Towards Design and Feasibility Analysis of DePaaS: AI Based Global Unified Software Defect Prediction Framework

Using artificial intelligence (AI) based software defect prediction (SDP) techniques in the software development process helps isolate defective software modules, count the number of software defects, and identify risky code changes. However, software development teams are unaware of SDP and do not have easy access to relevant models and techniques. The major reason for this problem seems to be the fragmentation of SDP research and SDP practice. To unify SDP research and practice this article introduces a cloud-based, global, unified AI framework for SDP called DePaaS—Defects Prediction as a Service. The article describes the usage context, use cases and detailed architecture of DePaaS and presents the first response of the industry practitioners to DePaaS. In a first of its kind survey, the article captures practitioner’s belief into SDP and ability of DePaaS to solve some of the known challenges of the field of software defect prediction. This article also provides a novel process for SDP, detailed description of the structure and behaviour of DePaaS architecture components, six best SDP models offered by DePaaS, a description of algorithms that recommend SDP models, feature sets and tunable parameters, and a rich set of challenges to build, use and sustain DePaaS. With the contributions of this article, SDP research and practice could be unified enabling building and using more pragmatic defect prediction models leading to increase in the efficiency of software testing.

Building an Ambidextrous Software Security Initiative

Improving software security in software development teams is an enduring challenge for software companies. In this chapter, the authors present one strategy for addressing this pursuit of improvement. The approach is ambidextrous in the sense that it focuses on approaching software security activities both from a top-down and a bottom-up perspective, combining elements usually found separately in software security initiatives. The approach combines (1) top-down formal regulatory mechanisms deterring breaches of protocol and enacting penalties where they occur and (2) bottom-up capacity building and persuasive encouragement of adherence to guidance by professional self-determination, implementation, and improvement support (e.g., training, stimulating, interventions). The ambidextrous governance framework illustrates distinct, yet complementary, global and local roles: (1) ensuring the adoption and implementation of software security practices, (2) enabling and (3) empowering software development teams to adapt and add to overall mandates, and (4) embedding cultures of improvement.

Working in the COVID-19 pandemic: an observational study

The restrictions of social isolation adopted to contain the spread of the COVID-19 pandemic have led many companies to adopt remote work in a mandatory and unplanned way. This sudden transition has caused profound changes in personal and professional relationships. In this article, we present the results of a qualitative observational study on the adaptations made in the activities of the software development process of two companies. These adaptations were intended to support the transition to teleworking during the pandemic. They were analyzed based on the theoretical framework of Olson and Olson for distributed collaboration. Software developers’ motivations and observed challenges are also presented. Based on these results, the article presents recommendations to facilitate the adaptation to remote work in software development teams.

Towards the effectiveness of communication in adopting virtual team for software development

: Advancement in technology particularly the development of smart application has caused a paradigm shift in software development. Teams for developing software do not need to be physically present at all times. Members of development teams may be at remote sites but still communicate with each other. Technology has enabled the creation of virtual teams. While technology put at the disposal of software development teams a range of devices for supporting their communication interaction, members still face many challenges in terms of time difference, language barriers and cultural diversification. Ineffective communication among team members lead to delays in software development and contribute much to make project failures. The primary focus of this research is to identify how communication in virtual teams may become efficient. A survey is carried to assess the factors which affect communication in virtual teams. Different team sizes are considered and their relevance and differences in communication interaction are studied. More in-depth data are extracted for this research by interviewing potential members of virtual teams who work and interact from remote sites. The factors which influence communication interaction is finally established which help in successfully managing virtual team projects

Self-Organizing Agile Teams: A Grounded Theory

<p>Self-organizing teams are a hallmark of Agile software development, directly a ecting team e ectiveness and project success. Agile software development, and in particular the Scrum method, emphasizes self-organizing teams but does not provide clear guidelines on how teams should become and remain self-organizing. Based on Grounded Theory research involving 58 Agile prac- titioners from 23 di erent software organizations in New Zealand and In- dia, this thesis presents a grounded theory of self-organizing Agile teams. The theory of self-organizing Agile teams explains how software development teams take on informal, implicit, transient, and spontaneous roles and per- form balanced practices while facing critical environmental factors, in order to become self-organizing. The roles are: Mentor, Co-ordinator, Translator, Champion, Promoter, and Terminator. The practices involve balancing free- dom and responsibility, cross-functionality and specialization, and continuous learning and iteration pressure. The factors are senior management support and level of customer involvement. This thesis will help teams and their coaches better understand their roles and responsibilities as a self-organizing Agile team. This thesis will also serve to educate senior management and customers about the importance of supporting these teams</p>

Self-Organizing Agile Teams: A Grounded Theory

<p>Self-organizing teams are a hallmark of Agile software development, directly a ecting team e ectiveness and project success. Agile software development, and in particular the Scrum method, emphasizes self-organizing teams but does not provide clear guidelines on how teams should become and remain self-organizing. Based on Grounded Theory research involving 58 Agile prac- titioners from 23 di erent software organizations in New Zealand and In- dia, this thesis presents a grounded theory of self-organizing Agile teams. The theory of self-organizing Agile teams explains how software development teams take on informal, implicit, transient, and spontaneous roles and per- form balanced practices while facing critical environmental factors, in order to become self-organizing. The roles are: Mentor, Co-ordinator, Translator, Champion, Promoter, and Terminator. The practices involve balancing free- dom and responsibility, cross-functionality and specialization, and continuous learning and iteration pressure. The factors are senior management support and level of customer involvement. This thesis will help teams and their coaches better understand their roles and responsibilities as a self-organizing Agile team. This thesis will also serve to educate senior management and customers about the importance of supporting these teams</p>

Social Exchange and the Reciprocity Roller Coaster: Evidence from the Life and Death of Virtual Teams

Organizations are riddled with cooperation problems, that is, instances in which workers need to voluntarily exert effort to achieve efficient collective outcomes. To sustain high levels of cooperation, the experimental literature demonstrates the centrality of reciprocal preferences but has also overlooked some of its negative consequences. In this paper, we ran lab-in-the-field experiments in the context of open-source software development teams to provide the first field evidence that highly reciprocating groups are not necessarily more successful in practice. Instead, the relationship between high reciprocity and performance can be more accurately described as U-shaped. Highly reciprocal teams are generally more likely to fail and only outperform other teams conditional on survival. We use the dynamic structure of our data on field contributions to demonstrate the underlying theoretical mechanism. Reciprocal preferences work as a catalyst at the team level: they reinforce the cooperative equilibrium in good times but also make it harder to recover from a negative signal (the project dies). Our results call into question the idea that strong reciprocity can shield organizations from cooperation breakdowns. Instead, cooperation needs to be dynamically managed through relational contracts.