E-Book, Englisch, 576 Seiten
Song / Xu / Wan Information Systems Development
1. Auflage 2010
ISBN: 978-1-4419-7355-9
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark
Asian Experiences
E-Book, Englisch, 576 Seiten
ISBN: 978-1-4419-7355-9
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark
Information Systems Development (ISD) progresses rapidly, continually creating new challenges for the professionals involved. New concepts, approaches and techniques of systems development emerge constantly in this field. Progress in ISD comes from research as well as from practice. This conference will discuss issues pertaining to information systems development (ISD) in the inter-networked digital economy. Participants will include researchers, both experienced and novice, from industry and academia, as well as students and practitioners. Themes will include methods and approaches for ISD; ISD education; philosophical, ethical, and sociological aspects of ISD; as well as specialized tracks such as: distributed software development, ISD and knowledge management, ISD and electronic business / electronic government, ISD in public sector organizations, IOS.
Autoren/Hrsg.
Weitere Infos & Material
1;Foreword;5
2;Preface;7
3;Contents;9
4;Contributors;21
5;Part I Enterprise Systems A Challenge for Future Research and Improved Practice;28
5.1;CbSSDF and OWL-S: A Scenario-Based Solution Analysis and Comparison;29
5.1.1;1 Introduction;29
5.1.2;2 Summary of the Context-Based Semantic Service Description Framework;30
5.1.3;3 The Evaluation Scenario;32
5.1.4;4 Tasks Analysis and Results;33
5.1.4.1;4.1 Task 1: Locating an Existing Atomic Service;34
5.1.4.1.1;4.1.1 Solution Comparison;34
5.1.4.1.2;4.1.2 Summary;34
5.1.4.2;4.2 Task 2: Locating an Existing Composite Service;35
5.1.4.2.1;4.2.1 Solution Comparison;36
5.1.4.2.2;4.2.2 Summary;36
5.1.4.3;4.3 Task 3: Dynamically Constructing Composite Service;37
5.1.4.3.1;4.3.1 Solution Comparison;37
5.1.4.3.2;4.3.2 Summary;37
5.1.4.4;4.4 Discussion of the Scenario-Based Comparison;37
5.1.5;5 Conclusion;39
5.1.6;References;40
5.2;Enterprise Systems in a Service Science Context;41
5.2.1;1 Enterprise Systems;41
5.2.2;2 Service Science;42
5.2.3;3 Connections Between Enterprise Systems and Service Science;43
5.2.4;4 Enterprise Systems and Service Science IT Artefacts;44
5.2.5;5 Enterprise Systems and Service Science Business Reshaping;45
5.2.6;6 Enterprise Systems and Service Science Life Cycles;46
5.2.7;7 Enterprise Systems and Service Science Method Support;48
5.2.8;8 Enterprise Systems and Service Science Levels of Change;49
5.2.9;9 Summing Up;49
5.2.10;References;50
5.3;A Petri Net-Based Software Process Model for Developing Process-Oriented Information Systems;53
5.3.1;1 Introduction;53
5.3.2;2 Related Work;54
5.3.3;3 Process-Oriented Information Systems;55
5.3.4;4 Software Process Model for POIS Development;57
5.3.4.1;4.1 XML Nets;57
5.3.4.2;4.2 Toolset Supporting POIS Development;58
5.3.4.3;4.3 Software Process Model;59
5.3.4.3.1;4.3.1 Planning;60
5.3.4.3.2;4.3.2 Analysis;60
5.3.4.3.3;4.3.3 Design;61
5.3.4.3.4;4.3.4 Operation;62
5.3.4.3.5;4.3.5 Maintenance;62
5.3.5;5 Conclusions;63
5.3.6;References;64
5.4;Modern Enterprise Systems as Enablers of Agile Development;66
5.4.1;1 Introduction;66
5.4.1.1;1.1 Enterprise Systems;66
5.4.1.2;1.2 A Paradigm Shift From Tightly to Loosely Coupled Enterprise Systems;67
5.4.1.3;1.3 Project Management Perspective;68
5.4.1.4;1.4 Agile Project Management -- A New Paradigm?;68
5.4.1.5;1.5 Critical Success Factors;69
5.4.1.6;1.6 Purpose;69
5.4.1.7;1.7 Method;69
5.4.2;2 The Focal Case Study Firm;70
5.4.2.1;2.1 Main Steps in the Development Project of the New ES;70
5.4.2.2;2.2 Some of the Initial Effects for the Case Study Firm;71
5.4.2.2.1;2.2.1 Business Impacts From ES Use After 1 Year;71
5.4.2.2.2;2.2.2 Organizational Impacts From ES Use After 1 Year;71
5.4.3;3 Findings on Critical Success Conditions From the Case Study;71
5.4.3.1;3.1 Top Management's Experiences From ES Changes (CSC 1);72
5.4.3.2;3.2 The Right Basic ES Selection Decision (CSC 2);72
5.4.3.3;3.3 A Good Symbiosis Between System Developers and Super Users (CSC 3);73
5.4.3.4;3.4 A Short ES Change Project With a High Pace (CSC 4);73
5.4.4;4 Critical Success Conditions for Agile ISD Projects;74
5.4.5;5 Analysis and Discussion;74
5.4.5.1;5.1 Organizational Dimension;74
5.4.5.2;5.2 People Dimension;75
5.4.5.3;5.3 Process Dimension;75
5.4.5.4;5.4 Technical Dimension;76
5.4.5.5;5.5 Project Dimension;76
5.4.6;6 Conclusions;76
5.4.7;References;77
5.5;Patterns-Based IS Change Management in SMEs;79
5.5.1;1 Introduction;79
5.5.2;2 Identifying Basic Change Elements;80
5.5.3;3 Change Options and Change Patterns;83
5.5.4;4 Validity of Basic Change Patterns;84
5.5.5;5 The Prototype for IS Change Management Support in SMEs;86
5.5.6;6 Conclusions;88
5.5.7;References;89
5.6;Applying Use Cases to Describe the Role of Standards in e-Health Information Systems;91
5.6.1;1 Introduction;91
5.6.2;2 e-Health Standardization;93
5.6.3;3 e-Health Application Scenarios;94
5.6.3.1;3.1 Using UML to Describe e-Health Functionalities and Standards Incidence;94
5.6.3.1.1;3.1.1 Use Case 1: System Registration;94
5.6.3.1.2;3.1.2 Use Case 2: Diagnostic Imaging;94
5.6.3.1.3;3.1.3 Use Case 3: Laboratory Results;95
5.6.3.1.4;3.1.4 Use Case 4: Electronic Prescribing;97
5.6.3.2;3.2 Use Case Flow Description;98
5.6.3.3;3.3 Summary;98
5.6.4;4 Conclusions and Future Work;99
5.6.5;References;99
5.7;Discussion on Development Trend of Chinese Enterprises Information System;101
5.7.1;1 Status Quo of Enterprise Information System;101
5.7.2;2 Reasons for Development of Enterprise Information System;102
5.7.2.1;2.1 Development of Science and Technology;102
5.7.2.2;2.2 Development of Management Thought and Management Method;103
5.7.2.3;2.3 Change of Competitive Environment;103
5.7.2.4;2.4 Reform of Enterprise Management Ideas;104
5.7.3;3 Development Trend of Future Enterprise Information System;104
5.7.3.1;3.1 Combination of Various Management Thoughts and Management Modes;104
5.7.3.2;3.2 System Application Networking and Development Platform Standardization;105
5.7.3.3;3.3 Business Process Supportable;105
5.7.3.4;3.4 Application System Integration;106
5.7.3.5;3.5 Intelligent Information System;106
5.7.4;4 Conclusion;107
5.7.5;References;107
5.8;Asymmetrical Effects of Using Positive and Negative Examples on Object Modeling;108
5.8.1;1 Introduction;108
5.8.2;2 Effects of Positive and Negative Instructions on Learning;109
5.8.3;3 Methodology;112
5.8.4;4 Results;113
5.8.5;5 Conclusion;115
5.8.6;Appendix 1: Some Common Quality Problems and Corresponding Positive and Negative Examples;116
5.8.7;Appendix 2: Smallbytes Subscription System Case Study and Expected Solution;117
5.8.8;References;119
6;Part II IS/IT Project Management;120
6.1;A Social Contract for University--Industry Collaboration: A Case of Project-Based Learning Environment;121
6.1.1;1 Introduction;121
6.1.2;2 A Social Contract Theory;122
6.1.3;3 Moral Conflicts Perceived by Parties of a Project Course;123
6.1.3.1;3.1 Client Representatives Facing the Dirty-Hands Dilemma;124
6.1.3.2;3.2 Students: The Project Manager's Morally Complex Job;125
6.1.3.3;3.3 Instructors: A Job Burdened by Role Strains;125
6.1.4;4 The Social Contract;127
6.1.4.1;4.1 The Process of Defining the Social Contract;127
6.1.4.2;4.2 The Social Contract of a Project Course;127
6.1.5;5 Discussion;130
6.1.5.1;5.1 Limitations and Future Research;131
6.1.6;References;131
6.2;Replacement of the Project Manager Reflected Through Activity Theory and Work-System Theory;133
6.2.1;1 Introduction;133
6.2.2;2 On the Project Managers Central Role and RPM;134
6.2.3;3 The Theories;135
6.2.3.1;3.1 Work-System Theory providing a Systemic View of RPM;135
6.2.3.2;3.2 Activity Theory and the Need for Expansive Learning in RPM;137
6.2.4;4 Application of the Theories to RPM;138
6.2.5;5 Discussion;141
6.2.5.1;5.1 Evaluation of the Study;141
6.2.6;References;142
6.3;Integrating Environmental and Information Systems Management: An Enterprise Architecture Approach;144
6.3.1;1 Introduction;144
6.3.2;2 Tackling Environmental Management Integration;145
6.3.3;3 Environmental Management Artefacts: A Brief Analysis;146
6.3.4;4 Enterprise Architecture Frameworks, GERAM and GERA;147
6.3.5;5 A Meta-methodology for Enterprise Architecture Projects;148
6.3.6;6 Application to the Environmental Management Project;150
6.3.7;7 Conclusions and Further Work;152
6.3.8;References;153
6.4;Effective Monitoring and Control of Outsourced Software Development Projects;156
6.4.1;1 Introduction;156
6.4.2;2 Maximising Value Creation in Software Development;157
6.4.2.1;2.1 Related Work and Existing Solutions;158
6.4.2.1.1;2.1.1 Support for Decision Making in Software Development;158
6.4.2.1.2;2.1.2 Management in IT Outsourcing Projects;160
6.4.3;3 Research Method;161
6.4.3.1;3.1 Research Design;161
6.4.3.2;3.2 Data Collection Method;161
6.4.3.3;3.3 Case Selection;162
6.4.4;4 Case Study;162
6.4.4.1;4.1 Customer Office;163
6.4.4.2;4.2 Experience;164
6.4.5;5 Results;164
6.4.5.1;5.1 Practical Implications;165
6.4.5.1.1;5.1.1 Have a Modularised View of the Project;165
6.4.5.1.2;5.1.2 Standardise Co-ordination Operations;165
6.4.5.2;5.2 Validation;166
6.4.5.2.1;5.2.1 External Validity;166
6.4.5.2.2;5.2.2 Internal Validity;166
6.4.6;6 Conclusion;166
6.4.7;References;167
6.5;Classification of Software Project's Complexity;169
6.5.1;1 Introduction;169
6.5.2;2 Project Complexity and Patterns of Complexity;170
6.5.2.1;2.1 Complexity and Size;170
6.5.2.2;2.2 Product Versus Project Complexity;171
6.5.2.3;2.3 Organizational and Technological Complexity;171
6.5.2.4;2.4 Patterns of Complexity;171
6.5.3;3 Project Management Body of Knowledge;172
6.5.4;4 Sources of Complexity;173
6.5.5;5 A Case Study;173
6.5.6;6 Conclusions;178
6.5.7;References;178
6.6;Application of Project Portfolio Management;180
6.6.1;1 Enterprise Architecture Development for Municipal Office;180
6.6.2;2 Enterprise 2.0 as a New Opportunity for Communication Improvement;182
6.6.3;3 Exemplification of e-Municipality and Public Administration Information Systems Development;185
6.6.4;4 Project Portfolio Management for ICT Implementation at Municipal Offices;188
6.6.5;5 Conclusions;190
6.6.6;References;190
7;Part III Human-Computer Interaction and Knowledge Management;192
7.1;Towards a Cost-Effective Evaluation Approach for Web Portal Interfaces;193
7.1.1;1 Introduction;193
7.1.2;2 Aims and Basic Concepts;194
7.1.3;3 Cost-Effective Approach to Portal Evaluation;195
7.1.3.1;3.1 Data Collection;196
7.1.3.1.1;3.1.1 Scenario-Guided User Evaluations;197
7.1.3.1.2;3.1.2 Guideline Inspection;198
7.1.3.2;3.2 Data Analysis;198
7.1.3.2.1;3.2.1 Analysis of Usability Problems from the User Evaluations;198
7.1.3.2.2;3.2.2 Data Analysis from Guideline Inspection;200
7.1.4;4 Discussion and Conclusion;201
7.1.5;References;203
7.2;IT Knowledge Requirements Identification in Organizational Networks: Cooperation Between Industrial Organizations and Universities;205
7.2.1;1 Introduction;205
7.2.2;2 Problems, Proposed Solution, and Related Works;206
7.2.3;3 Diversity of Knowledge Requirements Sources;208
7.2.4;4 Customized Handling of Knowledge Requirements Sources;212
7.2.4.1;4.1 Method for Vacancy Description Handling;212
7.2.4.2;4.2 Method for Occupational Standards Handling;214
7.2.4.3;4.3 Method for Technology Course Description Handling;214
7.2.5;5 Conclusions;215
7.2.6;References;216
7.3;A Knowledge Tree Model and Its Application for Continuous Management Improvement;218
7.3.1;1 Introduction;218
7.3.2;2 Structure of Organizational Knowledge;219
7.3.2.1;2.1 Core Knowledge;219
7.3.2.2;2.2 Structural Knowledge;219
7.3.2.3;2.3 Implicit Knowledge;220
7.3.3;3 Knowledge Tree Model;220
7.3.3.1;3.1 Description of Knowledge Tree;220
7.3.3.2;3.2 Value of Knowledge Tree;221
7.3.3.3;3.3 Description of Knowledge Node;222
7.3.4;4 Knowledge Tree Model on Operational Cooperation Degree;223
7.3.4.1;4.1 The Establishment of Knowledge Tree Model of Cooperation Degree in Operations;223
7.3.4.2;4.2 The Continuous Improving Management Principles;225
7.3.5;5 Conclusion;228
7.3.6;References;228
7.4;On the Development of a User-Defined Quality Measurement Tool for XML Documents;229
7.4.1;1 Introduction;229
7.4.1.1;1.1 Roadmap;230
7.4.2;2 Related Work;230
7.4.3;3 User-Defined Quality Approach;232
7.4.4;4 Data Quality Checking Tool Implementation;233
7.4.5;5 Case Study;234
7.4.6;6 Conclusion and Future Work;236
7.4.7;References;237
7.5;The Paradox of Structured Methods for Software Requirements Management: A Case Study of an e-Government Development Project;238
7.5.1;1 Introduction;238
7.5.2;2 Alternative Perspectives of Information Systems Development;239
7.5.2.1;2.1 Technical Rationalism and the ''Methodologies Era'';239
7.5.2.2;2.2 Against Rationalism: The Notion of ''Situated Improvisation'';241
7.5.3;3 Findings of Case Study;242
7.5.3.1;3.1 Shortcomings of a Methodical (Rational) Approach;243
7.5.3.1.1;3.1.1 Methodology Visibility;243
7.5.3.1.2;3.1.2 Accountability;244
7.5.3.1.3;3.1.3 Theory Above Practice;244
7.5.3.1.4;3.1.4 Definition of Rationality;244
7.5.3.2;3.2 Shortcomings of an Amethodical (Improvised) Approach;245
7.5.3.2.1;3.2.1 Transport of Knowledge;245
7.5.3.2.2;3.2.2 Bias;245
7.5.4;4 Conclusions;245
7.5.4.1;4.1 Shortcomings of Methodical Approaches;245
7.5.4.2;4.2 Shortcomings of Amethodical Approaches;246
7.5.5;References;246
7.6;The Research for Knowledge Management System of Virtual Enterprise Based on Multi-agent;248
7.6.1;1 Introduction;248
7.6.2;2 The Features of Virtual Enterprise and Knowledge Management;249
7.6.2.1;2.1 The Features of Virtual Enterprise;249
7.6.2.2;2.2 The Features of Virtual Enterprise Knowledge Management;249
7.6.3;3 Multi-agent System and Virtual Enterprise Knowledge System;250
7.6.4;4 The Virtual Enterprise Knowledge System Model Based on Multi-agent;251
7.6.4.1;4.1 The System Model;251
7.6.4.2;4.2 The Correspondent and Cooperation of System Multi-agent;253
7.6.5;5 Conclusions;254
7.6.6;References;255
8;Part IV Model-Driven Engineering in ISD;256
8.1;Problem-Solving Methods in Agent-Oriented Software Engineering;257
8.1.1;1 Introduction;257
8.1.2;2 Background and Related Work;258
8.1.3;3 Extending PSM Libraries for AOSE;259
8.1.4;4 Extending MOBMAS with PSMs;261
8.1.4.1;4.1 MAS Organization Design;262
8.1.4.2;4.2 Agent Internal Design;264
8.1.4.3;4.3 Agent Interaction Design;265
8.1.5;5 Conclusions;267
8.1.6;References;267
8.2;MORPHEUS: A Supporting Tool for MDD;269
8.2.1;1 Introduction;269
8.2.2;2 ATRIUM at a Glance;270
8.2.3;3 MORPHEUS: An MDD Supporting Tool;271
8.2.3.1;3.1 Requirement Environment;273
8.2.3.2;3.2 Scenario Environment;276
8.2.3.3;3.3 Software Architecture Environment;278
8.2.4;4 Related Works;278
8.2.5;5 Conclusions and Further Works;280
8.2.6;References;280
8.3;Towards a Model-Driven Approach to Information System Evolution;282
8.3.1;1 Introduction;282
8.3.2;2 Object Model Evolution;283
8.3.3;3 Implementation;288
8.3.4;4 Discussion;290
8.3.5;References;292
8.4;Open Design Architecture for Round Trip Engineering;294
8.4.1;1 Introduction;294
8.4.2;2 Our Motivation;295
8.4.3;3 Basic Principles of ODARTE;298
8.4.4;4 Executable Micro-components and Their Containers;301
8.4.5;5 Runtime Environment;303
8.4.6;6 Experimental Simulation;304
8.4.7;7 Conclusions;305
8.4.8;References;305
8.5;Quality Issues on Model-Driven Web Engineering Methodologies;307
8.5.1;1 Introduction;307
8.5.2;2 Model-Driven Web Engineering;309
8.5.3;3 Problem, Motivation, and Goals;309
8.5.4;4 Factors to Consider in the Evaluation;310
8.5.5;5 Structure of the Evaluation;312
8.5.6;6 Framework Definition Process and Conclusions;315
8.5.7;References;316
8.6;Measuring the Quality of Model-Driven Projects with NDT-Quality;319
8.6.1;1 Introduction;319
8.6.2;2 NDT Navigational Development Techniques;321
8.6.3;3 NDT-Quality;322
8.6.3.1;3.1 The Necessity of NDT-Quality;323
8.6.3.2;3.2 The Interface of NDT-Quality;324
8.6.3.3;3.3 The Architecture of NDT-Quality;326
8.6.3.4;3.4 Practical References;326
8.6.4;4 Related Works;327
8.6.5;5 Conclusions;327
8.6.6;References;328
8.7;Aligning Business Motivations in a Services Computing Design;330
8.7.1;1 Introduction;330
8.7.2;2 Business Motivation Modelling;332
8.7.3;3 Defining a Business View for a Reference Architecture;333
8.7.4;4 Consolidating the Business View;338
8.7.5;5 Conclusion;339
8.7.6;References;340
9;Part V Information Systems for Service Marketing and e-Businesses;342
9.1;CRank: A Credit Assessment Model in C2C e-Commerce;343
9.1.1;1 Introduction;343
9.1.2;2 Related Work;344
9.1.3;3 Credit Evaluation Model;346
9.1.3.1;3.1 Basic Concepts;346
9.1.3.2;3.2 CRank Model;347
9.1.3.3;3.3 Refinement of the Model;349
9.1.4;4 A Numerical Example;350
9.1.5;5 Conclusion;352
9.1.6;References;352
9.2;Towards Agent-Oriented Approach to a Call Management System;354
9.2.1;1 Introduction;354
9.2.2;2 Call Management and Related Work;355
9.2.3;3 Evaluating the Use of Multi-agent Systems for CM;357
9.2.4;4 Early Requirements Model for a Call Management MAS;360
9.2.5;5 Conclusion and Future Work;363
9.2.6;References;364
9.3;Design and Research on e-Business Platform Based on Agent;366
9.3.1;1 Introduction;366
9.3.2;2 e-Business and Agent;367
9.3.3;3 JADE Technology;369
9.3.3.1;3.1 Agent Platform;369
9.3.3.2;3.2 Life Cycle of an Agent;370
9.3.4;4 B2C e-Business System Model;370
9.3.5;5 System Design;372
9.3.5.1;5.1 Buyer Subsystem;372
9.3.5.2;5.2 Seller Subsystem;372
9.3.5.3;5.3 CIC Subsystem;373
9.3.5.4;5.4 System Architecture;373
9.3.6;6 Conclusions;374
9.3.7;References;374
9.4;Research of B2B e-Business Application and Development Technology Based on SOA;375
9.4.1;1 Introduction;375
9.4.2;2 B2B e-Business and SOA;376
9.4.3;3 Key SOA Technologies;377
9.4.3.1;3.1 Web Service Overview;377
9.4.3.1.1;3.1.1 XML Language;378
9.4.3.1.2;3.1.2 SOAP;378
9.4.3.1.3;3.1.3 UDDI;378
9.4.3.1.4;3.1.4 WSDL;378
9.4.3.2;3.2 Business Process Execution Language (BPEL);378
9.4.3.3;3.3 Struts Structure;378
9.4.3.4;3.4 EJB;379
9.4.3.5;3.5 ESB;380
9.4.4;4 Overall Design of SOA-Based B2B e-business Platform;380
9.4.5;5 System Implementation Process;382
9.4.6;6 Conclusions;383
9.4.7;References;383
9.5;Dynamic Inventory Management with Demand Information Updating;384
9.5.1;1 Introduction;384
9.5.2;2 Basic Model;385
9.5.3;3 Algorithm to Find the Optimal Policy;387
9.5.4;4 Updating Both Demand Parameter and Substitution Probability;388
9.5.5;5 Conclusions;389
9.5.6;References;389
9.6;Analysis of Market Opportunities for Chinese Private Express Delivery Industry;390
9.6.1;1 Introduction;390
9.6.2;2 Regression Prediction Method;391
9.6.2.1;2.1 Summary of Regression Model;391
9.6.2.2;2.2 Basic Theory for Regression Prediction Model;392
9.6.2.2.1;2.2.1 Linear Regression Prediction;392
9.6.2.2.2;2.2.2 Curve Regression Prediction;392
9.6.2.3;2.3 Prediction Model Test;393
9.6.2.3.1;2.3.1 The Test of Goodness of Fit;393
9.6.2.3.2;2.3.2 The Significant Test of Regression Equation;393
9.6.3;3 Qualitative Analysis;394
9.6.4;4 Quantitative Analysis;396
9.6.4.1;4.1 Postal Express Volume Forecasts;396
9.6.4.2;4.2 Nonpostal Express Volume Forecasts;398
9.6.5;5 Conclusions;400
9.6.6;References;401
10;Part VI Development of Information Systems for Creativity and Innovation;403
10.1;Explaining Change Paths of Systems and SoftwareINTnl; Development Practices;404
10.1.1;1 Introduction;404
10.1.2;2 Conceptual and Theoretical Background;405
10.1.3;3 Research Process;406
10.1.4;4 Change Paths of ISD Practices;407
10.1.5;5 Eight Stereotypical Change Paths of ISD Practices;408
10.1.6;6 Discussion;412
10.1.7;7 Conclusions;414
10.1.8;References;414
10.2;Designing a Study for Evaluating User Feedback on Predesign Models;416
10.2.1;1 Introduction;416
10.2.2;2 What Is Predesign Modeling?;417
10.2.3;3 Application Examples for Predesign Models;419
10.2.4;4 An Experimental Study on Predesign Model Understandability;420
10.2.4.1;4.1 Hypothesis;420
10.2.4.2;4.2 Experimental Design;421
10.2.4.3;4.3 Subjects and Domain;421
10.2.4.4;4.4 Data Collection and Instrumentation;423
10.2.4.5;4.5 Question Design;424
10.2.4.6;4.6 Evaluation Methods;426
10.2.4.7;4.7 Future Work;426
10.2.5;5 Summary and Conclusion;426
10.2.6;References;427
10.3;Study on the Method of the Technology Forecasting Based on Conjoint Analysis;429
10.3.1;1 Introduction;430
10.3.2;2 A Summary for Conjoint Analysis;432
10.3.3;3 Analysis of a Stimulant Example;434
10.3.4;4 Conclusion;437
10.3.5;References;438
10.4;Towards a New Concept for Supporting Needy Children in Developing Countries -- ICT Centres Integrated with Social Rehabilitation;440
10.4.1;1 Introduction;440
10.4.2;2 The Concept Model Project Trust;441
10.4.2.1;2.1 Value Principles;442
10.4.2.2;2.2 Target Groups;443
10.4.2.2.1;2.2.1 Mothers Care Centre (MCC);444
10.4.2.2.2;2.2.2 Disabled Children Centre (DCC);445
10.4.2.2.3;2.2.3 Exposed Children Centre (ECC);445
10.4.2.3;2.3 ICT Centre;445
10.4.2.3.1;2.3.1 Multimedia Studio -- Computer Play Centre;446
10.4.2.3.2;2.3.2 Test Studio -- Ozlab;446
10.4.2.4;2.4 Indoors Rehabilitation;446
10.4.2.4.1;2.4.1 Adventure Rooms;447
10.4.2.4.2;2.4.2 Creative Artist Rooms;447
10.4.2.4.3;2.4.3 Physical Training and Massage Rooms;447
10.4.2.5;2.5 Outdoors Rehabilitation;447
10.4.2.6;2.6 Infrastructure;448
10.4.2.6.1;2.6.1 Training;448
10.4.2.6.2;2.6.2 Operation;449
10.4.2.6.3;2.6.3 Research;449
10.4.3;3 Actions and Research in Concert;449
10.4.4;References;451
10.5;An Investigation of Agility Issues in Scrum Teams Using Agility Indicators;452
10.5.1;1 Introduction;452
10.5.2;2 Agility Indicators for Software Development Teams;453
10.5.2.1;2.1 Autonomous but Sharing Team;454
10.5.2.2;2.2 Stability with Embraced Uncertainty;455
10.5.3;3 Research Approach;455
10.5.4;4 Case Analysis;456
10.5.4.1;4.1 Team A;456
10.5.4.2;4.2 Team B;457
10.5.5;5 Discussion;460
10.5.6;6 Conclusion;461
10.5.7;References;462
10.6;The Influence of Short Project Timeframes on Web Development Practices: A Field Study;463
10.6.1;1 Introduction;463
10.6.2;2 Research Method;464
10.6.3;3 Findings and Discussion;466
10.6.3.1;3.1 Role of Groupware Tools as Enablers and Drivers of Collaborative Work;466
10.6.3.2;3.2 Collective Code Ownership and Ease-of-Maintenance;466
10.6.3.3;3.3 Timeframe Driven by Business Imperatives: Developer-Push and Client-Pull;467
10.6.3.4;3.4 Enablers of Rapid Development and Enhanced Productivity;467
10.6.3.5;3.5 Impact of Time Pressure on Quality: Extensive Re-use, ''Pragmatic Satisficing'';469
10.6.3.6;3.6 Requirements Clarity: Need to ''Freeze'' and Sign Off;470
10.6.3.7;3.7 Streamlined Processes and Procedures to Support a Sustainable Pace;471
10.6.3.8;3.8 Project Management: Collectively Determined Schedules, Cohesive Teams;472
10.6.3.9;3.9 Closeness of Relationship with Client Project Team;473
10.6.3.10;3.10 Working Software over Documentation;474
10.6.4;4 Conclusions;474
10.6.5;References;475
10.7;On Weights Determination in Ideal Point Multiattribute Decision-Making Model;477
10.7.1;1 TOPSIS;477
10.7.2;2 The Weights Determination Problem of TOPSIS;478
10.7.3;3 Attribute Determination Based on Principal Component;480
10.7.3.1;3.1 Standardize the Sample Decision-Make Matrix;481
10.7.3.2;3.2 Calculate Eigenvalue and Eigenvector of the Correlation Coefficient Matrix;481
10.7.3.3;3.3 Obtain the Weights of p Principal Components;482
10.7.4;4 Conclusions;483
10.7.5;References;483
11;Part VII Information Systems Engineering and Management;484
11.1;An Approach for Prioritizing Agile Practices for Adaptation;485
11.1.1;1 Introduction;485
11.1.2;2 Agile Methodologies and Practices;486
11.1.3;3 Agile Adaptation;487
11.1.4;4 Prioritization;488
11.1.5;5 Adapted Prioritization Approach;489
11.1.6;6 Case Study;492
11.1.7;7 Conclusions;495
11.1.8;References;496
11.2;Effects of Early User-Testing on Software Quality Experiences from a Case Study;499
11.2.1;1 Introduction;499
11.2.2;2 Main Thesis;501
11.2.2.1;2.1 Method;502
11.2.3;3 Case Study Description;502
11.2.3.1;3.1 Description of the Software Package;502
11.2.3.2;3.2 Use Tests;503
11.2.3.3;3.3 The Debugging Process;504
11.2.4;4 Analysis;505
11.2.4.1;4.1 Improve Requirements Specifications by Letting Developers Conduct Tests;505
11.2.4.2;4.2 Error Rates in Different Program Modules of RIB;506
11.2.4.3;4.3 Error Rates in Comparison;507
11.2.5;5 Conclusions;508
11.2.6;References;509
11.3;Development of Watch Schedule Using Rules Approach;511
11.3.1;1 Introduction;511
11.3.2;2 The Related Software;512
11.3.3;3 Understanding of Formal Concept Analysis;513
11.3.4;4 Distributional Formal Contexts;514
11.3.5;5 The Algorithm of Creating of Schedule;516
11.3.6;6 Experiment;520
11.3.7;7 Conclusions;521
11.3.8;References;521
11.4;Priority-Based Constraint Management in Software Process Instantiation;523
11.4.1;1 Introduction;523
11.4.2;2 Priority-Based Constraint Management;525
11.4.2.1;2.1 Software Engineering Framework;525
11.4.2.2;2.2 Architecture Framework;527
11.4.2.3;2.3 Correction Approach;527
11.4.2.4;2.4 Particular Design Decisions;530
11.4.2.4.1;2.4.1 Loop and Duplicate Control;530
11.4.2.4.2;2.4.2 Priority Management of Constraints;530
11.4.3;3 Evaluation;531
11.4.4;4 Related Work;532
11.4.5;5 Conclusions;533
11.4.6;References;534
11.5;Adopting Quality Assurance Technology in CustomerVendor Relationships: A Case Study of How Interorganizational Relationships Influence the Process;535
11.5.1;1 Introduction;535
11.5.2;2 Quality Assurance in the Pharmaceutical Sector and the GAMP Standard;536
11.5.3;3 Interorganizational Relationships;537
11.5.4;4 The Research Approach;539
11.5.5;5 Adoption of Quality Assurance at PharmSoft;540
11.5.6;6 Analysis of the Interorganizational Relationship of PharmSoft;541
11.5.7;7 Discussion;543
11.5.8;8 Conclusion;544
11.5.9;References;545
11.6;A Framework for Decomposition and Analysis of Agile Methodologies During Their Adaptation;547
11.6.1;1 Introduction;547
11.6.2;2 Environmental Agility Requirements;548
11.6.3;3 Decomposition of ISD Methods;549
11.6.4;4 Proposed Process of Agile Method Decomposition and Analysis During Its Adaptation;551
11.6.4.1;4.1 Eliciting Environmental Requirements;551
11.6.4.2;4.2 Classifying Agile Methodology Elements;551
11.6.4.3;4.3 Identifying the Levels of Adaptability;552
11.6.4.4;4.4 Relating Agile Elements with Concern Areas;552
11.6.4.5;4.5 Adaptation of the Agile Methodology (Guidelines);553
11.6.5;5 Case Study Adapting Crystal Clear;554
11.6.6;References;558
11.7;The Methodology Evaluation System Can Support Software Process Innovation;561
11.7.1;1 The Status of Software Development in Present Days;561
11.7.2;2 Existing Systems for Methodology Evaluation and Selection;562
11.7.3;3 The Methodology Evaluation System METES;563
11.7.3.1;3.1 Key Selection Criteria;564
11.7.3.2;3.2 Other Selection Criteria;565
11.7.3.3;3.3 Complementary Criteria;566
11.7.4;4 The Evaluation of Selected Present Methodologies;567
11.7.5;5 Process of the Methodology Selection;568
11.7.6;6 Conclusions;570
11.7.7;References;571
12;Index;572
