integrating process and work breakdown structure with ...jlee/publication/jaciii 2010.pdf · the...

Paper: Jc14-5-4386

Integrating Process and Work Breakdown Structurewith Design Structure Matrix

Jonathan Lee∗, Whan-Yo Deng∗, Wen-Tin Lee∗, Shin-Jie Lee∗

Kuo-Hsun Hsu∗∗, and Shang-Pin Ma∗∗∗

∗Department of Computer Science and Information Engineering

National Central University, Jhongli, Taiwan

E-mail: {yjlee, jass, wtlee, jielee}@selab.csie.ncu.edu.tw∗∗Department of Computer and Information Science

National Taichung University, Taichung, Taiwan

E-mail: [email protected]∗∗∗Department of Computer Science and Engineering

National Taiwan Ocean University, Keelung, Taiwan

E-mail: [email protected]

[Received 00/00/00; accepted 00/00/00]

In software development, project plans documentscope, cost, effort, and schedule, guide project man-agers, and control project execution. Developing aproject plan without incorporating how an organi-zation doing things i.e., organizational culture maylead to project failure. To ensure stable process per-formance and to benefit from organizational culture,it is crucial that organizational processes be takeninto account in project planning. Organizational pro-cesses enable stable process performance across an or-ganization and provide a basis for cumulative, long-term benefits to the organization. In proposing a sys-tematic approach that supports bi-directional trans-formation between processes and the work break-down structure (WBS), we propose Process2WBS andWBS2Process to assist project managers in projectplanning with an organization’s set of standard pro-cesses. Process2WBS consumes processes and trans-forms them into a WBS with design structure ma-trix (DSM) analysis, and WBS2Process transforms theWBS with project-specific information into executableprocesses expressed in XPDL.

Keywords: process management, project management,project planning, design structure matrix

1. Introduction

The Work Breakdown Structure (WBS) is a hierarchi-cal list of project tasks that defines the scope of a project,which translates into effort, timeline, and budget. Tak-ing the time to map out the WBS saves significant ef-fort in project execution by helping avoid rework andfalse starts [3]. An important WBS planning objective isproject scheduling. Although considerable research [14]

has been focused on project scheduling, little work has ac-counted for organizational processes in the project plan-ning phase. An organization’s set of standard processesprovides project managers with knowledge sharing andlessons learned. Developing a project plan without incor-porating how an organization does things, namely, orga-nizational culture, may cause a project to fail. To ensurestable process performance and to benefit from organiza-tional culture, it is crucial that organizational processesbe taken into account in project planning. Organizationalprocesses enable stable process performance across theorganization and provide a basis for cumulative projectdevelopment experience. Continuous improvement of or-ganizational processes also provides long-term benefits tothe organization.

A process is a set of activities connected to controlnodes providing decision support and flow logic. De-pendence among activities is complex in a project pro-cess. Managing complex dependence among activities isthus a competency required for successful process exe-cution. Conventional process management tools provideprocess representation graphically, however, not allow-ing for common feedback and cyclic activity dependence.The design structure matrix (DSM) devised by D.V. Stew-ard [16] serves as system analysis for representing pro-cesses and their relationships in a square matrix and foranalyzing feedback and cyclic process interaction.

The DSM is a square matrix with identical row andcolumn labels to identify dependence between tasks andto sequence the engineering design process. This com-plexity management tool designs and optimizes a com-plex system, project tasks, and organization structure.T.R. Browning [4] reviewed four DSM applications todemonstrate their usefulness in product and process de-velopment, project planning and management, system en-gineering, and organization design. The four DSM ap-plications, which include component-based, team-based,

Vol.14 No.5, 200x Journal of Advanced Computational Intelligence 1and Intelligent Informatics

activity-based, and parameter-based DSM, are catego-rized into Static DSM and Time-based DSM. The DSMuses several types of analysis to optimize a complex sys-tem and project tasks, such as partitioning, clustering, andsimulation [5, 18].

Improving process execution efficiency and processcontrol requires a workflow engine to execute the projectprocess automatically. A project process is further en-hanced using a process definition language such as XMLProcess Definition Language (XPDL), ade facto stan-dard promoted by the Workflow Management Coalition(WfMC) [1]. XPDL is an open flexible process definitionstandard enabling process designers to define project pro-cesses and extension attributes, and a process definitionlanguage managed by a workflow engine.

As a continuation of previous work on requirement en-gineering [8–13], we propose a systematic approach sup-porting bi-directional transformation between processesand a work breakdown structure (WBS): Process2WBSand WBS2Process, to assist project managers in projectplanning with an organization’s set of standard processes.

This paper is organized as follows: Section 2 discuss indepth how to integrate processes and WBS with the DSM.Section 3 shows an example demonstrating our proposedapproach. Section 4 reviews related work, and Section 5presents conclusions.

2. Integrating Process with WBS

Discussing how to incorporate an organization’s set ofstandard processes with the WBS and how to transformthe WBS into an executable process involves the two mainfeatures shown inFig. 1.

• Transform Process to WBS (Process2WBS): Pro-cess2WBS consumes processes and transforms theminto a WBS. A WBS template derived from a project-defined process, increases WBS conformity with theproject-defined process. The domain-mapping ta-ble, mapped from a process to the DSM, and fromthe DSM to the WBS, helps calibrate mapping re-lationships between a process and a WBS. A clus-tering algorithm is developed to analyze the degreeof strength among activities to group activities basedon deliverables.Fig. 1 ”Process2WBS” is detailedin section 2.1.

• Transform WBS to Process (WBS2Process):WBS2Process transforms a WBS with project-specific information into executable processesexpressed in XPDL format. The DSM maintainsprocesses, subflows, and activities or tasks in aWBS based on WBS editing constraints. The DSMand the original DSM produced by Process2WBSare merged by synchronizing activities, input logic,and output logic. WBS2Process then translatesthe merged DSM into an XPDL file by mappingfrom the DSM matrix to XPDL format. An XPDLfile also documents project-specific information

1. Process2WBS

Organizational

Processt a i l o rRepresent Process

using DSM

Evaluate

the Strength

between Activities

Cluster the

Activities Based on

Work Product

Organize WBSProject Defined

Process

Process Model

in DSMs

(logic included)

2. WBS2Process

Manually Tailor

WBS and Planning

Verify and Merge

The New DSM

Generate

Executable ProcessProject WBS

Transform WBS

to a DSM

Executable R e f e r e n c e L i n kL e g e n d : E n t i t yProject Process

(XPDL) A c t i v i t y F l o wE n t i t yA c t i v i t yFig. 1. Overview of our approach.

in corresponding tags.Fig. 1 ”WBS2Process” isdetailed in section 2.2.

2.1. Process2WBSThe purpose of Process2WBS is to incorporate the ben-

efits of an organization’s set of standard processes in theproject WBS. The project-defined process is tailored fromthe organization’s set of standard processes based on tai-loring criteria and guidelines with basis activities or tasksto execute a project, so project managers can use a projectWBS template containing basic activities and tasks trans-formed from the project-defined process to develop theWBS during project planning.

2.1.1. Representing the process using the DSM

Step 1 of Process2WBS is to represent the process us-ing the DSM. The activity-based DSM captures activitiesand their information flow.Figure 2 maps how the DSMmodels process concepts.

Our approach models major entities in the XPDLschema definition as process concepts in the DSM. ThePackageacts as a container for grouping individual pro-cess definitions and associated entity data applicable to allprocess definitions and also has a number of common at-tributes for the process definition entity (author, version,etc.). Since an XPDL file contains only one package,the Packageis modeled as an activity-based DSM, in-cluding multiple processes.Participant /Application de-scribes resources acting as the performer of activities inthe process definition. This may be useful in assigningtasks to resources when editing the WBS. We capture theParticipant /Application as an extension attribute of anactivity, which in turn captures theArtifact in the pro-cess concept for the same reason. TheTransition in theprocess describes possible transitions between activitiesand conditions enabling or disabling them – transitions– during execution. An activity-based DSM models theTransition /Information flow as an n x n square matrix.Two-tuples: (output logic of source activity, input logic of

2 Journal of Advanced Computational Intelligence Vol.14 No.5, 200xand Intelligent Informatics

Process Concept cardinality DSM ConceptProcess Concept cardinality DSM Concept

Package 1:1 DSM

Process n:1 DSMProcess n:1 DSM

Activity

(SubFlow/ Task/ BlockActivity/

1:1 Activity and it’s Extension Attribute:

Activity Type

Route/ Event)

Participant/ Application 1:1 Extension Attribute:

Performer

Artifact 1:1 Extension Attribute:

Input Artifact/ Output Artifact

Transition 1:1 Information FlowTransition 1:1 Information Flow

Swimlane (Pool/ Lane) None

Message Flow None

Fig. 2. Domain concept mapping between process and DSM.S c o r e E x p l a n a t i o n0 T h i i b i i i0 T h e r e a r e n o t r a n s i t i o n s b e t w e e n a c t i v i t i e s .1 T h e r e i s m o r e t h a n o n e t r a n s i t i o n b e t w e e na c t i v i t i e s .a c t t e s2 T h e r e i s m o r e t h a n o n e t r a n s i t i o n b e t w e e na c t i v i t i e s . T h e t a r g e t a c t i v i t y r e q u i r e s t h e o u t p u ti f f i ia r t i f a c t o f s o u r c e a c t i v i t y .3 T h e r e i s m o r e t h a n o n e t r a n s i t i o n b e t w e e n t w oa c t i v i t i e s a n d t h e s o u r c e a c t i v i t y c o o p e r a t e sy pw i t h t h e t a r g e t a c t i v i t y t o d e v e l o p t h e o u t p u ta r t i f a c t o f t h e s o u r c e a c t i v i t y .Fig. 3. Relationships between activities.

target activity) represent information flows in a DSM. Assymbols of the information flow

⊕is AND,

⊙denotes

OR, and XOR is represented by⊗

. The Swimlane fa-cilitates the graphical layout of a collection of processesand may designate participant information at the processlevel. Swimlane and Message Floware not used dur-ing the transformation between the process and WBS, andtherefore omit it from the DSM.

2.1.2. Evaluating strength between activities

After representing the project-defined process using theDSM, relationships among activities are evaluated to es-tablish the WBS by grouping relevant activities or tasks.Figure 3 shows scores of relationships, classified intofour degrees by scoring 0 to 3 to express strength betweenactivities. If no transitions exist between two activities,then the score between them is 0. If more than one tran-sition exists between them, the score is 1. If more thanone transition exists between two activities and the targetactivity requires the output artifact of the source activity,the score is 2. If more than one transition exists betweentwo activities and the source activity cooperates with thetarget activity to develop the output artifact of the sourceactivity, then the score is 3. The DSM, called a ”strengthDSM,” is then evaluated based on defined scores inFig.3.

A k A jA i . . . A k I 1 A k . . . . . .A l l i n t e r m e d i a t e v e r t i c e s i n { 1 , 2 , … , k }S t r e n g t h ( A i , A j , k ) = W i j / 3 i f k = 0M a x ( S t r e n g t h ( A i , A j , k r 1 ) ,M a x ( S t r e n g t h ( A i , A j , k 1 ) ,S t r e n g t h ( A i , A k , k r 1 ) * S t r e n g t h ( A k , A j , k r 1 ) ) i f k

1Fig. 4. Obtaining weighting scores between activities.

2.1.3. Clustering activities based on work products

Clustering activities based on work products groups ac-tivities or tasks based on work products, so major activ-ities producing work products are required as input forthis step. Other required input is the DSM with evaluatedscores generated in the previous step offering strength re-lations for each pair of activities. The goal of clusteringis to group interrelated activities into a cluster based onthe strength between activities. The clustering algorithmis divided into three steps:

1 Normalizing the DSM

2 Obtaining the strength DSM for each activity pair

3 Clustering based on major activities and strengthDSM

The initial step of clustering is to normalize the DSM.Normalizing is making the strength relation of each pairof activities between 0 and 1. The transitive relation ap-plies to deriving strength for each pair of activities. If thestrength between A and B is 0.5 and the strength betweenB and C is 0.5, we derive the strength between A and C as0.5*0.5=0.25. The strength betweenAi andA j (Fig. 4) isStrength(Ai,A j,k) and there are k nodes in the path fromAi to A j.

If there is a direct relationship fromAi to A j, we definethe strength asWi j/3, whereWi j is the evaluated strengthbetweenAi andA j. There are two candidate paths fromAito A j: either one only using nodes in set{1, ..., k} or onegoing from i to k + 1 and from k + 1 to j.

The higher strength indicates more correlation betweenactivities, so we define Strength(Ai,A j,k) in terms of therecursive formula inFig. 4. After doing so, major activ-ities outputting work products can be identified. We usethe DSM to conduct clustering based on these major activ-ities, which are initial clusters. The clustering algorithmthen groups other activities into clusters based on theirstrength relationships. The higher strength value indicateshigher dependency between an activity and a cluster.

2.1.4. Organizing the WBS

The Project Management Institute (PMI) recommendsa deliverable-oriented WBS hierarchy for project plan-ning and control [7]. The project name is placed on level 1and level 2 for processes included in the project. Level 3 is


deliverables delivered by the parent process level. We rec-ommend placing work products and system componentson level 3. On level 4, activities or tasks are clustered forthe deliverable level. The path searching partition algo-rithm [15] is applied to rearrange elements for each WBSlevel in this order.

2.2. WBS2ProcessProject managers may edit the WBS for project plan-

ning, cost estimation, resources assignment, etc. Afterassigning project-specific information to the WBS, theWBS is ready to transformed by WBS2Process.

2.2.1. Transforming the WBS into a DSM

Although element types are defined for each WBSlevel, ambiguous remains while the WBS is being trans-formed into a DSM for elements that project managersadd on WBS level 4 or break down into level 5, where ele-ments types for these newly added elements may be over-looked. Project managers must identify WBS elementstypes in extension attributes when adding new elements toa WBS, and only activity element types are transformedinto a DSM. Note that changes in element types impactson DSM representation. After project managers breaksdown activity A into activities E and activity F, for exam-ple, the element type of activity A should be changed toSubFlow or BlockActivity.

2.2.2. Verifying and merging the new and original DSMs

An activity has one input logic and one output logic.Input and output logic are verified by checking the samesymbol logic for the column and row in a DSM. Merge theoriginal DSM and new DSM starting in ActivityId map-ping. ActivityId in the new DSM can be found in the orig-inal DSM only if the activity with the ActivityId is trans-formed from the project-defined process. Input and out-put logic of mapped activities in the new DSM are verifiedbased on the original DSM. The verified result is placedin the new DSM, so the new DSM is the merged resultand is ready to generate an XPDL format.

2.2.3. Generating executable process

The executable process derives from the merged DSMand XPDL file of the project-defined process. To exe-cute the process in a workflow engine, data and applica-tion definition in the XPDL of the project-defined processare needed to generate an executable process in XPDLformat.

A DSM is used to represent a project, so correspond-ing XPDL tag<Package> is created in an XPDL file.A process is mapped to tag<WorkflowProcess>, and anactivity is mapped to tag<Activity>. A Gateway is an<Activity> having subelement<Route>. Input and out-put logic are mapped to tag<TransitionRestriction> thatis a subelement of an activity. The resource assignedin a WBS is mapped to tag<Performer> and the es-timated task duration is saved in tag<Duration>, i.e.,

a subelement of<TimeEstimation>. Deliverables in aWBS should be recorded in tag<Artifact>.

3. Sample Scenario

In presenting a sample project management process(PMP), for clarity, we simplify the example to explainhow our approach can be realized systematically.

3.1. Process2WBS Scenario1 Representing the process using the DSM: The pur-

pose of the PMP, as shown inFig. 5, is to manageand control project execution. In the PMP, subpro-cesses such as REQMP, PPQAP, MAP, CMP, andCCP are represented as activities.

2 Evaluating strength between activities: The DSM in-cludes 26 activities. Here we model a subprocess asan activity with ActivityType=”SubFlow” and eval-uate degrees of strength based on scores defined byour definition. Figure 5 shows the correspondingDSM of the PMP after strength assignment. Af-ter completing strength evaluation, major deliverableactivities are identified to follow the cluster algo-rithm.

3 Clustering activities based on work products: Afterevaluating strength between activities in the PMP, thestrength DSM is calculated according to the formulaproposed inFig. 4. Figure 6 represents the DSMresult after clustering. The clustered DSM representsclusters based on strength analysis.

4 Organizing the WBS: The WBS inFig. 7 is orga-nized based on the clustered result. The project man-ager identifies activity Nos. 6, 8, 24, 20, 15, 16, and10 as major activities. The WBS is organized fromPMP alone and the subprocess is not represented inFig. 7. Subprocesses such as REQMP, MAP, andCMP are a posited sibling of the project managementprocess on level 2, but the process on WBS level 2still must be rearranged based on DSM partitioninganalysis.

3.2. WBS2Process ScenarioFor better process control and to improve process ex-

ecution efficiency, a WBS with project-specific informa-tion must be transformed into an executable process thatcan be executed automatically by the workflow engine.After finishing WBS editing, the project manager startstransforming the WBS into a DSM using the domain map-ping table inFig. 2. Relationships and input/output logicof the DSM produced by WBS2Process are verified basedon the original DSM produced by Process2WBS. Thesetwo DSMs are then merged into a new DSM to be used togenerate an executable process with project-specific infor-mation in XPDL format based on tags mapping describedin section 2.2.3.


Fig. 5. DSM of project management process.P r o p o s a l P r o j e c tI n i t i a lP l a nP l a n S R S P r o j e c tP r o j e c tM a n a g e m e n tP l a nP M C M e e t i n g M i n u t e s M i l e s t o n eR e p o r tP r o j e c t C l o s u r e R e p o r tP r o j e c t C l o s u r e R e p o r tFig. 6. Clustered DSM of project management process.

4. Related Work

This section lists related work for process and projectintegration.

Christoph Bussler [6] integrated WfMS with the projectmanagement tool in two parts – the schema integrationand the behavior integration. This study does not ad-dress dependence between WfMS and the PM tool be-cause the project process should follow the organization’sset of standard processes and constraints by criteria andtailoring guidelines.

Thibault Alexandre et al. [17] discuss the process inte-gration requirements based on product and manufacturingdata. To reduce product and process design time and cost,they provide a process plan schema with degrees of free-dom and rules on transformation to integrate the projectprocess based on product data.

Ali Bahrami [2] proposed integrated process manage-ment integrating project management, business processmodeling, simulation, and workflow to support scheduledworkflow execution. The purpose is to generate a work-flow based on a scheduling tool. No domain concepts aremapped between project and process.

5. Conclusion and Future Work

We have proposed a DSM-based approach for integrat-ing a process with the WBS. The WBS template is derivedfrom a project’s defined process and increases WBS con-formity with the project’s defined process. The domain-mapping table mapped between a process and the DSM,and the DSM and WBS helps correct mapping conceptsbetween a process and the WBS. Our clustering algo-


Fig. 7. WBS of project management process.

rithm analyzes strength among activities to group activ-ities based on deliverables. WBS2Process generates theexecutable process in XPDL format.

Our projected work is three focus:

• Enabling a tailoring from the organization’s setof standard processes to project-defined processesbased on criteria and tailoring guidelines.

• Enhancing consistency verification between theproject-defined process and the executable processby applying the process compliance measurementand analysis.

• Evaluating and improving process performance,measureable concepts such as process compliance,process efficiency, and process effectiveness, cor-responding measures, and corresponding metricscalled process performance metrics are needed to de-velop and collect during project execution. Processperformance is then evaluated based on process per-formance metrics.

References:[1] “XML Process Definition Language (XPDL)”.

http://www.wfmc.org/xpdl.html.[2] A. Bahrami, “Integrated process management: from planningto

work execution”, In BSN ’05: Proceedings of the IEEE EEE05 in-ternational workshop on Business services networks, pp. 11–11,Piscataway, NJ, USA, 2005, IEEE Press.

[3] Booz, Allen, and Hamilton. “Earned Value Management TutorialModule 2: Work Breakdown Structure”. Office of Project Assess-ment, Dec 2008.

[4] T. R. Browning, “Applying the Design Structure Matrix toSys-tem Decomposition and Integration Problems: A Review andNew Directions”, IEEE Transactions on Engineering Management,48(3):292–306, August 2001.

[5] T. R. Browning and S. D. Eppinger, “Modeling impacts of pro-cess architecture on cost and schedule risk in product development”,IEEE Transactions on Engineering Management, 49(4):428 – 442,November 2002.

[6] C. Bussler, “Workflow Instance Scheduling with Project Manage-ment Tools”, In 9th International Workshop on Database and ExpertSystems Applications (DEXA’98), pp. 753, 1998.

[7] G. T. Haugan, ”Effective Work Breakdown Structures”, Manage-ment Concepts, 2001.

[8] J. Lee and Y.-Y. Fanjiang, “Modeling imprecise requirements withXML”, Information and Software Technology, 45(7):445–460,May2003.

[9] J. Lee and K.-H. Hsu, “Modeling software architectures with goalsin virtual university environment”, Information and Software Tech-nology, 44(6):361–380, April 2002.

[10] J. Lee, C.-L. Wu, W.-T. Lee, and K.-H. Hsu, “Aspect-EnhancedGoal-Driven Sequence Diagram”, International Journal of Intelli-gent Systems, 2010, to appear.

[11] J. Lee and N.-L. Xue, “Analyzing User Requirements by UseCases: A Goal-Driven Approach”, IEEE Software, 16(4):92–101,July/August 1999.

[12] J. Lee, N.-L. Xue, and J.-Y. Kuo, “Structuring requirementsspecifications with goals”, Information and Software Technology,43(2):121–135, February 2001.

[13] W.-T. Lee, W.-Y. Deng, J. Lee, and S.-J. Lee, “Change ImpactAnalysis with a Goal-Driven Traceability-Based Approach”, Inter-national Journal of Intelligent Systems, 2010, to appear.

[14] R. A. Radice, N. K. Roth, A. C. O’Hara, Jr., and W. A. Ciarfella, “AProgramming Process Architecture”, 24(2):79–90, 1985.

[15] D. V. Steward, “Partitioning and Tearing Systems of Equations”,Journal of the Society for Industrial and Applied Mathematics: Se-ries B, Numerical Analysis, 2(2):345–365, 1965.

[16] D. V. Steward, “The Design Structure System: A Method forMan-aging the Design of Complex Systems”, IEEE Transactions on En-gineering Management, 28:71–74, 1981.

[17] A. Thibault, A. Siadat, R. Bigot, and P. Martin, “Proposal for Prod-uct Process Integration using Classification and Rules”, InEURO-CON, 2007. The International Conference on ”Computer as a Tool”,pp. 753 –758, 9-12 2007.

[18] A. A. Yassine, D. E. Whiteny, and T. Zambito, “Assessment ofre-work probabilities for simulating product development processesusing the design structure matrix”, In Proceedings of the DETC 01:ASME 2001 International Design Engineering Technical Confer-ences, Pittsburgh PA, 2001.

Name:Jonathan Lee

Affiliation:Department of Computer Science and Informa-tion Engineering, National Central University

Address:No.300, Jhongda Rd., Jhongli City, Taoyuan County 320, TaiwanBrief Biographical History:Jonathan Lee received his PhD degree from Texas A&M University in1993, the year he joined the faculty of the Department of ComputerScience and Information Engineering at National Central University(NCU) in Taiwan. His research interests include agent-based softwareengineering, service-oriented computing, and goal-drivensoftwareengineering. He is currently a professor of CSIE and the Director ofComputer Center at NCU, and is leading a number of large-scale researchprojects.


Name:Whan-Yo Deng


Address:No.300, Jhongda Rd., Jhongli City, Taoyuan County 320, TaiwanBrief Biographical History:Whan-Yo Deng is a Ph.D. student in the department of Computer Scienceand Information Engineering at National Central University(NCU) inTaiwan. His research interests include project planning, projectmanagement, and process management.

Name:Wen-Tin Lee


Address:No.300, Jhongda Rd., Jhongli City, Taoyuan County 320, TaiwanBrief Biographical History:Wen-Tin Lee received his PhD in computer science and informationengineering from National Central University (NCU) in Taiwan in 2007and is currently a postdoctoral researcher in Software Research Center atNCU. His research interests include requirements engineering, softwareprocess improvement, and service-oriented software engineering.

Name:Shin-Jie Lee


Address:No.300, Jhongda Rd., Jhongli City, Taoyuan County 320, TaiwanBrief Biographical History:Shin-Jie Lee received his PhD in computer science and informationengineering from National Central University (NCU) in Taiwan in 2007and is currently a postdoctoral researcher in Software Research Center atNCU. His research interests include agent-based software engineering,service-oriented computing, and object-oriented softwareengineering.

Name:Kuo-Hsun Hsu

Affiliation:Assistant Professor of Department of Computerand Information Science, National TaichungUniversity

Address:140 Min-Sheng Rd., Taichung City, Taiwan 403Brief Biographical History:1992-1996 B.S. degree from Computer and Information Science,NationalChiao Tung University, Taiwan.1997-2003 Ph.D. degree from Computer Science and InformationEngineering, National Central University, Taiwan.His research interests include software engineering, requirementengineering, software architecure, service-orient architecture, and CMMI.

Name:Shang-Pin Ma

Affiliation:Department of Computer Science and Engineer-ing, National Taiwan Ocean University

Address:2 Pei-Ning Road, Keelung ,Taiwan 20224, R.O.C.Brief Biographical History:Shang-Pin Ma received his Ph.D. and B.S. degrees in Computer Scienceand Information Engineering from National Central University, Chungli,Taiwan, in 2007 and 1999, respectively. He has been an assistant professorof Computer Science and Engineering Department, National TaiwanOcean University, Keelung, Taiwan, since 2008. His research interestsinclude software engineering, service-oriented computingand softwareprocess improvement.


integrating process and work breakdown structure with ...jlee/publication/jaciii 2010.pdf · the...

Documents