Browsing by Subject "Software development"
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Item Open Access Adopting augmented reality for the purpose of software development process training and improvement: an exploration(Springer, Cham, 2018) Ohri, İ.; Öge, İ.; Orkun, B.; Yilmaz, M.; Tüzün, Eray; Clarke, P.; O’Connor, R. V.Augmented reality (AR) is a technological field of study that bridges the physical and digital world together with a view to improving user experience. AR holds great potential to change the delivery of software services or software process improvement by utilizing a specific set of components. The purpose of this exploratory study is to propose an integration framework to support AR for improving the onboarding process, notably in introducing new hires to the development process while performing their daily tasks. In addition, it also aims to enhance the software development workflow process using AR. Similar to a GPS device that can guide you from point A to point B, our goal is to create software artifacts like navigation components where software teams may benefit from digitally enhanced working conditions provided using AR. After conducting a review in the literature, we confirmed that there is lack of studies about the combination of augmented reality with software engineering disciplines for onboarding. In this paper, we formalized our approach based on the benefits of AR. Ultimately; we propose an AR-based preliminary model for improving the software development process.Item Open Access Catching up with method and process practice: an industry-informed baseline for researchers(Institute of Electrical and Electronics Engineers Inc., 2019) Klünder, J.; Hebig, R.; Tell, P.; Kuhrmann, M.; Nakatumba-Nabende, J.; Heldal, R.; Krusche, S.; Fazal-Baqaie, M.; Felderer, M.; Bocco, M. F. G.; Küpper, S.; Licorish, S. A.; Lopez, G.; McCaffery, F.; Top, Ö. Ö.; Prause, C. R.; Prikladnicki, R.; Tüzün, Eray; Pfahl, D.; Schneider, K.; MacDonell, S. G.Software development methods are usually not applied by the book. Companies are under pressure to continuously deploy software products that meet market needs and stakeholders' requests. To implement efficient and effective development processes, companies utilize multiple frameworks, methods and practices, and combine these into hybrid methods. A common combination contains a rich management framework to organize and steer projects complemented with a number of smaller practices providing the development teams with tools to complete their tasks. In this paper, based on 732 data points collected through an international survey, we study the software development process use in practice. Our results show that 76.8% of the companies implement hybrid methods. Company size as well as the strategy in devising and evolving hybrid methods affect the suitability of the chosen process to reach company or project goals. Our findings show that companies that combine planned improvement programs with process evolution can increase their process' suitability by up to 5%.Item Open Access Evaluation of an industrial case of gamification in software quality improvement(Serious Games Society, 2023-09-04) Say, B.; Altunel, Haluk; Kosa, M.; Koca-Atabey, M.The value of industrial-scale gamification interventions for improving software quality is a topic of interest for software engineering research; but it has not frequently been analysed from the perspective of the developer’s experiences. The objective of this study is to qualitatively evaluate developers’ experiences in a team-based, leaderboard-style gamification intervention in a large software house. To understand the dynamics of positive outcomes in improving code security and quality, semi-structured interviews were conducted regarding both technical and psychosocial aspects. Eight members of three different leaderboard teams with different standings in the final leaderboard were interviewed, and the transcripts were examined using Interpretive Phenomenological Analysis. The results showed that the gamification intervention did result in positive individual and team-based awareness and behaviour change in a range of technical practices such as unit testing, code reviewing, and design. Post intervention, the participants discussed how their motivation, sense of belonging, and communication improved, also expressing concerns over attainability and fairness of gamification goals and relevance to existing workload. The experiential perspective emerging from analysed themes gives broader insights in technical and socio-psychological dimensions than available in the current literature.Item Open Access A tool to enhance cooperation and knowledge transfer among software developers(Springer, Berlin, Heidelberg, 2009) Aydın, Seçil; Mishra, D.Software developers have been successfully tailoring software development methods according to the project situation and more so in small scale software development organizations. There is a need to share this knowledge with other developers who may be facing the same project situation so that they can benefit from other people experiences. In this paper, an approach to enhance cooperation among software developers, in terms of sharing the knowledge that was used successfully in past projects, is proposed. A web-based tool is developed that can assist in creation, storage and extraction of methods related with requirement elicitation phase. These methods are categorized according to certain criteria which helps in searching a method that will be most appropriate in a given project situation. This approach and tool can also be used for other software development activities. © 2009 Springer Berlin Heidelberg.Item Open Access Transformational leadership and organizational innovation: the roles of internal and external support for innovation(Wiley-Blackwell Publishing, 2009) Gumusluğlu, L.; Ilsev, A.Leadership has been suggested to be an important factor affecting innovation. A number of studies have shown that transformational leadership positively influences organizational innovation. However, there is a lack of studies examining the contextual conditions under which this effect occurs or is augmented. Therefore, this study aimed to investigate the impact of transformational leadership on organizational innovation and to determine whether internal and external support for innovation as contextual conditions influence this effect. Organizational innovation was conceptualized as the tendency of the organization to develop new or improved products or services and its success in bringing those products or services to the market. Transformational leadership was hypothesized to have a positive influence on organizational innovation. Furthermore, this effect was proposed to be moderated by internal support for innovation, which refers to an innovation supporting climate and adequate resources allocated to innovation. Support received from external organizations for the purposes of knowledge and resource acquisition was also proposed to moderate the relationship between transformational leadership and organizational innovation. To test these hypotheses, data were collected from 163 research and development (R&D) employees and managers of 43 micro- and small-sized Turkish entrepreneurial software development companies. Two separate questionnaires were used to collect the data. Employees' questionnaires included measures of transformational leadership and internal support for innovation, whereas managers' questionnaires included questions about product innovations of their companies and the degree of support they received from external institutions. Organizational innovation was measured with a market-oriented criterion developed specifically for developing countries and newly developing industries. Hierarchical regression analysis was used to test the hypothesized effects. The results of the analysis provided support for the positive influence of transformational leadership on organizational innovation. This finding is significant because this positive effect was identified in micro- and small-sized companies, whereas previous research focused mainly on large companies. In addition, external support for innovation was found to significantly moderate this effect. Specifically, the relationship between transformational leadership and organizational innovation was stronger when external support was at high levels than when there was no external support. This study is the first to investigate and empirically show the importance of this contextual condition for organizational innovation. The moderating effect of internal support for innovation, however, was not significant. This study shows that transformational leadership is an important determinant of organizational innovation and encourages managers to engage in transformational leadership behaviors to promote organizational innovation. In line with this, transformational leadership, which is heavily suggested to be a subject of management training and development in developed countries, should also be incorporated into such programs in developing countries. Moreover, this study highlights the importance of external support in the organizational innovation process. The results suggest that technical and financial support received from outside the organization can be a more important contextual influence in boosting up innovation than an innovation-supporting internal climate. Therefore, managers, particularly of micro- and small-sized companies, should play external roles such as boundary spanning and should build relationships with external institutions that provide technical and financial support. The findings of this study are especially important for managers of companies that plan to or currently operate in countries with developing economies.Item Open Access What makes agile software development agile(IEEE, 2021-07-26) Kuhrmann, M.; Tell, P.; Hebig, R.; Klunder, J. A-C; Munch, J.; Linssen, O.; Pfahl, D.; Felderer, M.; Prause, C.; Macdonell, S.; Nakatumba-Nabende, J.; Raffo, D.; Beecham, S.; Tüzün, Eray; Lopez, G.; Paez, N.; Fontdevila, D.; Licorish, S.; Kupper, S.; Ruhe, G.; Knauss, E.; Özcan-Top, O.; Clarke, P.; Mc Caffery, F. H.; Genero, M.; Vizcaino, A.; Piattini, M.; Kalinowski, M.; Conte, T.; Prikladnicki, R.; Krusche, S.; Coşkunçay, A.; Scott, E.; Calefato, F.; Pimonova, S.; Pfeiffer, R-H; Schultz, U. P.; Heldal, R.; Fazal-Baqaie, M.; Anslow, C.; Nayebi, M.; Schneider, K.; Sauer, S.; Winkler, D.; Biffl, S.; Bastarrica, C.; Richardson, I.Together with many success stories, promises such as the increase in production speed and the improvement in stakeholders' collaboration have contributed to making agile a transformation in the software industry in which many companies want to take part. However, driven either by a natural and expected evolution or by contextual factors that challenge the adoption of agile methods as prescribed by their creator(s), software processes in practice mutate into hybrids over time. Are these still agile In this article, we investigate the question: what makes a software development method agile We present an empirical study grounded in a large-scale international survey that aims to identify software development methods and practices that improve or tame agility. Based on 556 data points, we analyze the perceived degree of agility in the implementation of standard project disciplines and its relation to used development methods and practices. Our findings suggest that only a small number of participants operate their projects in a purely traditional or agile manner (under 15%). That said, most project disciplines and most practices show a clear trend towards increasing degrees of agility. Compared to the methods used to develop software, the selection of practices has a stronger effect on the degree of agility of a given discipline. Finally, there are no methods or practices that explicitly guarantee or prevent agility. We conclude that agility cannot be defined solely at the process level. Additional factors need to be taken into account when trying to implement or improve agility in a software company. Finally, we discuss the field of software process-related research in the light of our findings and present a roadmap for future research.