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  • 1.
    Eriksson, Magnus
    et al.
    Umeå universitet, Institutionen för datavetenskap.
    Börstler, Jürgen
    Umeå universitet, Institutionen för datavetenskap.
    Borg, Kjell
    Software Product Line Modeling Made Practical: An Example from the Swedish Defense Industry2006Ingår i: Communications of the ACM, ISSN 0001-0782, E-ISSN 1557-7317, Vol. 49, nr 12, s. 49-54Artikel i tidskrift (Refereegranskat)
  • 2.
    Gorschek, Tony
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Evolution toward soft(er) products2018Ingår i: Communications of the ACM, ISSN 0001-0782, E-ISSN 1557-7317, Vol. 61, nr 3, s. 78-84Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    SOFTWARE IS A cornerstone of the economy, historically led by companies like Apple, Google, and Microsoft. However, the past decade has seen software become increasingly pervasive, while traditionally hardware-intensive products are increasingly dependent on software, meaning that major global companies like ABB, Ericsson, Scania, and Volvo are likewise becoming soft(er).(10) Where software was bundled with hardware it is now increasingly the main product differentiator.(10) This shift has radical implications, as software delivers notable advantages, including a faster pace of release and improved cost effectiveness in terms of development, ease of update, customization, and distribution. These characteristics of software open a range of possibilities, though software's inherent properties also pose several significant challenges in relation to a company's ability to create value.(10) To investigate them, we conducted in-depth interviews from 2012 to 2016 with 13 senior product managers in 12 global companies.

  • 3. Gustavsson, Rune
    Agents with power1999Ingår i: Communications of the ACM, ISSN 0001-0782, E-ISSN 1557-7317, Vol. 42, nr 3, s. 41-47Artikel i tidskrift (Refereegranskat)
  • 4. Gustavsson, Rune
    Agents with power1999Ingår i: Communications of the ACM, ISSN 0001-0782, E-ISSN 1557-7317, Vol. 42, nr 3, s. 41-47Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    Multi-agent systems applied to energy/smart houses applications

  • 5. Mattsson, Michael
    et al.
    Bosch, Jan
    Fayad, Mohamed E.
    Framework Integration: Problems, Causes and Solutions1999Ingår i: Communications of the ACM, ISSN 0001-0782, E-ISSN 1557-7317, Vol. 42, nr 10, s. 80-87Artikel i tidskrift (Refereegranskat)
  • 6.
    Tempero, Ewan
    et al.
    Univ Auckland, NZL.
    Gorschek, Tony
    Blekinge Tekniska Högskola, Fakulteten för datavetenskaper, Institutionen för programvaruteknik.
    Angelis, Lefteris
    Aristotle Univ Thessaloniki, GRC.
    Barriers to Refactoring2017Ingår i: Communications of the ACM, ISSN 0001-0782, E-ISSN 1557-7317, Vol. 60, nr 10, s. 54-61Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    REFACTORING(6) IS SOMETHING software developers like to do. They refactor a lot. But do they refactor as much as they would like? Are there barriers that prevent them from doing so? Refactoring is an important tool for improving quality. Many development methodologies rely on refactoring, especially for agile methodologies but also in more plan-driven organizations. If barriers exist, they would undermine the effectiveness of many product-development organizations. We conducted a large-scale survey in 2009 of 3,785 practitioners' use of object-oriented concepts, 7 including questions as to whether they would refactor to deal with certain design problems. We expected either that practitioners would tell us our choice of design principles was inappropriate for basing a refactoring decision or that refactoring is the right decision to take when designs were believed to have quality problems. However, we were told the decision of whether or not to refactor was due to non-design considerations. It is now eight years since the survey, but little has changed in integrated development environment (IDE) support for refactoring, and what has changed has done little to address the barriers we identified.

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