In Part 1 of this article, I described defect metrics and the behavior patterns that have become evident through scientific research on software projects (see CBR, January 2001).
A good measurement program is one of the cornerstones of any successful process-improvement program. In fact, measurement is essential if you want to be able to quantitatively identify improvements.
We are living in a time of technological revolution, globalization, uncertainty, and economic crises. The Internet of Things (IoT) is one such disruption. Consequently, there will be a demand for leadership in the fast-growing and disruptive IoT sector. In this Executive Update, we try to identify the leader's role in an IoT enterprise and point out potential leadership pitfalls.
Jason Radel explores the application of a digital twin framework for the ingestion, application, and visualization of digital twins and the integration of light detection and ranging data, photographs and scans, and other engineering documents. The article includes case studies from the energy and defense sectors, demonstrating how such an approach can be used in managing digital twins in different industries.
As we explore in this Executive Update, various standards organizations are working to establish common frameworks, platforms, and protocols intended to ensure widespread interoperability and connectivity among IoT products targeted at various domains, such as smart homes, connected cars, smart grid/energy, industrial systems, smart cities, and healthcare.
Delivering software to specification and free of major defects has, I dare say, been a dicey endeavor for nearly as long as there has been software to deliver.
The Industrial Internet matters. It changes software, it changes systems, it changes the way the world is wired, it changes business models, and it changes the workforce. And one day soon, it will save lives.
Ben Porter uses several case studies to show how organizations have made progress in amplifying the value of analytics by demonstrating three actions: recognizing how value is created, focusing on delivering that value, and understanding the changes that must be adopted to ensure long-term value. He describes the four fundamental requirements for successful analytics projects (sponsor, tools, team, and project/problem) and closes with the critical assertion that value creation from analytics requires teamwork between IT, business, and analytics professionals.
Ten years ago, I was invited to join a panel of software engineering protagonists at Motorola. At our first meeting with then-CEO George Fisher, we drafted a list of goals for the panel.
Decision making is greatly aided by visual systems because we can't ignore a huge physical artifact that is showing us a need for change or action. In this article, Jim Benson looks at the kanban board as a tool to see work and gain insights into how to make work better.
AlphaGo is a major breakthrough in cognitive computing; it is a software application that can successfully play the hardest strategy game that people play and can beat human experts at it.