Managing software development information in global configuration management activities

Software Configuration Management (SCM) techniques have been considered the entry point to rigorous software engineering, where multiple organizations cooperate in a decentralized mode to save resources, ensure the quality of the diversity of software products, and manage corporate information to get a better return of investment. The incessant trend of Global Software Development (GSD) and the complexity of implementing a correct SCM solution grow not only because of the changing circumstances, but also because of the interactions and the forces related to GSD activities. This paper addresses the role SCM plays in the development of commercial products and systems, and introduces a SCM reference model to describe the relationships between the different technical, organizational, and product concerns any software development company should support in the global market.

BioMet®Tools: from modeling and simulation to product design and development

BioMet®Tools is a set of software applications developed for the biometrical characterization of voice in different fields as voice quality evaluation in laryngology, speech therapy and rehabilitation, education of the singing voice, forensic voice analysis in court, emotional detection in voice, secure access to facilities and services, etc. Initially it was conceived as plain research code to estimate the glottal source from voice and obtain the biomechanical parameters of the vocal folds from the spectral density of the estimate. This code grew to what is now the Glottex®Engine package (G®E). Further demands from users in medical and forensic fields instantiated the development of different Graphic User Interfaces (GUI’s) to encapsulate user interaction with the G®E. This required the personalized design of different GUI’s handling the same G®E. In this way development costs and time could be saved. The development model is described in detail leading to commercial production and distribution. Study cases from its application to the field of laryngology and speech therapy are given and discussed.

4CaaSt: Comprehensive management of Cloud services through a PaaS

The 4CaaSt project aims at developing a PaaS framework that enables flexible definition, marketing, deployment and management of Cloud-based services and applications. The major innovations proposed by 4CaaSt are the blueprint and its management and lifecycle, a one stop shop for Cloud services and the management of resources in the PaaS level (including elasticity). 4CaaSt also provides a portfolio of ready to use Cloud native services and Cloud- aware immigrant technologies.

Efficient management of available technologies. Aplication to mining operations for industry supplies

Nowadays, processing Industry Sector is going through a series of changes, including right management and reduction of environmental affections. Any productive process which looks for sustainable management is incomplete if Cycle of Life of mineral resources sustainability is not taken into account. Raw materials for manufacturing are provided by mineral resources extraction processes, such as copper, aluminum, iron, gold, silver, silicon, titanium? Those elements are necessary for Mankind development and are obtained from the Earth through mineral extractive processes. Mineral extraction processes are operations which must take care about the environmental consequences. Extraction of huge volumes of rock for their transformation into raw materials for industry must be optimized to reduce ecological cost of the final product as l was possible. Reducing the ecological balance on a global scale has no sense to design an efficient manufacturing in secondary industry (transformation), if in first steps of the supply chain (extraction) impact exceeds the savings of resources in successive phases. Mining operations size suggests that it is an environmental aggressive activity, but precisely because of its great impact must be the first element to be considered. That idea implies that a new concept born: Reduce economical and environmental cost This work aims to make a reflection on the parameters that can be modified to reduce the energy cost of the process without an increasing in operational costs and always ensuring the same production capacity. That means minimize economic and environmental cost at same time. An efficient design of mining operation which has taken into account that idea does not implies an increasing of the operating cost. To get this objective is necessary to think in global operation view to make that all departments involved have common guidelines which make you think in the optimization of global energy costs. Sometimes a single operational cost must be increased to reduce global cost. This work makes a review through different design parameters of surface mining setting some key performance indicators (KPIs) which are estimated from an efficient point of view. Those KPIs can be included by HQE Policies as global indicators. The new concept developed is that a new criteria has to be applied in company policies: improve management, improving OPERATIONAL efficiency. That means, that is better to use current resources properly (machinery, equipment,?) than to replace them with new things but not used correctly. As a conclusion, through an efficient management of current technologies in each extractive operation an important reduction of the energy can be achieved looking at downstream in the process. That implies a lower energetic cost in the whole cycle of life in manufactured product.

FPLA: a modeling framework for describing flexible software product line architecture

Nowadays, Software Product Line (SPL) engineering [1] has been widely-adopted in software development due to the significant improvements that has provided, such as reducing cost and time-to-market and providing flexibility to respond to planned changes [2]. SPL takes advantage of common features among the products of a family through the systematic reuse of the core-assets and the effective management of variabilities across the products. SPL features are realized at the architectural level in product-line architecture (PLA) models. Therefore, suitable modeling and specification techniques are required to model variability. In fact, architectural variability modeling has become a challenge for SPLE due to the fact that PLA modeling requires not only modeling variability at the level of the external architecture configuration (see [3,4] literature reviews), but also at the level of internal specification of components [5]. In addition, PLA modeling requires preserving the traceability between features and PLAs. Finally, it is important to take into account that PLA modeling should guide architects in modeling the PLA core assets and variability, and in deriving the customized products. To deal with these needs, we present in this demonstration the FPLA Modeling Framework.

An Analysis Of The Recommended Knowledge For The Software Project Management Discipline

According to the PMBOK (Project Management Body of Knowledge), project management is “the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements” [1]. Project Management has proven to be one of the most important disciplines at the moment of determining the success of any project [2][3][4]. Given that many of the activities covered by this discipline can be said that are “horizontal” for any kind of domain, the importance of acknowledge the concepts and practices becomes even more obvious. The specific case of the projects that fall in the domain of Software Engineering are not the exception about the great influence of Project Management for their success. The critical role that this discipline plays in the industry has come to numbers. A report by McKinsey & Co [4] shows that the establishment of programs for the teaching of critical skills of project management can improve the performance of the project in time and costs. As an example of the above, the reports exposes: “One defense organization used these programs to train several waves of project managers and leaders who together administered a portfolio of more than 1,000 capital projects ranging in Project management size from $100,000 to $500 million. Managers who successfully completed the training were able to cut costs on most projects by between 20 and 35 percent. Over time, the organization expects savings of about 15 percent of its entire baseline spending”. In a white paper by the PMI (Project Management Institute) about the value of project management [5], it is stated that: “Leading organizations across sectors and geographic borders have been steadily embracing project management as a way to control spending and improve project results”. According to the research made by the PMI for the paper, after the economical crisis “Executives discovered that adhering to project management methods and strategies reduced risks, cut costs and improved success rates—all vital to surviving the economic crisis”. In every elite company, a proper execution of the project management discipline has become a must. Several members of the software industry have putted effort into achieving ways of assuring high quality results from projects; many standards, best practices, methodologies and other resources have been produced by experts from different fields of expertise. In the industry and the academic community, there is a continuous research on how to teach better software engineering together with project management [4][6]. For the general practices of Project Management the PMI produced a guide of the required knowledge that any project manager should have in their toolbox to lead any kind of project, this guide is called the PMBOK. On the side of best practices 10 and required knowledge for the Software Engineering discipline, the IEEE (Institute of Electrical and Electronics Engineers) developed the SWEBOK (Software Engineering Body of Knowledge) in collaboration with software industry experts and academic researchers, introducing into the guide many of the needed knowledge for a 5-year expertise software engineer [7]. The SWEBOK also covers management from the perspective of a software project. This thesis is developed to provide guidance to practitioners and members of the academic community about project management applied to software engineering. The way used in this thesis to get useful information for practitioners is to take an industry-approved guide for software engineering professionals such as the SWEBOK, and compare the content to what is found in the PMBOK. After comparing the contents of the SWEBOK and the PMBOK, what is found missing in the SWEBOK is used to give recommendations on how to enrich project management skills for a software engineering professional. Recommendations for members of the academic community on the other hand, are given taking into account the GSwE2009 (Graduated Software Engineering 2009) standard [8]. GSwE2009 is often used as a main reference for software engineering master programs [9]. The standard is mostly based on the content of the SWEBOK, plus some contents that are considered to reinforce the education of software engineering. Given the similarities between the SWEBOK and the GSwE2009, the results of comparing SWEBOK and PMBOK are also considered valid to enrich what the GSwE2009 proposes. So in the end the recommendations for practitioners end up being also useful for the academic community and their strategies to teach project management in the context of software engineering.

Customer Relationship Management-PeopleSoft CRM

1 RESUMEN 1.1 Resumen (español) El intercambio y comercio tanto de bienes como servicios se remonta a tiempos inmemoriales dentro de la historia de la humanidad. Desde sus inicios tempranos con el intercambio o trueque de productos en el Neolítico hasta nuestra época híper globalizada, en la que existen clientes potenciales en el otro extremo del mundo, podemos decir que se ha recorrido un largo camino. Con el paso del tiempo y la evolución de la sociedad y la tecnología, así como la evolución empresarial, se ha visto necesario la implementación de estrategias para lograr la fidelización y satisfacción de los clientes. De esta forma entendimos que ya no valía simplemente con vender un producto a un cliente, si no que si queríamos establecer una relación continúa con el mismo, debíamos lograr su satisfacción y por tanto su fidelización. Como forma de extender la relación más allá de una simple venta, las empresas modernas empezaron a implementar diversas estrategias. De esta forma aparecieron los primeros centros de atención al cliente, las primeras aplicaciones hechas a medida para dar soporte a los clientes y por fin los sistemas CRM tal y como los concebimos hoy día. El presente proyecto fin de carrera da una explicación de dichos sistemas indicando cuáles son sus objetos fundamentales y cómo implementan la estrategia CRM y profundiza en uno de los sistemas CRM más utilizados: PeopleSoft CRM, dando una explicación detallada de dicho sistemas así como de los conceptos y lenguaje de programación de dicho sistema CRM. 1.2 SUMMARY (ENGLISH) The exchange and trade of goods as well and services goes back to ancient times in the history of mankind. Since its early beginning with the bartering of products in the Neolithic to our globalized hyper era, in which there are potential customers on the other side of the world, we can say that it has come a long way. After a certain length of time, the society and technology evolution, and also the enterprise development, has been necessary to implement strategies to achieve customer loyalty and satisfaction. We understood in this way that it no longer simply worth to sell a product to a customer, otherwise if we wanted to establish a relationship continues with the same, we should ensure their satisfaction and thus their loyalty. As a way to extend the relationship beyond a simple sale, modern enterprises began to implement several strategies. Therefore appeared the first customer service centers, the first applications tailored to support customers and finally the CRM systems as we know it today. This final project gives an explanation of such systems by indicating what the core objects are and how to implement the CRM strategy, deeping into one of the most widely used CRM systems: PeopleSoft CRM, and also giving a detailed explanation of this system and its programming language.

Agile it project management professional

La gestión de las tecnologías de la información tiene cada vez más importancia dentro de un mundo totalmente digitalizado y donde la capacidad de respuesta al cambio puede marcar el devenir de una compañía, y resulta cada vez más evidente que los modelos de gestión tradicionales utilizados en la mayoría de las compañías no son capaces de dar respuesta por si solos a estas nuevas necesidades. Aun teniendo identificado este área de mejora, son muchas las empresas reacias a abordar estos cambios, principalmente por el cambio rupturista que significa a nivel interno. De cara a facilitar esta transformación, se propone en este documento un modelo de transición controlada donde las grandes compañías puedan incorporar nuevas alternativas y herramientas ágiles de forma paulatina y asegurando que el proceso de cambio es seguro y efectivo. Mediante una modificación del ciclo de vida de proyecto dentro de la compañía, se incorporan en las áreas, equipos o dominios de la empresa que se identifiquen los nuevos modelos de gestión ágil, permitiendo así una transición gradual y controlada, y pudiendo además analizar los detalles sobre todo en etapas tempranas de la transformación. Una vez seleccionada el área o dominio objeto de la transformación, se realiza un análisis a nivel de Portfolio de proyectos, identificando aquellos que cumplen una serie de condiciones que les permiten ser gestionados utilizando modelos de gestión ágil. Para ello, se plantea una matriz de decisión con las principales variables a tener en cuenta a la hora de tomar una decisión. Una vez seleccionado y consensuado con los interesados el modelo de gestión utilizando la matriz de decisión, se plantean una serie de herramientas y métricas asociadas para que la gestión ágil del proyecto dé una visibilidad completa y detallada del estado en cada momento, asegurando un correcto proceso de gestión de proyectos para proveer visibilidad regular del progreso, riesgos, planes de contingencia y problemas, con las alertas y escalaciones adecuadas. Además de proponerse una serie de herramientas y métricas para la gestión ágil del proyecto, se plantean las modificaciones necesarias sobre las tipologías habituales de contrato y se propone un nuevo modelo de contrato: el Contrato Agile. La principal diferencia entre este nuevo modelo de contrato y los habituales es que, al igual que las metodologías ágiles, es ejecutado en segmentos o iteraciones. En definitiva, el objetivo de este documento es proveer un mecanismo que facilite la inclusión de nuevos modelos ágiles de gestión en grandes organizaciones, llevando a cabo una transición controlada, con herramientas y métricas adaptadas para tener visibilidad completa sobre los proyectos en todo momento.---ABSTRACT---The information technology management is every time more important in a totally digitized world, where the capacity to response the change could mark the future of a company, and results every time more evident that the traditional management models used in the most of the companies are not able to respond by themselves to these new necessities. Even having identified this improvement area, many companies are reluctant to address these changes, mainly due to the disruptive change that it means internally in the companies. In order to facilitate this transformation, this document proposed a controlled transition model to help the big companies to incorporate new alternatives and agile tools gradually and ensuring that the change process is safe and effective. Through a modification the project life cycle inside the company, the new agile management models are incorporated in the selected areas, teams or domains, permitting a gradual and controlled transition, and enabling further analyze the details above all in the early phases of the transformation. Once is selected the area or domain object of the transformation, a portfolio level analysis is performed, identifying those projects that meet a some conditions that allow them to be managed using agile management models. For that, a decision matrix is proposed with the principal variables to have into account at the time of decision making. Once the management model is selected using the decision matrix and it is agreed with the different stakeholders, a group of tools and metrics associated with the agile management projects are proposed to provide a regular visibility of the project progress, risks, contingency plans and problems, with proper alerts and escalations. Besides the group of tools and metrics proposed for agile project management, the necessary modifications over the traditional contract models and a new contract model are proposed: the Agile Contract. The main difference between this new contract model and the traditional ones is that, as the agile methodologies, it is executed in segments or iterations. To sum up, the objective of this document is to provide a mechanism that facilitates the inclusion of new agile management models in big companies, with a controlled transition and proposing adapted tools and metrics to have a full visibility over the project in all the phases of the project life cycle.

Implementation Feasibility of a Digital Nervous System for the Construction Industry: For Efficient and Effective Information Management across the Project Lifecycle

The construction industry has long been considered as highly fragmented and non-collaborative industry. This fragmentation sprouted from complex and unstructured traditional coordination processes and information exchanges amongst all parties involved in a construction project. This nature coupled with risk and uncertainty has pushed clients and their supply chain to search for new ways of improving their business process to deliver better quality and high performing product. This research will closely investigate the need to implement a Digital Nervous System (DNS), analogous to a biological nervous system, on the flow and management of digital information across the project lifecycle. This will be through direct examination of the key processes and information produced in a construction project and how a DNS can provide a well-integrated flow of digital information throughout the project lifecycle. This research will also investigate how a DNS can create a tight digital feedback loop that enables the organisation to sense, react and adapt to changing project conditions. A Digital Nervous System is a digital infrastructure that provides a well-integrated flow of digital information to the right part of the organisation at the right time. It provides the organisation with the relevant and up-to-date information it needs, for critical project issues, to aid in near real-time decision-making. Previous literature review and survey questionnaires were used in this research to collect and analyse data about information management problems of the industry – e.g. disruption and discontinuity of digital information flow due to interoperability issues, disintegration/fragmentation of the adopted digital solutions and paper-based transactions. Results analysis revealed efficient and effective information management requires the creation and implementation of a DNS.

Portfolio Entrepreneurship in Family Firms: A Resource-based Perspective

The phenomenon of portfolio entrepreneurship has attracted considerable scholarly attention and is particularly relevant in the family fi rm context. However, there is a lack of knowledge of the process through which portfolio entrepreneurship develops in family firms. We address this gap by analyzing four in-depth, longitudinal family firm case studies from Europe and Latin America. Using a resource-based perspective, we identify six distinct resource categories that are relevant to the portfolio entrepreneurship process. Furthermore, we reveal that their importance varies across time. Our resulting resource-based process model of portfolio entrepreneurship in family firms makes valuable contributions to both theory and practice.

Family Portfolio Entrepreneurship

This paper seeks to extend our understanding of the growing field of Portfolio Entrepreneurship, the simultaneous ownership and engagement in several business activities (Westhead & Wright 1998; Carter & Ram 2003). Portfolio entrepreneurship has been identified as an important factor in both new venture creation and the economic landscape in general (Rosa & Scott 1996; 1999). We follow Carter and Ram's (2003) call to explore portfolio entrepreneurship within the family context. Specifically we address the why (cause) and how (process) of family portfolio entrepreneurship through comparative qualitative cases.

Public meeting of the Resource Conservation Committee on solid waste product charge issue, November 18, 1978, Cincinnati, Ohio : transcript /

These proceedings (SW-31p)--are reproduced ... as transcribed by the official reporter, with handwritten corrections by the Office of Solid Waste.

Public meeting of the Resource Conservation Committee on solid waste product charge issue, November 17, 1977, Washington, D.C. : transcript /

These proceedings (SW30p)--are reproduced ... as transcribed by the official reporter, with handwritten corrections by the Office of Solid Wastes.

Public meeting of the Resource Conservation Committee on solid waste product charge issue, November 21, 1977, Portland, Oregon : transcript /

These proceedings (SW-32p)--are reproduced ... as transcribed by the official reporter, with handwritten corrections by the Office of Solid Waste.