Comparing and contrasting model-driven engineering at three large companies

ABSTRACT

Context: Hutchinson et al. conducted an interview-based study of how model-driven engineering, MDE, is practiced in 17 companies. Their results include that successful MDE companies develop domain-specific languages; are motivated by a clear business case; and are committed at all levels of the organization. Goal: Whilst the results are useful, the study is a very broad one, with one or two interviewees per company. This paper supplements Hutchinson's study by focusing on three large companies that are applying MDE and undergoing a parallel transition to agile methods. Method: Formal data collection strategies -- 25 semi-structured interviews, observations and progress meetings -- were combined with informal interaction. The data was analysed both inductively for new insights and deductively for comparison with the results of Hutchinson et al. Results: Our findings show how MDE can include domain experts in software development and how agile development and MDE can coexist. In general our results validate the findings of Hutchinson et al. There are two areas where our results differ -- the engineers' sense of control and the appropriateness of their skills and training. Conclusions: Using a combination of data collection strategies and analysis techniques our study casts new light on earlier research as well as contributes with novel insights regarding the adoption of MDE.

References

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Index Terms

• Social and professional topics

  • Professional topics

    • Management of computing and information systems

      • Project and people management

• Software and its engineering

  • Software creation and management

    • Software development process management

  • Software notations and tools

    • Software configuration management and version control systems