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Context
In a world of high dynamics and uncertainties, it is almost impossible to have a long-term prediction of which products, services, or features will satisfy the needs of the customer. To counter this situation, the conduction of Continuous Improvement or Design Thinking for product discovery are common approaches. A major constraint in conducting product discovery activities is the high effort to discover and validate features and requirements. In addition, companies struggle to integrate product discovery activities into their agile processes and iterations.
Objective
This paper aims at suggests 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 on Design Thinking activities. To operationalize DEW, proposals for practitioners are presented that can be used to integrate product discovery into product development and delivery.
Method
A case study was conducted for the development of the DEW index. In addition, we conducted an expert workshop to develop proposals for the integration of product discovery activities into the product development and delivery process.
Results
First, we present the "Discovery Effort Worthiness Index" in form of a formula. Second, we identified requirements that must be fulfilled for systematic integration of product discovery activities into product development and delivery. Third, we derived from the requirements proposals for the integration of product discovery activities with a company's product development and delivery.
Conclusion
The developed "Discovery Effort Worthiness Index" provides a tool for companies and their product owners to determine how much effort they should spend on Design Thinking methods to discover and validate requirements. Integrating product discovery with product development and delivery should ensure that the results of product discovery are incorporated into product development. This aims to systematically analyze product risks to increase the chance of product success.
On the design of an urban data and modeling platform and its application to urban district analyses
(2020)
An integrated urban platform is the essential software infrastructure for smart, sustainable and resilitent city planning, operation and maintenance. Today such platforms are mostly designed to handle and analyze large and heterogeneous urban data sets from very different domains. Modeling and optimization functionalities are usually not part of the software concepts. However, such functionalities are considered crucial by the authors to develop transformation scenarios and to optimized smart city operation. An urban platform needs to handle multiple scales in the time and spatial domain, ranging from long term population and land use change to hourly or sub-hourly matching of renewable energy supply and urban energy demand.
Context: 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 unknown which software processes are suited for cloud-based development and what their effects in specific contexts are.
Objective: We aim at better understanding the software process applied to distributed software development using the cloud as development environment. We further aim at providing an instrument which helps project managers comparing different solution approaches and to adapt team processes to improve future project activities and outcomes.
Method: We provide a simulation model which helps analyzing different project parameters and their impact on projects performed in the cloud. To evaluate the simulation model, we conduct different analyses using a Scrumban process and data from a project executed in Finland and Spain. An extra adaptation of the simulation model for Scrum and Kanban was used to evaluate the suitability of the simulation model to cover further process models.
Results: A comparison of the real project data with the results obtaind from the different simulation runs shows the simulation producing results close to the real data, and we could successfully replicate a distributed software project. Furthermore, we could show that the simulation model is suitable to address further process models.
Conclusion: The simulator helps reproducing activities, developers, and events in the project, and it helps analyzing potential tradeoffs, e.g., regarding throughput, total time, project size, team size and work-in-progress limits. Furthermore, the simulation model supports project managers selecting the most suitable planning alternative thus supporting decision-making processes.
Pokémon Go was the first mobile augmented reality (AR) game to reach the top of the download charts of mobile applications. However, little is known about this new generation of mobile online AR games. Existing theories provide limited applicability for user understanding. Against this background, this research provides a comprehensive framework based on uses and gratification theory, technology risk research, and flow theory. The proposed framework aims to explain the drivers of attitudinal and intentional reactions, such as continuance in gaming or willingness to invest money in in-app purchases. A survey among 642 Pokémon Go players provides insights into the psychological drivers of mobile AR games. The results show that hedonic, emotional, and social benefits and social norms drive consumer reactions while physical risks (but not data privacy risks) hinder consumer reactions. However, the importance of these drivers differs depending on the form of user behavior.
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.
Context: Development of software intensive products and services increasingly occurs by continuously deploying product or service increments, such as new features and enhancements, to customers. Product and service developers must continuously find out what customers want by direct customer feedback and usage behaviour observation. Objective: This paper examines the preconditions for setting up an experimentation system for continuous customer experiments. It describes the RIGHT model for Continuous Experimentation (Rapid Iterative value creation Gained through High-frequency Testing), illustrating the building blocks required for such a system. Method: An initial model for continuous experimentation is analytically derived from prior work. The model is matched against empirical case study findings from two startup companies and further developed. Results: Building blocks for a continuous experimentation system and infrastructure are presented. Conclusions: A suitable experimentation system requires at least the ability to release minimum viable products or features with suitable instrumentation, design and manage experiment plans, 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 the integration of experiment results in both the product development cycle and the software development process.
Detecting the adherence of driving rules in an energy-efficient, safe and adaptive driving system
(2016)
An adaptive and rule-based driving system is being developed that tries to improve the driving behavior in terms of the energy-efficiency and safety by giving recommendations. Therefore, the driving system has to monitor the adherence of driving rules by matching the rules to the driving behavior. However, existing rule matching algorithms are not sufficient, as the data within a driving system is changing frequently. In this paper a rule matching algorithm is introduced that is able to handle frequently changing data within the context of the driving system. 15 journeys were used to evaluate the performance of the rule matching algorithms. The results showed that the introduced algorithm outperforms existing algorithms in the context of the driving system. Thus, the introduced algorithm is suited for matching frequently changing data against rules with a higher performance, why it will be used in the driving system for the detection of broken energy-efficiency of safety-relevant driving rules.
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: 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 capabilities are developed incrementally and validated in continuous experiments with stakeholders such as customers and users. The experiments provide factual feedback for guiding subsequent development.
Objective: This paper explores the state of the practice of experimentation in the software industry. It also identifies the key challenges and success factors that practitioners associate with the approach.
Method: A qualitative survey based on semi-structured interviews and thematic coding analysis was conducted. Ten Finnish software development companies, represented by thirteen interviewees, participated in the study.
Results: 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 the organizational culture, accelerating the development cycle speed, and finding the right measures for customer value and product success. Success factors include a supportive organizational culture, deep customer and domain knowledge, and the availability of the relevant skills and tools to conduct experiments.
Conclusions: It is concluded that the major issues in moving towards continuous experimentation are on an organizational level; most significant technical challenges have been solved. An evolutionary approach is proposed as a way to transition towards experiment-driven development.
Information Systems in Distributed Environment (ISDE) is becoming a prominent standard in this globalization era due to advancement in information and communication technologies. The advent of the internet has supported Distributed Software Development (DSD) by introducing new concepts and opportunities, resulting in benefits such as scalability, flexibility, interdependence, reduced cost, resource pools, and usage tracking. The distributed development of information systems as well as their deployment and operation in distributed environments impose new challenges for software organizations and can lead to business advantages. In distributed environments, business units collaborate across time zones, organizational boundaries, work cultures and geographical distances, something that ultimately has led to an increasing diversification and growing complexity of cooperation among units. The real-world practice of developing, deployment and operation of information systems in globally distributed projects has been viewed from various perspectives, though technical and engineering in conjunction with managerial and organizational viewpoints have dominated the researcher’s attention so far. Successful participation in distributed environments, however, is ultimately a matter of the participants understanding and exploiting the particularities of their respective local contexts at specific points in time and exploring practical solutions through the local resources available.
This special issue of the Computer standards & interfaces journal therefore includes papers received from the public call for papers and extended and improved versions of those papers that were selected from the best of the International Workshop on Information Systems in Distributed Environment (ISDE 2014). It aims to serve as a forum to bring together academics, researchers, practitioners and students in the field of distributed information system, by presenting novel developments and lesson learned from real world cases, and to promote the exchange of ideas, discussion and advancement in these areas.