A fast method for analysing and improving complex software processes

This paper presents a simple, fast method (or management tool) for the analysis and improvement of software-intensive complex products and systems (CoPS) called software analysis-software improvement (SA-SI). The tool relies on outside intervention, rapid data collection and structured in-company workshops. The distinctive feature of the method is that it focuses on the 'soft', human side of the software development process and examines and compares formal (or rational) processes ('what should be') with real, actual practices ('what is'), in order to identify problems, their causes and strategies for improvement. The tool complements existing formal approaches by delivering a 'bottom up', grass roots, practitioner view of real processes in action. The purpose of SA-SI is to help overcome the severe problems of measuring, analysing and improving performance in large scale, complex software projects. An illustrative case example (Company X) is used to show how the tool is applied and how it confronts the problem of actual/real processes differing from ideal/formal processes. It also shows how SA-SI is used to identify process 'hot spots'(severe problems), analyse their causes and identify solutions. The paper provides guidance on typical problems encountered in running SA-SI and how to overcome them. It also shows how the tool has been modified and extended to deal with other complex domains and innovation management issues. Although SA-SI cannot be a substitute for a change programme, it can play a useful part in complementing ongoing improvement activities. From a research perspective, the method helps link up studies from the organisational development and software fields and assists in 'closing the loop' between innovation research and business practice.     

Are their designs iterative or fixated? Investigating design patterns from student digital footprints in computer-aided design software

This paper investigates iteration and fixation in design by mining digital footprints left by designers. High school students used computer-aided design software to create buildings in an urban area, with the goal of applying passive solar design techniques to ensure optimal solar gains of the buildings throughout a year. Students were required to complete three different designs. Fine-grained data including design actions, intermediate artifacts, and reflection notes were logged. Computational analytics programs were developed to mine the logs through three indicators: (a) frequency of the action of using energy analysis tools; (b) solar performance of the final designs; and (c) difference in solar performance between the prototype and final designs. Triangulating results from the indicators suggests three types of iteration—efficacious, inadequate and ineffective. Over half of the participants were detected as being efficacious iterative during the first design and becoming more and more fixated toward the end of the project, which resonates with previous findings on fixation effect among college students and professional designers. Overall the results demonstrate the power of applying computational analytics to investigate complex design processes. Findings from this work shed light on how to quantitatively assess and research student performance and processes during design projects.     

论企业边界的两重性

长期以来，学者们对企业边界的研究视角始终放在企业的规模上，难以对企业边界的复杂变动情况作出合理的解释。本文认为，企业的边界具有两重属性，一是由土地、劳动、资本等有形资源决定的规模边界，二是由知识、技术等无形资源决定的能力边界。能力边界是企业边界的核心属性，它的变动决定了规模边界的变动方向。借助这一新的分析思路，本文对当前企业边界的多样化变动趋势进行了讨论，试图给出更合理的解释。     

Software innovativeness. A comparison between proprietary and Free/Open Source solutions offered by Italian SMEs

Innovation processes taking place in the software sector are already widely debated. The widespread success of Free/Open Source Software (FOSS) raises new research issues, dealing with whether and how the free circulation of ideas championed by the movement and its collective management of intellectual property rights fosters innovation. The aim of this paper is to contribute to the literature by addressing the following research questions: are programs based on FOSS solutions more innovative than proprietary ones, and, if so, which innovation dimensions are typical of the FOSS production mode? Based on a sample of 134 software solutions produced by Italian Small and Medium Enterprises and using a methodology frequently applied in technology management to evaluate innovativeness of products and services, this exploratory study provides initial insights into what happens when alternative metrics are used to observe complex innovation processes in the software market.     

Coordination of Design Supply Chains for Bundling Physical and Software Products*

Research on product development management has concentrated on physical products or on software, but not both. This article explores a special new product development (NPD) approach in which the internal development of core physical products is augmented by bundled and largely outsourced software features. We studied a medical device producer that has established a new medical information product group (MIPG) within their NPD organization to create software features that are bundled with their core physical products. The MIPG has conceptualized these software features as multiple software development projects, and then coordinated their realization largely through the use of external software suppliers. This case study centers on the question: how can firms effectively coordinate such product development processes? Our analysis of case evidence and related literature suggests that such product bundling processes, when pursued through design supply chains (DSC), are more complex than is typical for the development of streams of either physical products or software products individually. We observe that DSC coordination transcends the requirements associated with traditional “stage‐gate” NPD processes used for physical product development. Managers in DSC settings face a tension inherent to distributed work: keeping internal and external development efforts separate to exploit the design capabilities within a network of software suppliers, while ensuring effective delivery of a stream of bundled products. Many managers face this coordination tension with little, if any, prior knowledge of how to create a streamlined and effective DSC. Our research indicates that these managers need to make a series of interrelated decisions: the number of suppliers to qualify and include in or exclude from the DSC; the basis for measuring and modifying the scope of the suppliers' work; the need to account for asymmetric cost structures and expertise across the DSC; the mechanisms for synchronizing development work across elements of the DSC; and the approaches for developing skills—both technical and administrative—that project managers need for utilizing in‐house competencies while acquiring and assimilating design know‐how from external development organizations. When managers take a flexible approach toward these decisions based on a modular set of software development projects, they can improve their NPD outcomes through technical and organizational experimentation and adjust their own resource deployment to best utilize the suppliers' capabilities within their DSC.     

Common purpose and divided loyalties: the risks and rewards of cross-sector collaboration for academic and government researchers

International evidence shows that research is increasingly being carried out in organisational forms built around cross-sectoral (government, academic and business) and transdisciplinary teams with well-defined national social, economic or environmental objectives in view. As a result, new and unfamiliar forms of organisational arrangements for research are emerging within universities and elsewhere. These collaborative research centres have been variously termed 'hybrid' or 'parasitic'. This paper draws upon around 30 in-depth interviews with participants from selected Australian Cooperative Research Centres (CRC). It examines how researchers reconcile the many demands of their dual role, first, as a government researcher or academic, and second as a committed participant in an industry-collaborative research centre. These collaborations go beyond 'applied research' to span fundamental research and immediately useful knowledge. But reward systems and performance measures for academic researchers are still founded largely on 'discovery', while those for government researchers are based upon 'application'. The risk is that researchers will be deflected by the collaboration in ways that conflict with their institutional responsibilities. The paper reports work analysing the management strategies used by the CRCs and their public sector partners to ensure that their common goals are achieved while preserving their institutional interests and the expectations of their research staff. The aim is to identify effective ways of managing the various 'risks' of cross-sector collaborative research and development (R&D) in Australia and more widely.     

Industrial marketing management digital media optimization for B2B marketing

The role of digital media in B2B marketing has gained traction with academics and practitioners in recent years. However, a comprehensive framework about the use and value of these media has not been developed, leaving B2B experts uncertain about their effectiveness. In fact, whether or not digital media can impact the business development and marketing processes to achieve higher performance remains vague. Additionally, there is a paucity of research related to the impact of different media towards the enhancement of processes and outcome of marketing to generate opportunities. To provide guidance for practitioners, we consider marketing processes in the global software industry by researching practitioner experiences. We develop an assessment tool to identify and align marketing processes and digital media. This research attempts to explore and explain how digital media impacts the B2B business development process cycle at the conjunction of marketing and sales. The research tests a conceptual model by means of a cross-sectional survey of more than 530 practitioners. Our novel framework provides several contributions to knowledge and practice, defining marketing-related processes, and determining a set of digital platforms. By acknowledging the perspectives of vendors, third-parties, and buyers in a simultaneous study, we ensure optimal alignment.     

Developing 'Expert Systems': Contributions from decision support systems and judgment analysis techniques

In considering the application of expert systems to the practice of R&D management, an age-old conflict continues to plague those who would be innovators—proper consideration of the need to evaluate information both systematically and intuitively. Operations researchers/management scientists can, and often do, find that the results of their arduous efforts to develop sophisticated models, algorithms, and statistical validation techniques are less than satisfactory to decision-makers. The reason, they are told, is that their systematic approach did not, and could not, give proper weight to the incommensurables.
This paper discusses the concept that significant contributions could be made to lessen the occurrence of this dilemma by combining judgment analysis techniques with appropriately designed decision support systems. Current levels of performance/price ratios for computing systems are such that meaningful research can be undertaken to test the validity of this hypothesis. A research design is outlined and some recommendations presented toward that end.     

An analysis of decision processes

AbstractThis paper outlines three ways of looking at decision processes, and relates them to problems of research management. A classification of decisions is suggested, based on three dimensions of complexity. On each dimension, innovative decisions are normally more complex than operating decisions, but since the latter are more common, there is a danger that the former will be inadequately treated, as shown in an example. These dangers may be mitigated, first, by regarding complex decision-making as an explicitly cyclical process, and, second, by recognizing the significance of reference standards. Four types of reference standard—historical, external, planning, and imaginative—are noted, and brief consideration is given to their origins and to their influence on the perception not only of problems but also of solutions. It is argued that the range and quality of the reference standards used are likely to be significant factors in the success of research management.     

Targeting agricultural research based on potential impacts on poverty reduction: Strategic program priorities by agro-ecological zone in Nigeria

Growing concern for poverty in the face of declining agricultural research budgets has increasingly required formal priority setting of public agricultural research in developing countries to ensure that scarce research resources are allocated in ways that will have the greatest impact on the poor. This paper assessed the potential impacts of alternative commodity research programs on poverty reduction in three agro-ecological zones of Nigeria and identified strategic agricultural research priorities in the three zones. The paper discusses the poverty reduction-based priorities and their role in facilitating dialogue between research managers and policymakers aimed at sharpening the focus of agricultural research to achieve poverty reduction objectives in Nigeria.     

Decision support for build-to-order supply chain management through multiobjective optimization

This paper aims to identify the gaps in decision-making support based on multiobjective optimization (MOO) for build-to-order supply chain management (BTO-SCM). To this end, it reviews the literature available on modelling build-to-order supply chains (BTO-SC) with the focus on adopting MOO techniques as a decision support tool. The literature has been classified based on the nature of the decisions in different part of the supply chain, and the key decision areas across a typical BTO-SC are discussed in detail. Available software packages suitable for supporting decision making in BTO supply chains are also identified and their related solutions are outlined. The gap between the modelling and optimization techniques developed in the literature and the decision support needed in practice are highlighted. Future research directions to better exploit the decision support capabilities of MOO are proposed. These include: reformulation of the extant optimization models with a MOO perspective, development of decision supports for interfaces not involving manufacturers, development of scenarios around service-based objectives, development of efficient solution tools, considering the interests of each supply chain party as a separate objective to account for fair treatment of their requirements, and applying the existing methodologies on real-life data sets.     

An analysis of decision processes

This paper outlines three ways of looking at decision processes, and relates them to problems of research management. A classification of decisions is suggested, based on three dimensions of complexity. On each dimension, innovative decisions are normally more complex than operating decisions, but since the latter are more common, there is a danger that the former will be inadequately treated, as shown in an example. These dangers may be mitigated, first, by regarding complex decision-making as an explicitly cyclical process, and, second, by recognizing the significance of reference standards. Four types of reference standard—historical, external, planning, and imaginative—are noted, and brief consideration is given to their origins and to their influence on the perception not only of problems but also of solutions. It is argued that the range and quality of the reference standards used are likely to be significant factors in the success of research management.     

基于分布式的通用信号处理嵌入式软件架构

为了从根本上解决信号处理系统功能软件与硬件平台的解耦、在线重构、部署和升级问题,以信号处理嵌入式软件系统架构的新需求为牵引,分析了独立式架构、联合式架构和综合式架构等多种信号处理嵌入式软件系统架构的优缺点,提出了基于分布式的下一代通用信号处理嵌入式软件系统架构,研究了以信号预处理阵列、信号处理阵列、信息数据处理阵列和大容量存储阵列组成为主的硬件架构与以任务服务层、智能服务层、构件服务层和系统平台服务层组成为主的软件架构,解决了分布式通信中间件、多业务动态加载与灵活配置和异构处理器高效移植开发等关键性技术,实现了基于分布式的通用信号处理嵌入式软件架构。所提出的系统架构可扩展、可升级、可重构,快速提升系统性能,可满足不同的任务需求,面对复杂作战环境的适应能力强,能实现复杂电磁环境下电磁目标的智能感知。     

复杂井史图形化模板设计与工程地质研究应用

钻井井史资料统计分析是工程地质研究的基础工作。塔里木盆地地质条件复杂、钻井深度大、工程地质问题多、井史资料内容多且繁杂,使用常规方法整理井史资料耗时长且分析难度大。利用Microsoft Excel数据表分析软件建立复杂井史图形化显示模板的方法,应用Excel的数据综合管理分析功能对井史资料进行排列、筛选、成图,实现工程信息的可视化显示效果,并形成标准的分析成图模板。使用该方法分析井史资料快捷方便,节约时间,实现了钻井工程实时监测。     

Information Use in New Product Development: An Initial Exploratory Empirical Investigation in the Chemical Industry*

In‐depth interviews with product developers and product development software providers in a previous qualitative phase of research uncovered eight general types of information that are used across the new product development process (strategic, project management, financial, market and customer, wants and needs, technical, competitor, and regulatory information) and three general approaches to managing information in the process (project‐centric, functionally oriented, and fully distributed). This paper presents a second phase of research trying to understand the role that managing knowledge and information plays in developing new products and achieving NPD success. This research phase empirically investigates use of the eight types of information across three general phases of the NPD process in the chemical industry using 81 mail survey responses from marketing and new product development professionals. Respondents were asked to indicate the degree to which each of the eight information types was used in each of the following general phases of new product development: the fuzzy front end, development, and testing and launch. The respondents also provided information on new product development success, information management system sophistication, and innovation strategy. This research makes several contributions to new knowledge. First, this research suggests that information management in product development is even more complex than initially posited in Zahay et al. (2004) , with each of the eight types of information identified being used in each of the three phases of development. Unexpectedly, for all but one type of information use is higher in later stages of the NPD process, even though use of several kinds of information early in the project is associated with increased success. Thus, managers may need to encourage teams to start gathering information from outside the firm earlier than is currently the norm. Second, the results suggest that more sophisticated information management systems are indeed associated with increased use of various different types of information, as expected. Third, more sophisticated information management systems are more highly associated with success than less sophisticated information management systems. These results are important, as most new product development information management systems are limited in their ability to handle complex and non‐quantitative information such as customer wants and needs, as well as strategic, competitor, and regulatory information. However, being able to transmit information on these issues is associated with increased firm performance and project success from these data. Thus, firms need to figure out how to improve their ability to manage and use non‐quantitative information more effectively.     

Determinants of Success in the Development of Applications Software

In this article, the third in the trio of software innovation articles, Chris Voss outlines the key factors that determine whether a new software development is likely to be successful. His research draws on an innovation framework that has emerged from previous research. His results are similar to those of the earlier studies and suggest that the software innovation process has many demands that are common to innovation in other product areas.     

On improving the robustness of Asian management theories: Theoretical anchors in the era of globalization

A careful review of the history of research on global strategy and cross-cultural management reveals that considerable attention has been paid to the functioning of organizations located in the Asian context in comparison with their Western counterparts. While research in this tradition has generated some useful insights, there is a need for improving robustness of management theories that are applicable in the Asian context. In this paper, we advance a taxonomy of cross-cultural management theories and suggest methods of deriving research propositions well-grounded in the latest findings in cross-cultural research. It is suggested that robustness of management theories that are uniquely applicable to the Asia Pacific countries is best achieved by addressing the complex interplay of cultural variations found in these countries with globalization-related influences.     

Time-Driven Development of Software in Manufactured Goods

Microprocessors are being incorporated into an increasingly wide range of products. However, many of the companies that manufacture such products are not effectively managing software development for these embedded systems. Despite the current focus on concurrent engineering and cross-functional teams, software engineering is often poorly integrated with the rest of the product development effort. The result is usually a costly delay in the product's introduction to the market. Tomlinson G. Rauscher and Preston G. Smith describe several practices that have proved helpful for accelerating the development of products that incorporate embedded software. Managerial and economic opportunities for accelerating development of hardware-software systems involve planning for dramatic growth in products that include embedded software, cultivating in-house software knowledge, recognizing the financial effects of project decisions, and measuring project progress. Improving time to market requires hiring and developing software engineering staff and managers with the requisite knowledge of the application, ensuring that they understand the techniques for specifying requirements and design, and providing them with clear guidelines for evaluating the trade-offs between project duration, project cost, and product performance. Progress should be measured in terms of the number of components completed, rather than the number of lines of code that are written. During the development process, emphasis should be placed on managing the scheduling links between hardware and software development, obtaining user feedback about the system as early as possible, and using a flexible, ongoing review process. Development groups should establish software requirements and design parameters before they start coding, and testing should commence early in the system design process. By creating a working prototype of the user interface, developers can obtain user feedback and thereby sharpen the design specification. Effective, timely software development requires focusing greater energy and resources on development of the requirements specification. By expending this effort in the first phase of a project, the development team can minimize its use of the time-consuming code-and-debug approach to software development. In addition to breaking down a complex system into understandable pieces, a modular design supports efforts to accelerate product development. With a modular design, work on various modules can be assigned concurrently to relatively independent teams. A modular design facilitates testing of the product as well as reuse of software that was developed and deployed in previous projects.     

How new top managers use control systems as levers of strategic renewal

This research is a longitudinal study of 10 newly-appointed top managers; the research focuses on understanding (1) their business vision and strategy and (2) how they use formal control systems as levers of strategic change and renewal. The results reported in the paper are based on data collected over a period of approximately 18 months following the appointment of each new manager. Analysis of the data suggests that control systems are important levers used to manage both evolutionary and revolutionary change. In situations of strategic change, control systems are used by top managers to formalize beliefs, set boundaries on acceptable strategic behavior, define and measure critical performance variables, and motivate debate and discussion about strategic uncertainties. In addition to traditional measuring and monitoring functions, control systems are used by top managers to overcome organizational inertia; communicate new strategic agendas; establish implementation timetables and targets; and ensure continuing attention to new strategic initiatives.