End-user software development

2013 ◽  
Author(s):  
Mathias Kühn ◽  
Peter Forbrig ◽  
Anke Dittmar
Keyword(s):  
Software Development ◽  
End User

Challenges of Gathering User Requirement in eXtreme Programming Project: A Case Study of Highway Construction Monitoring System

2013 ◽  
Vol 594-595 ◽  
pp. 511-515 ◽  
Author(s):  
Ida Aryanie Bahrudin ◽  
Mohd Ezree Abdullah ◽  
Rafizah Mohd Hanifa ◽  
Noordiana Kassim ◽  
Rosfuzah Roslan
Keyword(s):  
Software Development ◽  
Monitoring System ◽  
Highway Construction ◽  
Development Project ◽  
Extreme Programming ◽  
Active Member ◽  
End User ◽  
User Requirement ◽  
Construction Monitoring ◽  
Software Development Project

The successfulness of a software development project is not only based on the tools and the technology used but also really depends on how the developed software meets the end user requirements. Involving end user as an active member of software development team, one of the popular agile methods known as eXtreme Programming (XP) had been selected as the software development methodology. This paper is focused on one of the main practices called on-site customer. The project under study is a web based Highway Construction Monitoring System (HIGHCONS). Challenges related to its implementation throughout the development process and also the suitable solutions in facing the challenges were also considered.

scholarly journals Diagnóstico de una organización de desarrollo de productos informáticos con perspectiva sistémica

2019 ◽  
pp. 18-26
Author(s):  
Ciro David LEÓN-HERNÁNDEZ ◽  
Isaías BADILLO-PIÑA ◽  
Agustin Francisco GUTIÉRREZ-TORNÉS ◽  
Luisa Amalia CARRASCAL-ROMERO
Keyword(s):  
Software Development ◽  
Product Quality ◽  
Organizational Capacity ◽  
Systemic Approach ◽  
End User ◽  
Viable Systems ◽  
Increase Product Quality ◽  
Organizational Cybernetics

In this work, a diagnosis with a systemic approach is made to a Computing Products Development (DPI) organization, using Organizational Cybernetics (CO) and the Stafford Beer Model of Viable Systems (MSV). The MSV provides adaptability and organizational capacity to reduce the complexity of the environment, increase product quality and avoid loss of resources, also raises important issues and brings relevant ideas for software development in situations that involve complexity. The DPI can be supported by systemic methodologies so that the products in the organizations are of quality for the end user, ensuring the viability of the organization.

scholarly journals Software Development Technique for the Betterment of End User Satisfaction using Agile Methodology

TEM Journal ◽  
2020 ◽  
pp. 992-1002
Author(s):  
Lalband Neelu ◽  
D. Kavitha
Keyword(s):  
Customer Satisfaction ◽  
Software Development ◽  
Present State ◽  
User Satisfaction ◽  
Development Process ◽  
Software Development Process ◽  
End User ◽  
Traditional System ◽  
Agile Methodology ◽  
User Priority

Agile methodology mainly focuses on the end user priority during the each and every stage of software development process. There is a huge scope in this technique in order to alter the major/minor modifications at each stage of software development for attaining the customer satisfaction. The main aim of the present work is to compare agile methodology with the traditional system methodologies. The present state of using the agile technologies for customer satisfaction at every phase by delivering valuable software continuously is also discussed in the present work. Based on the pitfalls in the existing models, a new model is proposed here in the present study.

A Proposal to Elicit Usability Requirements within a Model-Driven Development Environment

2014 ◽  
Vol 5 (4) ◽  
pp. 1-21
Author(s):  
Yeshica Isela Ormeño ◽  
Jose Ignacio Panach ◽  
Nelly Condori-Fernández ◽  
Óscar Pastor
Keyword(s):  
Software Development ◽  
Development Process ◽  
Design Guidelines ◽  
Tree Structure ◽  
Software Development Process ◽  
End User ◽  
Model Driven Development ◽  
Model Driven ◽  
Early Stages ◽  
Usability Requirements

Nowadays there are sound Model-Driven Development (MDD) methods that deal with functional requirements, but in general, usability is not considered from the early stages of the development. Analysts that work with MDD implement usability features manually once the code has been generated. This manual implementation contradicts the MDD paradigm and it may involve much rework. This paper proposes a method to elicit usability requirements at early stages of the software development process such a way non-experts at usability can use it. The approach consists of organizing several interface design guidelines and usability guidelines in a tree structure. These guidelines are shown to the analyst through questions that she/he must ask to the end-user. Answers to these questions mark the path throughout the tree structure. At the end of the process, the paper gathers all the answers of the end-user to obtain the set of usability requirements. If it represents usability requirements according to the conceptual models that compose the framework of a MDD method, these requirements can be the input for next steps of the software development process. The approach is validated with a laboratory demonstration.

Supporting Work Practice Through End-User Development Environments

2008 ◽  
pp. 1823-1842
Author(s):  
M. F. Costabile ◽  
D. Fogli ◽  
R. Lanzilotti
Keyword(s):  
Software Development ◽  
Competitive Advantage ◽  
Field Study ◽  
Work Practice ◽  
End Users ◽  
Interactive System ◽  
Software Development Process ◽  
End User ◽  
And Performance

End-user development means the active participation of end users in the software development process. In this perspective, tasks that are traditionally performed by professional software developers are transferred to end users, who need to be specifically supported in performing these tasks. We have developed a methodology that supports user work practice and metadesign, allowing experts in a domain to personalize and evolve their own software environments. In this article we illustrate how this methodology is applied to a project for the development of an interactive system in the medical domain. Physicians and their activities have been carefully analyzed through a field study that is reported in the article, in order to provide them with computer systems that may improve their work practice and determine an increase in their productivity and performance, that is, a better quality of diagnosis and medical cure, with the achievement of competitive advantage for the organization they work in.

Covert End User Development

2008 ◽  
pp. 309-316
Author(s):  
Elaine H. Ferneley
Keyword(s):  
Software Development ◽  
Development Strategy ◽  
Dynamic Environments ◽  
End Users ◽  
Small Scale ◽  
End User ◽  
Technological Artifacts ◽  
External Stakeholders ◽  
Full Knowledge ◽  
Wide Group

End User Development (EUD) of system applications is typically undertaken by end users for their own, or closely aligned colleagues, business needs. EUD studies have focused on activity that is small scale, is undertaken with management consent and will ultimately be brought into alignment with the organisation’s software development strategy. However, due to the increase pace of today’s organisations EUD activity increasing takes place without the full knowledge or consent of management, such developments can be defined as covert rather than subversive, they emerge in response to the dynamic environments in which today’s organisations operate. This paper reports on a covert EUD project where a wide group of internal and external stakeholders worked collaboratively to drive an organisation’s software development strategy. The research highlights the future inevitability of external stakeholders engaging in end user development as, with the emergence of wiki and blog-like environments, the boundaries of organisations’ technological artifacts become increasingly hard to define.

Covert End User Development

2011 ◽  
pp. 179-186
Author(s):  
Elaine H. Ferneley
Keyword(s):  
Software Development ◽  
Development Strategy ◽  
Dynamic Environments ◽  
End Users ◽  
Small Scale ◽  
End User ◽  
Technological Artifacts ◽  
External Stakeholders ◽  
Full Knowledge ◽  
Wide Group

End user development (EUD) of system applications is typically undertaken by end users for their own, or closely aligned colleagues, business needs. EUD studies have focused on activity that is small scale, is undertaken with management consent and will ultimately be brought into alignment with the organisation’s software development strategy. However, due to the increase pace of today’s organisations EUD activity increasing takes place without the full knowledge or consent of management, such developments can be defined as covert rather than subversive, they emerge in response to the dynamic environments in which today’s organisations operate. This chapter reports on a covert EUD project where a wide group of internal and external stakeholders worked collaboratively to drive an organisation’s software development strategy. The research highlights the future inevitability of external stakeholders engaging in end user development as, with the emergence of wiki and blog-like environments, the boundaries of organisations’ technological artifacts become increasingly hard to define.

Overcoming Blockages In Strategy Execution: Lessons From Agile Managers

2021 ◽  
Vol 86 (2) ◽  
pp. 54-63
Author(s):  
Robert Ford ◽  
Misty Loughry
Keyword(s):  
Software Development ◽  
Strategic Plan ◽  
Agile Software Development ◽  
Strategy Implementation ◽  
Project Teams ◽  
Strategy Execution ◽  
End User ◽  
Customer Needs ◽  
Agile Software ◽  
Implementation Plans

Managers’ attempts to implement their organization’s strategy often meet with challenges that block the execution as planned and these blockages are not always obvious. This paper presents seven lessons from agile software development that managers can use to avoid and overcome blockages in strategy execution. They are: 1) Define and communicate an agile culture. 2) Define and communicate an end goal with measures and deadlines. 3) Break the end goal into multiple projects with specific objectives and short deadlines and assign them to small teams. 4) Give project teams autonomy, but hold them responsible for achieving their objectives on time. 5) Hold frequent brief meetings to identify problems and coordinate across teams. 6) Frequently consult with the customer or end user. 7) Constantly monitor all teams’ progress and customer needs to look for blockages; pivot quickly when a change is needed to execute the strategic plan. These seven lessons help managers quickly recognize when the path to strategy implementation is blocked and lead their teams to find alternatives and quickly pivot to new implementation plans. The process creates a culture that focuses on results yet empowers teams and employees to use their talents and creativity. As a result, the organization is focused and energized as it implements its strategy.

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