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  • 1.
    Barney, Sebastian
    et al.
    Blekinge Institute of Technology, School of Computing.
    Khurum, Mahvish
    Blekinge Institute of Technology, School of Computing.
    Petersen, Kai
    Blekinge Institute of Technology, School of Computing.
    Unterkalmsteiner, Michael
    Blekinge Institute of Technology, School of Computing.
    jabangwe, Ronald
    Blekinge Institute of Technology, School of Computing.
    Improving Students With Rubric-Based Self-Assessment and Oral Feedback2012In: IEEE Transactions on Education, ISSN 0018-9359, Vol. 55, no 3, p. 319-325Article in journal (Refereed)
    Abstract [en]

    Rubrics and oral feedback are approaches to help students improve performance and meet learning outcomes. However, their effect on the actual improvement achieved is inconclusive. This paper evaluates the effect of rubrics and oral feedback on student learning outcomes. An experiment was conducted in a software engineering course on requirements engineering, using the two approaches in course assignments. Both approaches led to statistically significant improvements, though no material improvement (i.e., a change by more than one grade) was achieved. The rubrics led to a significant decrease in the number of complaints and questions regarding grades.

  • 2.
    Barney, Sebastian
    et al.
    Blekinge Institute of Technology, School of Computing.
    Mohankumar, Varun
    Chatzipetrou, Panagiota
    Aurum, Aybüke
    Wohlin, Claes
    Blekinge Institute of Technology, School of Computing.
    Angelis, Lefteris
    Software quality across borders: Three case studies on company internal alignment2014In: Information and Software Technology, ISSN 0950-5849, E-ISSN 1873-6025, Vol. 56, no 1, p. 20-38Article in journal (Refereed)
    Abstract [en]

    Software quality issues are commonly reported when offshoring software development. Value-based software engineering addresses this by ensuring key stakeholders have a common understanding of quality. Objective: This work seeks to understand the levels of alignment between key stakeholder groups within a company on the priority given to aspects of software quality developed as part of an offshoring relationship. Furthermore, the study aims to identify factors impacting the levels of alignment identified. Method: Three case studies were conducted, with representatives of key stakeholder groups ranking aspects of software quality in a hierarchical cumulative exercise. The results are analysed using Spearman rank correlation coefficients and inertia. The results were discussed with the groups to gain a deeper understanding of the issues impacting alignment. Results: Various levels of alignment were found between the various groups. The reasons for misalignment were found to include cultural factors, control of quality in the development process, short-term versus long-term orientations, understanding of cost-benefits of quality improvements, communication and coordination. Conclusions: The factors that negatively affect alignment can vary greatly between different cases. The work emphasises the need for greater support to align company internal success-critical stakeholder groups in their understanding of quality when offshoring software development.

  • 3.
    Barney, Sebastian
    et al.
    Blekinge Institute of Technology, School of Computing.
    Petersen, Kai
    Blekinge Institute of Technology, School of Computing.
    Svahnberg, Mikael
    Blekinge Institute of Technology, School of Computing.
    Aurum, Aybueke
    Barney, Hamish
    Software quality trade-offs: A systematic map2012In: Information and Software Technology, ISSN 0950-5849, E-ISSN 1873-6025, Vol. 54, no 7, p. 651-662Article, review/survey (Refereed)
    Abstract [en]

    Background: Software quality is complex with over investment, under investment and the interplay between aspects often being overlooked as many researchers aim to advance individual aspects of software quality. Aim: This paper aims to provide a consolidated overview the literature that addresses trade-offs between aspects of software product quality. Method: A systematic literature map is employed to provide an overview of software quality trade-off literature in general. Specific analysis is also done of empirical literature addressing the topic. Results: The results show a wide range of solution proposals being considered. However, there is insufficient empirical evidence to adequately evaluate and compare these proposals. Further a very large vocabulary has been found to describe software quality. Conclusion: Greater empirical research is required to sufficiently evaluate and compare the wide range of solution proposals. This will allow researchers to focus on the proposals showing greater signs of success and better support industrial practitioners.

  • 4.
    Chatzipetrou, Panagiota
    et al.
    Aristotle Univ Thessaloniki, Dept Informat, GR-54006 Thessaloniki, Greece..
    Angelis, Lefteris
    Aristotle Univ Thessaloniki, Dept Informat, GR-54006 Thessaloniki, Greece..
    Barney, Sebastian
    Blekinge Institute of Technology, Faculty of Computing, Department of Software Engineering.
    Wohlin, Claes
    Blekinge Institute of Technology, Faculty of Computing, Department of Software Engineering.
    An experience-based framework for evaluating alignment of software quality goals2015In: Software quality journal, ISSN 0963-9314, E-ISSN 1573-1367, Vol. 23, no 4, p. 567-594Article in journal (Refereed)
    Abstract [en]

    Efficient quality management of software projects requires knowledge of how various groups of stakeholders involved in software development prioritize the product and project goals. Agreements or disagreements among members of a team may originate from inherent groupings, depending on various professional or other characteristics. These agreements are not easily detected by conventional practices (discussions, meetings, etc.) since the natural language expressions are often obscuring, subjective, and prone to misunderstandings. It is therefore essential to have objective tools that can measure the alignment among the members of a team; especially critical for the software development is the degree of alignment with respect to the prioritization goals of the software product. The paper proposes an experience-based framework of statistical and graphical techniques for the systematic study of prioritization alignment, such as hierarchical cluster analysis, analysis of cluster composition, correlation analysis, and closest agreement-directed graph. This framework can provide a thorough and global picture of a team's prioritization perspective and can potentially aid managerial decisions regarding team composition and leadership. The framework is applied and illustrated in a study related to global software development where 65 individuals in different roles, geographic locations and professional relationships with a company, prioritize 24 goals from individual perception of the actual situation and for an ideal situation.

  • 5. Moe, NilsBrede
    et al.
    Barney, Sebastian
    Blekinge Institute of Technology, School of Computing.
    Aurum, Aybüe
    Khurum, Mahvish
    Blekinge Institute of Technology, School of Computing.
    Wohlin, Claes
    Blekinge Institute of Technology, School of Computing.
    Barney, Hamish
    Gorschek, Tony
    Blekinge Institute of Technology, School of Computing.
    Winata, Martha
    Fostering and sustaining innovation in a Fast Growing Agile Company2012In: Lecture Notes in Computer Science, Madrid: Springer , 2012, Vol. 7343, p. 160-174Conference paper (Refereed)
    Abstract [en]

    Sustaining innovation in a fast growing software development company is difficult. As organisations grow, peoples' focus often changes from the big picture of the product being developed to the specific role they fill. This paper presents two complementary approaches that were successfully used to support continued developer-driven innovation in a rapidly growing Australian agile software development company. The method "FedEx TM Day" gives developers one day to showcase a proof of concept they believe should be part of the product, while the method "20% Time" allows more ambitious projects to be undertaken. Given the right setting and management support, the two approaches can support and improve bottom-up innovation in organizations.

1 - 5 of 5
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