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

物件導向軟體之架構(Object-Oriented Software Construction)探討

Aspect] is a simple and practical aspect-oriented extension to Java With just a few new constructs, AspectJ provides support for modular implementation of a range of crosscutting concerns. In AspectJ's dynamic join point model, join points are well-defined points in the execution of the program; pointcuts are collections of join points; advice are special method-like constructs that can be attached to pointcuts; and aspects are modular units of crosscutting implementation, comprising pointcuts, advice, and ordinary Java member declarations. AspectJ code is compiled into standard Java bytecode. Simple extensions to existing Java development environments make it possible to browse the crosscutting structure of aspects in the same kind of way as one browses the inheritance structure of classes. Several examples show that AspectJ is powerful, and that programs written using it are easy to understand.

An overview of AspectJ

Software systems dealing with distributed applications in changing environments normally require human supervision to continue operation in all conditions. These (re-)configuring, troubleshooting, and in general maintenance tasks lead to costly and time-consuming procedures during the operating phase. These problems are primarily due to the open-loop structure often followed in software development. Therefore, there is a high demand for management complexity reduction, management automation, robustness, and achieving all of the desired quality requirements within a reasonable cost and time range during operation. Self-adaptive software is a response to these demands; it is a closed-loop system with a feedback loop aiming to adjust itself to changes during its operation. These changes may stem from the software system's self (internal causes, e.g., failure) or context (external events, e.g., increasing requests from users). Such a system is required to monitor itself and its context, detect significant changes, decide how to react, and act to execute such decisions. These processes depend on adaptation properties (called self-a properties), domain characteristics (context information or models), and preferences of stakeholders. Noting these requirements, it is widely believed that new models and frameworks are needed to design self-adaptive software. This survey article presents a taxonomy, based on concerns of adaptation, that is, how, what, when and where, towards providing a unified view of this emerging area. Moreover, as adaptive systems are encountered in many disciplines, it is imperative to learn from the theories and models developed in these other areas. This survey article presents a landscape of research in self-adaptive software by highlighting relevant disciplines and some prominent research projects. This landscape helps to identify the underlying research gaps and elaborates on the corresponding challenges.

/pdf/self-adaptive-software-landscape-and-research-challenges-4rt6vhdmq2.pdf

Self-adaptive software: Landscape and research challenges

https://lbd.udc.es/jornadas2011/actas/JISBD/JISBD/S6/YaPublicados/benavides11_is_jisbdArchitecturasLP.pdf

Automated analysis of feature models 20 years later: A literature review

Foreword. Preface. Acknowledgements. Dedication. Reader's Guide. I. SOFTWARE PRODUCT LINE FUNDAMENTALS. 1. Basic Ideas and Terms. What Is a Software Product Line? What Software Product Lines Are Not. Fortuitous Small-Grained Reuse. Single-System Development with Reuse. Just Component-Based Development. Just a Reconfigurable Architecture. Releases and Versions of Single Products. Just a Set of Technical Standards. A Note on Terminology. For Further Reading. Discussion Questions. 2. Benefits. Organizational Benefits. Individual Benefits. Benefits versus Costs. For Further Reading. Discussion Questions. 3. The Three Essential Activities. What Are the Essential Activities? Core Asset Development. Product Development. Management. All Three Together. For Further Reading. Discussion Questions. II. SOFTWARE PRODUCT LINE PRACTICE AREAS. Describing the Practice Areas. Starting versus Running a Product Line. Organizing the Practice Areas. 4. Software Engineering Practice Areas. Architecture Definition. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Architecture Evaluation. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Component Development. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. COTS Utilization. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Mining Existing Assets. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. Discussion Questions. Requirements Engineering. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Software System Integration. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Testing. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Understanding Relevant Domains. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. 5. Technical Management Practice Areas. Configuration Management. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Data Collection, Metrics, and Tracking. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Make/Buy/Mine/Commission Analysis. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Process Definition. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Scoping. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Technical Planning. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. Discussion Questions. Technical Risk Management. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Tool Support. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. 6. Organizational Management Practice Areas. Building a Business Case. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Customer Interface Management. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. Discussion Questions. Developing an Acquisition Strategy. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Funding. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. Discussion Questions. Launching and Institutionalizing. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. Discussion Questions. Market Analysis. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Operations. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Organizational Planning. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. Discussion Questions. Organizational Risk Management. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Structuring the Organization. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. Discussion Questions. Technology Forecasting. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. Training. Aspects Peculiar to Product Lines. Application to Core Asset Development. Application to Product Development. Specific Practices. Practice Risks. For Further Reading. Discussion Questions. III. PUTTING THE PRACTICE AREAS INTO ACTION. 7. Software Product Line Practice Patterns. The Value of Patterns. Software Product Line Practice Pattern Descriptions. The Curriculum Pattern. The Essentials Coverage Pattern. Each Asset Pattern. What to Build Pattern. Product Parts Pattern. Assembly Line Pattern. Monitor Pattern. Product Builder Pattern. Cold Start Pattern. In Motion Pattern. Process Pattern. Factory Pattern. Other Patterns. Practice Area Coverage. Discussion Questions. 8. Product Line Technical Probe. What Is the Product Line Technical Probe? Probe Interview Questions. Probe Participants. Probe Process. Using the Probe Results. Conducting a Mini Self-Probe. Discussion Questions. 9. Cummins Engine Company: Embracing the Future. Prologue. Company History. A Product Line of Engine Software. Getting off the Ground. An Organization Structured for Cooperation. Running the Product Line. Results. Lessons Learned. Epilogue. Practice Area Compendium. For Further Reading. Discussion Questions. 10. Control Channel Toolkit: A Software Product Line that Controls Satellites. Contextual Background. Organizational Profiles. Project History. Control Channels. Launching CCT. Developing a Business Case for CCT. Developing the Acquisition Strategy and Funding CCT. Structuring the CCT Organization. Organizational and Technical Planning. Operations. Engineering the CCT Core Assets. Domain Analysis. Architecture. Component Engineering. Testing: Application and Test Engineering. Sustainment Engineering: Product Line Evolution. Documentation. Managing the CCT Effort. Early Benefits from CCT. First CCT Product. Benefits beyond CCT Products. Lessons and Issues. Tool Support Is Inadequate. Domain Analysis Documentation Is Important. An Early Architecture Focus Is Best. Product Builders Need More Support. CCT Users Need Reuse Metrics. It Pays to Be Flexible, and Cross-Unit Teams Work. A Real Product Is a Benefit. Summary. For Further Reading. Discussion Questions. 11. Successful Software product Line Development in Small Organization. Introduction. The Early Years. The MERGER Software Product Line. Market Maker Software Product Line Practices. Architecture Definition. Component Development. Structuring (and Staffing) the Organization. Testing. Data Collection and Metrics. Launching and Institutionalizing the Product Line. Understanding the Market. Technology Forecasting. A Few Observations. Effects of Company Culture. Cost Issues. The Customer Paradox. Tool Support. Lessons Learned. Drawbacks. Conclusions: Software Product Lines in Small Organizations. For Further Reading. Discussion Questions. 12. Conclusions: Practices, Patterns and Payoffs. The Practices. The Patterns. The Success Factors. The Payoff. Finale. Glossary. Bibliography. Index.

Software Product Lines: Practices and Patterns

: The U. S. Department of Defense (DoD) has a goal of information dominance to achieve and exploit superior collection, fusion, analysis, and use of information to meet mission objectives. This goal depends on increasingly complex systems characterized by thousands of platforms, sensors, decision nodes, weapons, and warfighters connected through heterogeneous wired and wireless networks. These systems will push far beyond the size of today s systems and systems of systems by every measure: number of lines of code; number of people employing the system for different purposes; amount of data stored, accessed, manipulated, and refined; number of connections and interdependencies among software components; and number of hardware elements. They will be ultra-largescale (ULS) systems. The sheer scale of ULS systems will change everything. ULS systems will necessarily be decentralized in a variety of ways, developed and used by a wide variety of stakeholders with conflicting needs, evolving continuously, and constructed from heterogeneous parts. People will not just be users of a ULS system; they will be elements of the system. Software and hardware failures will be the norm rather than the exception. The acquisition of a ULS system will be simultaneous with its operation and will require new methods for control. These characteristics are beginning to emerge in today s DoD systems of systems; in ULS systems they will dominate. Consequently, ULS systems will place unprecedented demands on software acquisition, production, deployment, management, documentation, usage, and evolution practices.

/pdf/ultra-large-scale-systems-the-software-challenge-of-the-23wh4oixng.pdf

Ultra-Large-Scale Systems: The Software Challenge of the Future

A Framework for Software Product Line Practice

Software product lines are emerging as a viable, important software development paradigm. Based on the Software Engineering Institute's research and experience, the concepts, activities, and practices described here can lead to successful product line development. How-to's, success stories, and lessons learned expand on the approach.

SEI's software product line tenets

: Architectural decisions have a great impact on the consequent quality of software systems. As a result, it is important to evaluate how a software architecture meets its quality demands. Though much focus has been placed on modeling and describing the software architecture as a design artifact, we found that relatively little is known about the current experience with software architecture evaluation. This report details the results of two workshops on software architecture evaluation, held at the Software Engineering Institute (SEI) on November 9-10, 1995 and May 9-10,1996. The purpose of the workshops was to determine the state of industrial practice in the evaluation of software architectures with respect to a set of desired quality attributes, and to uncover recommendations for best practices. In this report, we summarize the findings of the two workshops, define a set of dimensions to characterize various software architecture evaluation techniques, and make concrete recommendations for implementing architecture evaluation practices.

/pdf/recommended-best-industrial-practice-for-software-2dlq99hqng.pdf

Linda Northrop

Papers

Software Product Lines: Practices and Patterns

Ultra-Large-Scale Systems: The Software Challenge of the Future

A Framework for Software Product Line Practice

SEI's software product line tenets

Recommended Best Industrial Practice for Software Architecture Evaluation.