Mining frequent bug-fix code changes

Detecting bugs as early as possible plays an important role in ensuring software quality before shipping. We argue that mining previous bug fixes can produce good knowledge about why bugs happen and how they are fixed. In this paper, we mine the change history of 717 open source projects to extract bug-fix patterns. We also manually inspect many of the bugs we found to get insights into the contexts and reasons behind those bugs. For instance, we found out that missing null checks and missing initializations are very recurrent and we believe that they can be automatically detected and fixed.

Overthrowing the Tyranny of Alphabetical Ordering in Documentation Systems

Software developers are often unsure of the exact name of the API method they need to use to invoke the desired behavior. Most state-of-the-art documentation browsers present API artefacts in alphabetical order. Albeit easy to implement, alphabetical order does not help much: if the developer knew the name of the required method, he could have just searched for it in the first place. In a context where multiple projects use the same API, and their source code is available, we can improve the API presentation by organizing the elements in the order in which they are more likely to be used by the developer. Usage frequency data for methods is gathered by analyzing other projects from the same ecosystem and this data is used then to improve tools. We present a preliminary study on the potential of this approach to improve the API presentation by reducing the time it takes to find the method that implements a given feature. We also briefly present our experience with two proof-of-concept tools implemented for Smalltalk and Java.

Explaining Variations in Client Extra Costs between Software Projects Offshored to India

Gaining economic benefits from substantially lower labor costs has been reported as a major reason for offshoring labor-intensive information systems services to low-wage countries. However, if wage differences are so high, why is there such a high level of variation in the economic success between offshored IS projects? This study argues that offshore outsourcing involves a number of extra costs for the ^his paper was recommended for acceptance by Associate Guest Editor Erran Carmel. client organization that account for the economic failure of offshore projects. The objective is to disaggregate these extra costs into their constituent parts and to explain why they differ between offshored software projects. The focus is on software development and maintenance projects that are offshored to Indian vendors. A theoretical framework is developed a priori based on transaction cost economics (TCE) and the knowledge-based view of the firm, comple mented by factors that acknowledge the specific offshore context The framework is empirically explored using a multiple case study design including six offshored software projects in a large German financial service institution. The results of our analysis indicate that the client incurs post contractual extra costs for four types of activities: (1) re quirements specification and design, (2) knowledge transfer, (3) control, and (4) coordination. In projects that require a high level of client-specific knowledge about idiosyncratic business processes and software systems, these extra costs were found to be substantially higher than in projects where more general knowledge was needed. Notably, these costs most often arose independently from the threat of oppor tunistic behavior, challenging the predominant TCE logic of market failure. Rather, the client extra costs were parti cularly high in client-specific projects because the effort for managing the consequences of the knowledge asymmetries between client and vendor was particularly high in these projects. Prior experiences of the vendor with related client projects were found to reduce the level of extra costs but could not fully offset the increase in extra costs in highly client-specific projects. Moreover, cultural and geographic distance between client and vendor as well as personnel turnover were found to increase client extra costs. Slight evidence was found, however, that the cost-increasing impact of these factors was also leveraged in projects with a high level of required client-specific knowledge (moderator effect).