skip to main content
10.1145/2593812.2593816acmconferencesArticle/Chapter ViewAbstractPublication PagesicseConference Proceedingsconference-collections
Article

Building blocks for continuous experimentation

Published:03 June 2014Publication History

ABSTRACT

Development of software-intensive products and services increasingly occurs by continuously deploying product or service increments, such as new features and enhancements, to customers. Product and service developers need to continuously find out what customers want by direct customer feedback and observation of usage behaviour, rather than indirectly through up-front business analyses. This paper examines the preconditions for setting up an experimentation system for continuous customer experiments. It describes the building blocks required for such a system. An initial model for continuous experimentation is analytically derived from prior work. The model is then matched against empirical case study findings from a startup company and adjusted. Building blocks for a continuous experimentation system and infrastructure are presented. A suitable experimentation system requires at least the ability to release minimum viable products or features with suitable instrumentation, design and manage experiment plans, link experiment results with a product roadmap, and manage a flexible business strategy. The main challenges are proper and rapid design of experiments, advanced instrumentation of software to collect, analyse, and store relevant data, and the integration of experiment results in both the product development cycle and the software development process.

References

  1. R. J. Adams, B. Evans, and J. Brandt. Creating Small Products at a Big Company: Adobe’s Pipeline Innovation Process. In CHI’13 Extended Abstracts on Human Factors in Computing Systems, pages 2331–2332. ACM, 2013. Google ScholarGoogle ScholarDigital LibraryDigital Library
  2. V. Basili, J. Heidrich, M. Lindvall, J. Münch, M. Regardie, D. Rombach, C. Seaman, and A. Trendowicz. GQM + Strategies: A comprehensive methodology for aligning business strategies with software measurement. In Proceedings of the DASMA Software Metric Congress (MetriKon 2007): Magdeburger Schriften zum Empirischen Software Engineering, pages 253–266, 2007.Google ScholarGoogle Scholar
  3. K. Beck and C. Andres. Extreme programming explained: embrace change. Addison-Wesley Professional, 2004. Google ScholarGoogle ScholarDigital LibraryDigital Library
  4. J. Bosch. Building Products as Innovation Experiment Systems. In Software Business, pages 27–39. Springer, 2012.Google ScholarGoogle Scholar
  5. J. Bosch, H. Holmström Olsson, J. Björk, and J. Ljungblad. The Early Stage Software Startup Development Model: A Framework for Operationalizing Lean Principles in Software Startups. In Lean Enterprise Software and Systems, pages 1–15. Springer, 2013.Google ScholarGoogle Scholar
  6. T. Dybå and T. Dingsøyr. Empirical studies of agile software development: A systematic review. Information and software technology, pages 833–859, 2008. Google ScholarGoogle ScholarDigital LibraryDigital Library
  7. F. Fagerholm, N. Oza, and J. Münch. A platform for teaching applied distributed software development: The ongoing journey of the Helsinki software factory. In 3rd International Workshop on Collaborative Teaching of Globally Distributed Software Development (CTGDSD), pages 1–5, 2013.Google ScholarGoogle ScholarCross RefCross Ref
  8. A. R. Hevner, S. T. March, J. Park, and S. Ram. Design Science in Information Systems Research. MIS Quarterly, 28(1):75–105, 2004. Google ScholarGoogle ScholarDigital LibraryDigital Library
  9. H. Holmström Olsson, H. Alahyari, and J. Bosch. Climbing the “Stairway to Heaven” – A Mulitiple-Case Study Exploring Barriers in the Transition from Agile Development towards Continuous Deployment of Software. 39th EUROMICRO Conference on Software Engineering and Advanced Applications, pages 392–399, 2012. Google ScholarGoogle ScholarDigital LibraryDigital Library
  10. R. Kohavi, A. Deng, B. Frasca, R. Longbotham, T. Walker, and Y. Xu. Trustworthy Online Controlled Experiments: Five Puzzling Outcomes Explained. In Proceedings of the 18th ACM SIGKDD International Conference on Knowledge Discovery and Data Mining, pages 786–794, New York, NY, USA, 2012. ACM. Google ScholarGoogle ScholarDigital LibraryDigital Library
  11. C. Larman and V. R. Basili. Iterative and incremental developments. a brief history. IEEE Computer, pages 47–56, 2003. Google ScholarGoogle ScholarDigital LibraryDigital Library
  12. B. May. Applying Lean Startup: An Experience Report – Lean & Lean UX by a UX Veteran: Lessons Learned in Creating & Launching a Complex Consumer App. In Agile Conference (AGILE) 2012, pages 141––147. IEEE, 2012. Google ScholarGoogle ScholarDigital LibraryDigital Library
  13. J. Münch, F. Fagerholm, P. Johnson, J. Pirttilahti, J. Torkkel, and J. Järvinen. Creating Minimum Viable Products in Industry-Academia Collaborations. In Proceedings of the Lean Enterprise Software and Systems Conference (LESS 2013, Galway, Ireland, December 1-4), pages 137–151. Springer Berlin Heidelberg, 2013.Google ScholarGoogle ScholarCross RefCross Ref
  14. J. Münch, F. Fagerholm, P. Kettunen, M. Pagels, and J. Partanen. Experiences and Insights from Applying GQM +Strategies in a Systems Product Development Organisation. In Proceedings of the 39th EUROMICRO Conference on Software Engineering and Advanced Applications (SEAA 2013), 2013. Google ScholarGoogle ScholarDigital LibraryDigital Library
  15. J. Nieters and A. Pande. Rapid Design Labs: A Tool to Turbocharge Design-led Innovation. Interactions, pages 72–77, 2012. Google ScholarGoogle ScholarDigital LibraryDigital Library
  16. T. ¯ Ono. Toyota production system: beyond large-scale production. Productivity press, 1988.Google ScholarGoogle Scholar
  17. M. Poppendieck. Lean software development: an agile toolkit. Addison-Wesley Professional, 2003. Google ScholarGoogle ScholarDigital LibraryDigital Library
  18. M. Poppendieck and M. A. Cusumano. Lean Software Development: A Tutorial. IEEE Software, pages 26–32, 2012. Google ScholarGoogle ScholarDigital LibraryDigital Library
  19. E. Ries. The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation To Create Radically Successful Businesses. Crown Business, 2011.Google ScholarGoogle Scholar
  20. K. Schwaber and M. Beedle. Agile software development with Scrum. Prentice Hall Upper Saddle River, 2002. Google ScholarGoogle ScholarDigital LibraryDigital Library
  21. D. Ståhl and J. Bosch. Modeling Continuous Integration Practice Di fferences in Industry Software Development. Journal of Systems and Software, pages 48–59, 2014. Google ScholarGoogle ScholarDigital LibraryDigital Library
  22. J. Stapleton. DSDM: Business Focussed Development. Pearson Education, 2003.Google ScholarGoogle Scholar
  23. A. Steiber and S. Alänge. A Corporate System for Continuous Innovation: The case of Google Inc. European Journal of Innovation Management, pages 243–264, 2013.Google ScholarGoogle ScholarCross RefCross Ref
  24. J. E. van Aken. Management Research Based on the Paradigm of the Design Sciences: The Quest for Field-Tested and Grounded Technological Rules. Journal of Management Studies, 41(2):219–246, 2004.Google ScholarGoogle ScholarCross RefCross Ref

Index Terms

  1. Building blocks for continuous experimentation

            Recommendations

            Comments

            Login options

            Check if you have access through your login credentials or your institution to get full access on this article.

            Sign in

            PDF Format

            View or Download as a PDF file.

            PDF

            eReader

            View online with eReader.

            eReader