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2009 ICSE Workshop on Leadership and Management in Software Architecture

19-19 May 2009

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  • [USB label]

    Publication Year: 2009, Page(s): i
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  • Welcome

    Publication Year: 2009, Page(s): ii
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  • Hub page

    Publication Year: 2009, Page(s): iii
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  • Table of contents

    Publication Year: 2009, Page(s): iv
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  • Brief author index

    Publication Year: 2009, Page(s): v
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  • Detailed author index

    Publication Year: 2009, Page(s):vi - vii
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  • The end of indexes

    Publication Year: 2009, Page(s): viii
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  • Information for author

    Publication Year: 2009, Page(s): ix
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  • [PDF Reader FAQ and support]

    Publication Year: 2009, Page(s):x - xiii
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  • [PDF Reader FAQ and support]

    Publication Year: 2009, Page(s): xiv
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  • [Title page]

    Publication Year: 2009, Page(s): xv
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  • Foreword

    Publication Year: 2009, Page(s): xvi
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  • Org Committee

    Publication Year: 2009, Page(s): xvii
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  • Identifying and proactively managing architecture risk

    Publication Year: 2009, Page(s):1 - 5
    Cited by:  Papers (1)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (435 KB) | HTML iconHTML

    To help the architect deliver a feasible architecture within given time, cost, and quality constraints, architecture methods such as the ADD, ATAM, QAW, and others have been developed and adopted. The leadership ability of the architect greatly influences the outcome of the application of these methods. We discuss how that leadership ability can be strengthened by leveraging a broad range of risk ... View full abstract»

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  • Analyzing project risks within a cultural and organizational setting

    Publication Year: 2009, Page(s):6 - 14
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (2232 KB) | HTML iconHTML

    Risk management and assessment of software project is highly relevant to the social and culture context of the development activities. This paper proposes a risk analysis approach which represents the organizational settings of a project as a social dependency network, and identifies risks originated from broken role dependency relations, unsatisfied goals, unfinished tasks, and unavailable resour... View full abstract»

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  • Conflict management

    Publication Year: 2009, Page(s):15 - 19
    Cited by:  Papers (2)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (205 KB) | HTML iconHTML

    Project managers must learn to recognize the signs and symptoms of disruptive conflict. Such signs would include poor communication among team members, a lack of openness, a lack of respect, unclear requirements, change between managers and employees, broken boundaries of social norms or groups, different backgrounds (educational, economic, cultural, political, etc.). The worst cases can disintegr... View full abstract»

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  • Leveraging leadership lessons from software process improvement efforts for architecture leadership & management

    Publication Year: 2009, Page(s):20 - 27
    Cited by:  Papers (1)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (340 KB) | HTML iconHTML

    There are many behavioral themes related to leadership and management for architecture practice. This paper deals primarily with leadership in terms of responsibilities for sponsoring improved architectural practice, leveraging from at least two decades of work that has been done in the more general software process improvement community. In addition to a discussion of relevant sponsorship practic... View full abstract»

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  • The software architect as the guardian of system performance and scalability

    Publication Year: 2009, Page(s):28 - 31
    Cited by:  Papers (1)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (65 KB) | HTML iconHTML

    System performance and scalability issues often have their roots in architectural and design choices that are made early in the software life cycle. Because he must communicate with developers, designers, product managers, business stake holders, application domain experts, testers, and requirements engineers, the software architect is uniquely placed to play a leadership role in linking performan... View full abstract»

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  • The impact of non-technical factors on Software Architecture

    Publication Year: 2009, Page(s):32 - 36
    Cited by:  Papers (2)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (878 KB) | HTML iconHTML

    Most of the research and pedagogical literature in Software Architecture is on technical issues. Recently, however, there has been increasing interest on the importance of non-technical factors such as leadership, communication, inter-personal skills, work habits etc. in architecting. In this paper, we continue this line of research by conducting an empirical study examining the impact of non-tech... View full abstract»

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  • Software architecture: Organizational perspectives

    Publication Year: 2009, Page(s):37 - 42
    Cited by:  Papers (2)
    Request permission for commercial reuse | Click to expandAbstract | PDF file iconPDF (143 KB) | HTML iconHTML

    This position paper examines software architecture through the lenses of four organizational perspectives and identifies opportunities for research to improve the positioning and support of the discipline within organizations. It concludes that while software architecture may rest on solid technical foundations, its position in the organization is not as firm. View full abstract»

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