“…[1][2][3][4][5] More than ever, companies today realize the importance of using the data to reveal how their customers actually use their products, 48,52,94,95 in addition to data that reveals what customers say they do with these products. 13,20,96,97 At a time when online services are becoming vital to almost all businesses, rigorous OCEs should be standard operating procedure in companies with many customers. 12,81,98 If a company develops the software infrastructure and organizational skills to conduct them, it will be able to assess not only product ideas, but also potential business models, strategies, products, services, and marketing campaigns-all relatively inexpensively.…”
Companies need to know how much value their ideas deliver to customers. One of the most powerful ways to accurately measure this is by conducting online controlled experiments (OCEs). To run experiments, however, companies need to develop strong experimentation practices as well as align their organization and culture to experimentation. The main objective of this paper is to demonstrate how to run OCEs at large scale using the experience of companies that succeeded in scaling. Based on case study research at Microsoft, Booking.com, Skyscanner, and Intuit, we present our main contribution—The Experiment Growth Model. This four‐stage model addresses the seven critical aspects of experimentation and can help companies to transform their organizations into learning laboratories where new ideas can be tested with scientific accuracy. Ultimately, this should lead to better products and services.
“…[1][2][3][4][5] More than ever, companies today realize the importance of using the data to reveal how their customers actually use their products, 48,52,94,95 in addition to data that reveals what customers say they do with these products. 13,20,96,97 At a time when online services are becoming vital to almost all businesses, rigorous OCEs should be standard operating procedure in companies with many customers. 12,81,98 If a company develops the software infrastructure and organizational skills to conduct them, it will be able to assess not only product ideas, but also potential business models, strategies, products, services, and marketing campaigns-all relatively inexpensively.…”
Companies need to know how much value their ideas deliver to customers. One of the most powerful ways to accurately measure this is by conducting online controlled experiments (OCEs). To run experiments, however, companies need to develop strong experimentation practices as well as align their organization and culture to experimentation. The main objective of this paper is to demonstrate how to run OCEs at large scale using the experience of companies that succeeded in scaling. Based on case study research at Microsoft, Booking.com, Skyscanner, and Intuit, we present our main contribution—The Experiment Growth Model. This four‐stage model addresses the seven critical aspects of experimentation and can help companies to transform their organizations into learning laboratories where new ideas can be tested with scientific accuracy. Ultimately, this should lead to better products and services.
“…However, several studies (e.g. [29] [54]) that focus on agile-based outsourced projects with fixed payment contracts state the solution for this issue.…”
Section: New Challenges Posed By Agile Requirements Engineeringmentioning
confidence: 98%
“…Customers perform the prioritization task based on their understanding of the business value the user stories will bring using various techniques (e.g. dynamic reprortization of requirements [8], value-based requirements priortization [9] client-driven requirements prioritization [28], and risk-based requirements priortization [29]) but with due input from the development teams.…”
Section: User Story Prioritizationmentioning
confidence: 99%
“…The need to document requirements is resolved to some extent by consistent and frequent face-to-face communication among team members. [26] Contractual issues [4] Legal measures Fixed price contracts [29][54] Customer availability [5] Proxy customers [5] Customer agreement [5] [29] Appointing appropriate customer representative [5] In agile RE, clients perform business-value-based user story prioritization (e.g. [8][9] [29]) depending upon their business needs and priorities.…”
Section: New Challenges Posed By Agile Requirements Engineeringmentioning
confidence: 99%
“…However, customer's lack of domain knowledge, inability of decision-making, and lack of consensus on issues [5] [29] can also cause serious issues in carrying out the project. This requires appropriate appointment of customer's representative with adequate domain knowledge from the client side.…”
Section: New Challenges Posed By Agile Requirements Engineeringmentioning
The software development industry has rapidly accepted agile methods. Empirical studies suggest that due to their flexible and emergent nature, agile methods brought solutions to several chronic problems of traditional software development methods. One among the many is the acceptance of requirements changes at later stages of development. However, knowledge about the solutions that agile brought to requirements engineering (RE) is fragmented. Also, little is known about whether the agile philosophy, while introducing solutions to well-known RE problems from the past, has unintentionally opened new challenges. This paper offers a reflection on this matter. Based on the results of our recently published systematic review on agile RE, we reflect on the differences of 'traditional' and agile RE and the practices adopted by the latter, on the solutions and challenges of agile RE, and on some implications that agile RE might have posed for research and practice.
Continuous improvement is one of the topics of interest for organizations seeking positioning opportunities in the world market. However, software development organizations have high levels of difficulty to implement best practices that address continuous improvement. This paper presents a path to follow to facilitate the work of continuous improvement in a software development organization and that seeks to implement best practices in the software requirements management process. The path is drawn from an analysis of software process improvement models and standards related to software development best practices, under a multimodel environment. The path is structured with a set of techniques, tools, activities, and outputs associated with identified best practices, to facilitate the implementation of improvements in the software requirements management process. Besides, the established path is proposed as an alternative to facilitate the process improvement using a multimodel environment, this way allows establishing balance and instances of collaboration among best practices independent of the model or standard to be implemented.
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