G eant 4 is a toolkit for simulating the passage of particles through matter. It includes a complete range of functionality including tracking, geometry, physics models and hits. The physics processes offered cover a comprehensive range, including electromagnetic, hadronic and optical processes, a large set of long-lived particles, materials and elements, over a wide energy range starting, in some cases, from 250 eV and extending in others to the TeV energy range. It has been designed and constructed to expose the physics models utilised, to handle complex geometries, and to enable its easy adaptation for optimal use in different sets of applications. The toolkit is the result of a worldwide collaboration of physicists and software engineers. It has been created exploiting software engineering and object-oriented technology and implemented in the C++ programming language. It has been used in applications in particle physics, nuclear physics, accelerator design, space engineering and medical physics.

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Geant4—a simulation toolkit

According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

Agile software development represents a major departure from traditional, plan-based approaches to software engineering. A systematic review of empirical studies of agile software development up to and including 2005 was conducted. The search strategy identified 1996 studies, of which 36 were identified as empirical studies. The studies were grouped into four themes: introduction and adoption, human and social factors, perceptions on agile methods, and comparative studies. The review investigates what is currently known about the benefits and limitations of, and the strength of evidence for, agile methods. Implications for research and practice are presented. The main implication for research is a need for more and better empirical studies of agile software development within a common research agenda. For the industrial readership, the review provides a map of findings, according to topic, that can be compared for relevance to their own settings and situations.

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Empirical studies of agile software development: A systematic review

Software development paradigms are shifting. The development group's "team" ability, and the effects of the individual developer, become more important as organizations recognize that the traditional approach of increasing process pressure and overworking team members is not getting the job done. The pioneers of Agile methodologies question the preconceived processes within which development teams work. Rather than adding to the burden of the individual developer, Agile asks "how can we change the process so that the team is more productive, while also improving quality?" The answer is in learning to play the "game." Written for developers and project managers, Agile Software Development compares software development to a game. Team members play the game knowing that the ultimate goal is to win---always remembering what they have learned along the way, and always keeping in mind that they will never play the same way twice. Players must keep an open mind to different methodologies, and focus on the goal of developing quality software in a short cycle time.

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Agile Software Development

: This paper provides a technical overview of the Capability Maturity Model for Software and reflects Version 1.1. Specifically, this paper describes the process maturity framework of five maturity levels, the structural components that comprise the CMM, how the CMM is used in practice, and future directions of the CMM. This paper serves as one of the best sources for understanding the CMM, and it should clear up some of the misconceptions associated with software process maturity as advocated by the SEI.

Capability Maturity Model for Software, Version 1.1

I. THE CAPABILITY MATURITY MODEL FOR SOFTWARE: BACKGROUND, CONCEPTS, STRUCTURES AND USAGE. 1. Introducing Software Process Maturity. The Evolution of the CMM. Immature versus Mature Software Organizations. Fundamental Concepts Underlying Process Maturity. Total Quality Management and the CMM. Customer Satisfaction. Benefits and Risks of Model-Based Improvement. 2. The Software Process Maturity Framework. Behavioral Characterization of the Maturity Levels. Skipping Maturity Levels. Visibility into the Software Process. Prediction of Performance. 3. The Structure of the Capability Maturity Model. Internal Structure of the Maturity Levels . Maturity Levels. Key Process Areas. Key Practices. Common Features. 4. Interpreting the CMM. Interpreting the Key Practices. The Key Process Area Template. Interpreting the Common Features. Organizational Structure and Roles. Understanding Software Process Definition. The Evolution of Processes. Applying Professional Judgment. 5. Using the CMM. A CMM-Based Appraisal Method. Process Assessments and Capability Evaluation. Software Process Improvement. Using the CMM in Context. 6. A High-Maturity Example: Space Shuttle Onboard Software. Introduction. Background. Approaches to Process Improvement. Overall Lessons. II. THE KEY PRACTICES OF THE CAPABILITY MATURITY MODEL FOR SOFTWARE. 7. The Key Areas for Level 2: Repeatable. Requirements Management. Software Project Planning. Software Project Tracking and Oversight. Software Subcontract Management. Software Quality Assurance. Software Configuration Management. 8. The Key Process Areas for Level 3: Defined. Organization Process Focus. Organization Process Definition. Training Program. Integrated Software Management. Software Product Engineering. Intergroup Coordination. Peer Reviews. 9. The Key Process Areas for Level 4: Managed. Quantitative Process Management. Software Quality Management. 10. The Key Process Areas for Level 5:Optimizing. Defect Prevention. Technology Change Management. Process Change Management. Appendix A: References. Appendix B: Acronyms. Appendix C: Glossary. Appendix D: Abridged Version of the Key Practices. Appendix E: Mapping the Key Practices to Goals. Appendix F: Comparing ISO 9001 and the CMM. Appendix G: An Overview of ISO's SPICE Project. Appendix H: Change History of the CMM. Appendix I: Change Request Form. Index. 0201546647T04062001

The Capability Maturity Model: Guidelines for Improving the Software Process

This document provides the key practices that correspond to each maturity level of the Capability Maturity Model and information on how to interpret the key practices. It is an elaboration of what is meant by maturity at each level of the CMM and a guide that can be used for software process improvement, software process assessments, and software capability evaluations.

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Key Practices of the Capability Maturity Model, Version 1.1

: The Capability Maturity Model for Software (CMM) is a framework that describes the elements of an effective software process. The CMM describes an evolutionary improvement path from an ad hao, chaotic process to a mature, disciplined process. The CMM covers practices for planning, engineering, and managing software development and maintenance. When followed, these key practices improve the ability of organizations to meet goals for cost, schedule, functionality, and product quality. The CMM establishes standards against which it is possible to judge, in a repeatable way, the maturity of an organization's software process. These standards can also be used by an organization to plan improvements to its software process.

Key Practices of the Capability Maturity Model

S Bell and A T Wood-Harper, "Rapid Information Systems Development - a Non-Specialists Guide to Analysis and Design in an Imperfect World", McGraw-Hill, Maidenhead, UK, 1992.

Charles V. Weber

Papers

Capability Maturity Model for Software, Version 1.1

The Capability Maturity Model: Guidelines for Improving the Software Process

Key Practices of the Capability Maturity Model, Version 1.1

Key Practices of the Capability Maturity Model

S Bell and A T Wood-Harper, "Rapid Information Systems Development - a Non-Specialists Guide to Analysis and Design in an Imperfect World", McGraw-Hill, Maidenhead, UK, 1992.