paper “Determining Context Factors for Hybrid Development Methods with Trained Models”. This paper was published in the proceedings of the International Conference on Software and System Process in 2020.
Die Kombination von Softwareproduktlinien und agiler Softwareentwicklung in der Automobilbranche ist vielversprechend. Das Ziel ist hierbei, sowohl die Vorteile agiler Methoden wie kurze Entwicklungszyklen als auch die Vorteile systematischer Wiederverwendung wie beispielsweise das effektive Management von Varianten zu erzielen. Allerdings ist die Kombination auch mit Herausforderungen verbunden und erfordert eine geeignete Einführungs- oder Transformationsstrategie. Basierend auf Erkenntnissen einer Interviewstudie und existierenden Produktlinienentwicklungen werden Herausforderungen und Lösungsideen aufgezeigt.
Software development consists to a large extent of human-based 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 role of different communication patterns in distributed agile software development. In particular, students gain awareness about the importance of communication by experiencing the impact of limitations of communication channels and the effects on collaboration and team performance. The course unit presented uses the controlled experiment instrument to provide the basic organization of a small software project carried out in virtual teams. We provide a detailed design of the course unit to allow for implementation in further courses. Furthermore, we provide experiences obtained from implementing this course unit with 16 graduate students. We observed students struggling with technical aspects and team coordination in general, while not realizing the importance of communication channels (or their absence). Furthermore, we could show the students that lacking communication protocols impact team coordination and performance regardless of the communication channels used.
In the era of digital transformation, the notion of software quality transcends its traditional boundaries, necessitating an expansion to encompass the realms of value creation for customers and the business. Merely optimizing technical aspects of software quality can result in diminishing returns. Product discovery techniques can be seen as a powerful mechanism for crafting products that align with an expanded concept of quality - one that incorporates value creation. Previous research has shown that companies struggle to determine appropriate product discovery techniques for generating, validating, and prioritizing ideas for new products or features to ensure they meet the needs and desires of the customers and the business. For this reason, we conducted a grey literature review to identify various techniques for product discovery. First, the article provides an overview of different techniques and assesses how frequently they are mentioned in the literature review. Second, we mapped these techniques to an existing product discovery process from previous research to provide concrete guidelines for establishing product discovery in their organizations. The analysis shows, among other things, the increasing importance of techniques to structure the problem exploration process and the product strategy process. The results are interpreted regarding the importance of the techniques to practical applications and recognizable trends.