For students, capstone project represents the culmination of their studies and is typically the last milestone before graduation. This paper reflects on organizing IT capstone projects in computer science and software engineering Master programmes in a Sino-Finnish setup. Based on our analysis we introduce various aspects based on our observations for improving course practicalities, introduction lectures, students' initiative group working and overall interaction. We also discuss the importance of active learning and transferring the responsibility of learning from teachers to students in order to achieve the intended learning outcomes. During a capstone course students design and implement a solution to a complex, ill-defined reallife problem. We present and discuss the results from student feedback surveys and propose areas for further development.
Game analytics supports game development by providing direct quantitative feedback about player experience. Player retention and monetization in particular have become central business statistics in free-to-play game development. Many metrics have been used for this purpose. However, game developers often want to perform analytics in a timely manner before all users have churned from the game. This causes data censoring which makes many metrics biased. In this work, we introduce how the Mean Cumulative Function (MCF) can be used to generalize many academic metrics to censored data. The MCF allows us to estimate the expected value of a metric over time, which for example may be the number of game sessions, number of purchases, total playtime and lifetime value. Furthermore, the popular retention rate metric is the derivative of this estimate applied to the expected number of distinct days played. Statistical tools based on the MCF allow game developers to determine whether a given change improves a game, or whether a game is yet good enough for public release. The advantages of this approach are demonstrated on a real in-development free-to-play mobile game, the Hipster Sheep.
In recent years, it has become even more critical for companies to respond efficiently and timely to customers' expectations. Therefore, Delivery Quality (DQ) is critical in supply chain management. In this research, we focus on analyzing the impacts of the DQ strategy implementation, and the main forces of the DQ change management and DQ leadership. At Nokia, the effort to establish a new globally integrated DQ strategy to improve its trade customers' perception visibility was successful. The globally integrated DQ strategy, which combined product, logistics, and Marine transit insurance, was developed and implemented worldwide. Nokia had a contradictory approach by requiring all stakeholders, including external subcontractors and the insurance company, to use Nokia-owned processes and IT solutions. The identified key success factors were an efficient global DQ strategy, quality and customer-centric ideology, clear and efficient governance and leadership, clarity of ownership, global DQ practices, a total control of all trade customer claims, and DQ performance monitoring. These factors improved global DQ management. The practices can be adopted by other companies to further improve their supply chain DQ operations development.
Presently, internal Information Technology (IT) organizations make strategic level decisions to explore new capabilities and solutions from outsourcing markets to fulfill various business and customer expectations. However, far too little is known about the operational level challenges that emerge between IT service purchasing companies and suppliers in a global selective outsourcing environment. In this research, we focus on analyzing the operational level challenges and nonconformances from the IT service purchasing company's point-of-view. Nokia's IT unit selectively outsourced parts of its operational level IT service activities to the supplier. The IT unit and the supplier jointly implemented Information Technology Infrastructure Library (ITIL) processes, globally. The cooperation was not completely trouble-free. It was identified that ITIL processes can provide standardized structures for executing the IT service activities, but quality and customer-centric operation will also require active and participative management and leadership, efficient communication and information sharing, globally implemented quality management practices, and clear responsibility and ownership structures between the parties. These findings improve operational level selective outsourcing knowledge, and the findings can be exploited by other global IT service transition projects.
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