House Company Research Articles

Software Defect Elimination Information System in Software House Company

Software Defect Elimination Information System in Software House Company

Mitigating product data management challenges in the wooden single-family house industry

The housing industry faces challenges in product data management, resulting in negative effects on productivity, efficiency, and quality. The purpose of the study presented in this paper is to elaborate on requirements and functions of a support system to mitigate challenges with product data management in the wooden single-family house industry. As a support system, a pilot product lifecycle management (PLM) system was developed with functions to fulfill the requirements. The support system was installed and tested in a real-world setting, a wooden single-family house company, Company T. The paper contributes with the insights that a PLM system for industrialized house building can be developed, fulfilling the requirements in this specific industry. The functions developed were perceived to have value and could, for Company T, mitigate their challenges with product data management. The support system facilitate integration between the pilot PLM system, the building information modeling tool and the enterprise resource planning system at Company T. Based on the study carried out, the paper concludes that a PLM system is feasible, and that it might be a way to mitigate challenges with product data management in the wooden single-family house industry.

Mitigating product data management challenges in the wooden single-family house industry (REDIRECT)

The housing industry faces challenges in product data management, resulting in negative effects on productivity, efficiency, and quality. The purpose of the study presented in this paper is to elaborate on requirements and functions of a support system to mitigate challenges with product data management in the wooden single-family house industry. As a support system, a pilot product lifecycle management (PLM) system was developed with functions to fulfill the requirements. The support system was installed and tested in a real-world setting, a wooden single-family house company, Company T. The paper contributes with the insights that a PLM system for industrialized house building can be developed, fulfilling the requirements in this specific industry. The functions developed were perceived to have value and could, for Company T, mitigate their challenges with product data management. The support system facilitate integration between the pilot PLM system, the building information modeling tool and the enterprise resource planning system at Company T. Based on the study carried out, the paper concludes that a PLM system is feasible, and that it might be a way to mitigate challenges with product data management in the wooden single-family house industry.

Age Diversity in Neighborhoods-A Mixed-Methods Approach Examining Older Residents and Community Wellbeing.

This paper focuses on age diversity in neighbourhoods and its possible impacts on community wellbeing. The aims of this paper are (a) to investigate whether age diversity in neighbourhoods contribute to older residents' wellbeing and (b) to explore older residents' experiences and views on age diversity in their neighbourhood. These questions are addressed using a mixed-method approach combining survey and interview data and analysis. The data is derived from a survey (n = 420) and 19 semistructured interviews addressed to the older residents of a rental house company located in Eastern Finland. The interview data is analysed using qualitative content analysis. The results of qualitative data indicate that older adults see various benefits in an age-diverse living environment. In the quantitative analysis, we apply multilevel models in our statistical analyses to take both community- and individual-level variation into account. The quantitative results show that older adults living in age-diverse neighbourhoods reported higher community wellbeing. Such association was not found among the younger residents. Overall, our study adds to the understanding of the importance of neighbouring relations on community wellbeing in later life. The results can be utilized when developing age-friendly environments and housing policies at local and national levels.

Aligning Software Engineering Teaching Strategies and Practices with Industrial Needs

Several approaches have been proposed to reduce the gap between software engineering education and the needs and practices of the software industry. Many of them aim to promote a more active learning attitude in students and provide them with more realistic experiences, thus recreating industry software development environments and collaborative development and, in some cases, with the involvement of companies mainly acting as potential customers. Since many degree courses typically offer separate subjects to teach requirements engineering, analysis and design, coding, or validation, the integration of all these phases normally necessitates experience in a project context and is usually carried out in a final year project. The approach described in this article benefits from the close involvement of a software house company which goes beyond the common involvement of a potential customer. Students are integrated into distributed teams comprising students, teachers and IT professionals. Teams follow the agile Scrum methodology and use the OutSystems low-code development platform providing students with the experience of an almost real scenario. The results show that this approach complements the knowledge and practice acquired in course subjects, develops the students’ technical and non-technical skills, such as commitment, teamwork, and communication, and initiates them in the methodologies and development strategies used in these companies. The feedback from the teachers involved, software companies and students was very positive.

Combining SDLC Method and ITIL Framework by Involving Auditors

The framework that provides best practice in IT service management is called IT Infrastructure Library (ITIL). The IT service management leads to the management of a service, this service is generated through the system development process. Each system has a different scale, characteristics, requirements, types, and properties but has the same stage in its development, that is by implementing the System Development Life Cycle (SDLC)
 Software developers on IT projects must implement SDLC by selecting a particular model process. But many IT development teams do not pay attention to software management frameworks or standards so that they will experience difficulties in planning, reporting work results, monitoring, controlling, etc., especially when all personnel in the team don’t have sufficient experience. It would be better if every software house company and IT Consultant applies the general framework and standardization so that the software development process will be more directed and produced high quality services.
 In conducting the SDLC process, an accountant is needed, in this case the auditor who has a role as an information provider in describing business processes in a company activity, the auditor also plays a role as controller that ensuring the system is in accordance with accounting regulations, and accountants also act as checker of the system so that the auditors must involved in the initial design of a system. The application of ITIL in the SDLC process will have an impact on the ease of the auditor in carrying out the duties.

Combining SDLC Method And ITIL Framework by Involving Auditors

The framework that provides best practice in IT service management is called IT Infrastructure Library (ITIL). The IT service management leads to the management of a service, this service is generated through the system development process. Each system has a different scale, characteristics, requirements, types, and properties but has the same stage in its development, that is by implementing the System Development Life Cycle (SDLC)Software developers on IT projects must implement SDLC by selecting a particular model process. But many IT development teams do not pay attention to software management frameworks or standards so that they will experience difficulties in planning, reporting work results, monitoring, controlling, etc., especially when all personnel in the team don’t have sufficient experience. It would be better if every software house company and IT Consultant applies the general framework and standardization so that the software development process will be more directed and produced high quality services.In conducting the SDLC process, an accountant is needed, in this case the auditor who has a role as an information provider in describing business processes in a company activity, the auditor also plays a role as controller that ensuring the system is in accordance with accounting regulations, and accountants also act as checker of the system so that the auditors must involved in the initial design of a system. The application of ITIL in the SDLC process will have an impact on the ease of the auditor in carrying out the duties.

Mobile Tiny Houses – Sustainable and Affordable?

The topic of “affordable accommodations” has affected the construction industry and the politics for many years, not least due to sharply rising real estate prices. Building plots in good locations are just as prohibitively expensive for young people as larger apartments in urban areas, especially in big cities. This raises the question: How much does a person need to live? Energy efficiency, sustainability and regionality are as equally important as coziness, which decisively defines the quality of life of the residents. As part of the “klimaaktiv” regional partnership, the Upper Austria University of Applied Sciences has carried out several research projects concerning the topic of small sustainable homes. In cooperation with an Upper Austrian prefabricated house company, a building technology concept for an innovative modular construction system was devised. The aim here was the development of an innovative, high-quality and inexpensive modular system that does not exclude increased ecological standards. As part of an interdisciplinary project, a group of students developed an energy self-sufficient cabin for almost every kind of application. Based on extensive research on existing building systems, a variety of topics were examined. The focus here was on mobility, modular assembly, ecological materials, self-sufficiency, energy efficiency and the water cycle. In the end, a single-family house, which considers most of the aforementioned aspects, was built.

Impacto da gestão sistêmica no desenvolvimento de projetos: um estudo em uma Software House

O mercado do século XXI exige das empresas a capacidade de se autogerir para atender de forma eficiente e eficaz as necessidades de cada cliente; assim, para obter estes resultados, notou-se a importância de minimizar esforços e eliminar o retrabalho. Nesse contexto, se faz necessária uma visão abrangente que reflita o cenário globalizado e revolução tecnológica, como a Teoria Geral dos Sistemas, que surgiu, no inicio do século XX, como uma forma de integração entre as diversas áreas do conhecimento, gerando subsídios para um modelo de gestão que permite ao gestor uma visão holística do negócio, com enfoque nas inter-relações entre os elementos da organização. A partir do exposto, o trabalho objetiva analisar a aplicação da Teoria Sistêmica em uma empresa de Software House na região bragantina. Para desenvolver o trabalho, utilizou-se o método de estudo de caso e pesquisa bibliográfica e, no levantamento dos dados, foi realizada a observação participante, tendo o desenvolvimento de projetos da empresa como objeto de estudo. A partir da análise do caso é possível verificar, como benefício do modelo de gestão sistêmica, uma tendência a maior efetividade na resolução de conflitos, bem como estímulos a ganhos de produtividade, decorrente da percepção holística dos processos.

Enhancement of concrete brick with marble waste

This experimental study of the reinforcement of concrete brick with marble waste aims to show the influence of partial replacement of cement with marble waste on the workability and compressive strength of concrete. Three replacement percentages of 10%, 20% and 30% were used with different curing times of 7, 14 and 28 days. For the optimum results and in order to reduce the effect of human errors on the study accuracy, two specimens were prepared for each percentage and curing time. For this study, marble powder from Mining House Company in Saudi Arabia was used. After doing all the experiment works it was observed that the replacement of Concrete brick with marble waste enhanced the loading strength and the workability of prepared concrete bricks. It was also observed that the 20% replacement of cement with marble waste is the best replacement percentage compared to the other replacement percentages. Marble waste from manufacturing companies either in powder, sludge or slabs form has serious bad effect on the environment. Furthermore, the usage of marble waste in such industries has many other benefits such as economical benefit of selling the marble wastes and saving the natural resources.

The Baltic House Theatre Festival, St Petersburg: Twenty-Five Years On

One of the most important theatre festivals in Russia, the Baltic House Theatre Festival has a well-defined focus, as its name suggests. During the twenty-five years of its existence, it has showcased and in other ways nurtured and encouraged some of the greatest talents – actors, directors, designers – of the Baltic region. It has invited such leading directors as Eimuntas Nekrosius to prepare and rehearse works in its theatre – in the case of Boris Godunov in 2015, performed by the National Theatre of Vilnius. The Festival has also financed co-productions, to extend the reach of its own theatre and develop young audiences, inviting, for example, Luk Perceval and Silviu Purcarete to mount Macbeth (2014) and A Midsummer Night's Dream (2015), respectively, with the Baltic House company. Maria Shevtsova is co-editor of New Theatre Quarterly and Professor of Drama and Theatre Arts at Goldsmiths, University of London

Examining the Impact of Strategic Learning on Strategic Agility

The main aim of this study is to examining the Impact of Strategic Learning on Strategic Agility in Elba House Company in Jordan. The study adopts the demonstrative analytical approach to achieve their objectives. A total of (55) individual, (47) were respondents and answered the questionnaire distributed. The study finding that the strategic learning (strategic knowledge creation, strategic knowledge distribution, strategic knowledge interpretation and of strategic knowledge implementation) has significant impact on strategic agility in Elba House Company in Jordan. Therefore, the officials in Elba House Company in Jordan can use the current findings to develop specific plans and strategies for strategic learning based on the objective basis according to the company needs of skills and expertise to develop and improve the performance levels. As well as, Elba House Company in Jordan must owning the strategic vigilance to improve the strategic agility.

March of the Penguins

March of the Penguins Jeffrey R. Di Leo, Editor and Publisher (bio) How big can a publisher get? Is it possible that the publishing industry will soon mirror the auto and steel industries? Would a Big Three Book-Maker industry be good for authors and readers? Looks like the wait to find out won't be a long one. On October 29, the two largest trade-book publishing corporations in the world—Random House and Penguin—announced that they will be merging. If approved by government regulators, the new Penguin Random House will account for about one in four books sold worldwide. "Holy paperbacks, Batman! Penguin is trying to take over the publishing world!" Or so it would seem. Worldwide revenues from this new publishing company will be in the neighborhood of 4 billion dollars. However, the annual revenues of Penguin's parent company are even larger. Pearson, the UK corporation that owns the Penguin Book Group, is by far the largest publishing corporation in the world, with annual revenues of nearly 8.5 billion dollars. It has 41,000 employees in 70 countries and publishes over 4,000 fiction and nonfiction books per year. 75 percent of its revenues come from Pearson Education, 18 percent from Penguin, and 7 percent from the Financial Times. Though roughly a quarter the size of Penguin, Random House is the eighth largest publishing company in the world. Owned by Germany's Bertelsmann AG, Random House had annual revenues in excess of 2.2 billion dollars in 2011. However, with revenues in excess of 3.8 billion the previous year, one wonders what role this revenue loss played in their merger with Penguin. To put these revenue and publishing numbers in some context, remember that of the 85,000 publishers in the Bowker database, twelve of them account for account for almost two-thirds of U.S. trade and mass-market book sales—and now one of them will account for one-quarter alone. Also recall that the annual revenues of Penguin Random House will be more than the combined revenues of 58,795 U.S. trade and mass-market publishers—that is, over 95 percent of all U.S. publishers. This enormous financial and market-share advantage has created a lot of concern—and both companies are already working hard to contain it. Markus Dohle, Random House chairman and CEO, who will assume the position of CEO of the new combined publishing company, wrote to his Random House colleagues that he aims "to retain the distinct identities of both companies' imprints." Distinct identities? Who is he kidding? That world was lost when Random House went public and started swallowing up publishing houses back in the 1960s. It bears remembering that both Random House and Penguin have already absorbed much of their competition over the past fifty years. In the U.S. alone, Random House includes the imprints Alfred A. Knopf, Anchor, Ballantine, Bantam, Broadway, Clarkson Potter, Crown, Delacorte, Dell, Del Rey, Dial, Doubleday, Everyman's Library, Fawcett, Fodor's Travel, Golden Books, Harmony Ivy, Kids@Random, Main Street Books, Nan A. Talese, One World, Pantheon, Random House, Schocken, Shave Areheart Books, Spectra, Spiegel & Grau, Strivers Row Books, The Modern Library, Three Rivers Press, Villiard, Vintage, and Wellspring, and Penguin Book Group includes Ace, Alpha, Avery, Berkley, Current, Dial Books, Dutton, Firebird, Frederick Warne, Gotham, G. P. Putnam's Sons, Grosset & Dunlap, HP Books, Hudson Street Press, Jeremy P. Tarcher, Jove, New American Library, Penguin, Penguin Press, Perigee, Philomel, Plume, Portfolio, Price Stern Sloan, Puffin, Putnam, Riverhead, Sentinel, Speak, Tarcher, and Viking. Add to this list the UK imprints of both companies, and the combined Penguin Random House company will result in over 100 different imprints in the U.S. and UK alone. The only distinctive difference that will come out of this new company are its profits—which will be the largest ever by one company in the history of trade publishing. There is also worry that authors will lose more of their creative autonomy and will be reduced even more to merely equations or numbers by the new mega-corporation. To assuage this fear, Dohle wrote in the same letter that "authors...

The Tempest (review)

Reviewed by: The Tempest Boika Sokolova and Nicoleta Cinpoeş The Tempest Presented by Jericho House Company at St Giles’ Cripplegate Church, London, as part of the Barbican’s season. 21 September–22 October 2011. Directed by Jonathan Holmes. Designed by Lucy Wilkinson. Lighting by Katharine Williams. Composer/Sound designer, Jessica Dannheisser. Musical director, Emily Baines. Stilts Coach, Hasit Savani. With Alan Cox (Prospero), Ruth Lass (Ariel) Rachel Lynes (Miranda), Nabil Stuart (Caliban), Gabeen Khan (Ferdinand), Nathalie Armin (Antonia, Stephanie), Stephen Fewell (Sebastian, Trinculo), Bob Cryer (Alonso), Dominic Gerrard (Boatswain, Iris, Musician), Emily Baines (Ceres,Musician), and James Akers (Musician). Jericho House Company, directed by Jonathan Holmes, had already made a stir with its politically engaged theatre when in October 2011 it [End Page 358] brought The Tempest to St Giles’ Cripplegate. The production was part of their Utopia Season commemorating the enterprises, spirit, and ideas enlivening London at the beginning of a colonialist project whose end has shaped the world of modern audiences. The 400th anniversary of the play that encapsulates the challenges at the beginning of that undertaking, seamlessly connected the company’s vision with the historical space of St Giles. Originally conceived as a touring production for the Middle East, cast and designed to respond to contemporary realities in that part of the world, Jonathan Holmes’ Tempest was also enhanced by a musical score with strong regional taste, which attempted to restore what the director believes to be the original balance between text and music. Coming from the Arab world of 2011 into a church resounding with memories of 1611, the production activated a complex dialectic of engagement. This was site-responsive theatre. St Giles is a true archaeological site for the Protestant and colonial endeavor, and a place which bears the memory of war. One of the translators of King James’s Bible, published in the year when The Tempest was written, was rector there. Polemicists, explorers, pirates, poets, and an actor from Shakespeare’s company rest under its vaults, which were bombed during The Blitz. Visually, the production inhabited the space through a sparse metal scaffolding which hugged the altar pillars displaying Middle-Eastern peace posters, vandalized by ongoing conflict. A ruined wall with a crumbling mural of startled-looking saints cohabited with screens decorated with medallions of religious Arabic inscriptions. An ancient marble tomb, which looked very much part and parcel of the church, was revealed to be part of the set. St Giles’s black-and-white marble altar floor morphed into colorful mosaic, making the transition between the theatrical and audience spaces almost imperceptible. The seating, too, integrated the two spaces: the rows of church pews were extended by raked theatre seats. Among the silent layers of history, actual and fictional, lay the detritus of a shipwreck—some orange crates visibly logoed “Europe quality” and a broken bell-shaped crow’s nest, lit by dozens of hanging and standing lamps of various shapes and shades created the sense of an eastern temple inside the church. Inhabiting this barely put together world were modern characters whose clothes looked as if they had been recycled from older bits and pieces. Both Ariel and Miranda made do with very little: they walked barefooted in shabby vests and trousers; at the end, the skirts of Miranda’s wedding dress were made of sewn together colorful neck-ties. Prospero’s [End Page 359] cloak, embroidered with magic signs, was the only attire of value, while his staff was nothing more than a white-painted tree branch. Indeed, it all looked desperate enough to be held together only by magic, but whose? This Tempest was openly stage managed by Ruth Lass’s powerful Ariel, whose presence was significantly enhanced by her stunning singing and omniscience. She not only created the island’s “noises,” but controlled all the elements and the space. From the auditorium she conjured up the storm, and later emerged as a furious harpy—masked, tall on stilts, her voice dangerously amplified. Often, she occupied a higher position on the scaffolding to watch the events, just as the audience did, thus placing them in the same position. Ariel’s care and agency were crucial to Miranda...

Coffee Palaces in Australia: A Pub with No Beer

Coffee Palaces in Australia: A Pub with No Beer

Mutual Development

The article presents and analyzes data from a case study in customer-initiated software product development. We have observed and participated in system development activities in a commercial software house (company) over a period of two years. The company produces project-planning tools for the oil and gas industry, and relies on interaction with customers for further development of its products. Our main research question is how customers and professional developers engage in mutual development mediated by shared software tools (products and support systems). We have used interviews with developers and customers as our main source of data, and identified the activities (from use to development) where customers have contributed to development. We analyze our findings in terms of co-configuration, meta-design and modding to name and compare the various stages of development (adaptation, generalization, improvement request, specialization, and tailoring).

William C. Ringenberg. The Christian College: A History of Protestant Higher Education in America. 2nd ed. Grand Rapids, MI: Baker Book House Company, 2006. 316 pp. Paperback $28.00.

William C. Ringenberg. The Christian College: A History of Protestant Higher Education in America. 2nd ed. Grand Rapids, MI: Baker Book House Company, 2006. 316 pp. Paperback $28.00. - Volume 50 Issue 1

The Analysis of Financial Performance Measurement of Global Cash Management Project Using Earned Value Analysis at PT. APRISMA INDONESIA

Many components in a software house company can be used in controlling and measuring its information technology projects. The financial component is not only the numbers that tells how a company generates its profits. It also can tell how a project performance related to its scope, cost, schedule, and quality. For example, many information technology projects’ budget increases as more work time needed to complete the planned schedule due to problems occurred whilst project execution. These correlations between cost, schedule and the execution performance can be measured from a project financial component using a method called as Earned Value Analysis. The purpose of the research is to help PT. Aprisma Indonesia to properly and comprehensively analyze the Global Cash Management financial performance and find the most feasible recommendation to improve the projects performance in the future. The result of the research is to measures on how the Global Cash Management project performed according to the time and budget plan at PT. Aprisma Indonesia. Hopefully by knowing the components that influencing the Global Cash Management project cost and understand how to measure them, PT. Aprisma Indonesia would be able to quickly execute management strategies to address specific project problems.

Helping Parents Make Disciples: A Short-Term Structured Model

Worthington, E. L., Jr., & Worthington, K. (1996). Helping Parents Make Disciples: A Short-term Structured Model. Grand Rapids, MI: Baker Book House Company. 206 pages. Hardcover ISBN 0-9010-9012-1. Helping Parents Make Disciples: A Short-term Structured Model is part of a ten-volume set of Christian counseling materials titled Strategic Pastoral Counseling Resources, developed to meet ministers' needs for resources. A companion bibliotherapy piece Value Your Children, Becoming Better Parental Disciple Makers is available but was not reviewed. The title of this selection is based on three goals. For parent-clients seeking counseling for a child's problematic behavior authors propose to: arm parents with a strategy for helping child handle problem while building child's faith, thus making child a better disciple of Christ; (2) bolster parents' self-confidence to parent through building their Christian discipleship, providing information, helping develop or improve parenting skills, and sensitizing them to notice their successes and correct their failures; and (3) connect parents to a supportive healing community (p. 32). Authors Worthington and Worthington indicate that their strategic counseling model is responsive to psycho-spiritual realm. It recognizes behavioral (action), cognitive (thought), and affective (feelings) elements of personal functioning, thus providing for comprehensive assessment and effective intervention. The intervention relies on the Spirit of and on fact that ultimate responsibility for person and his or her wellbeing lies with God (p. 16). This text recommends an upper limit of five counseling sessions for parenting problems. If counselor is diligent in maintaining focus on single agreed-upon problem, significant and enduring changes can occur in this number of sessions, according to authors. Stages and tasks for counselor are provided, and photocopying them for use in counseling sessions is recommended. Stage 1, Encounter, includes tasks such as joining and boundary-setting, exploring central concerns and relevant history, conducting a pastoral diagnosis and achieving a mutually agreeable focus for counseling. Stage 2, Engagement, occurs in sessions 2, 3, and 4. During Engagement sessions, exploration of cognitive, affective, and behavioral aspects of problem and resources are identified for changing or coping with situation. Stage 3, Disengagement, occurs in session 5 where an evaluation of progress and termination of counseling takes place. If unanswered concerns centering on presenting problem remain after 5 sessions, authors suggest a referral for more extensive counseling elsewhere. Checklists for client are provided in nearly every chapter and include such topics as: (1) parenting skills to adapt to each child; (2) some possible beliefs about parenting, both helpful and unhelpful; (3) principles of parenting by faith working through love; (4) ten questions to ask in early sessions to aid assessment; (5) goals in engagement stage; (6) guidelines for helping parents see how they can promote a Christian vision of parenting; (7) disengaging stage; and (8) summary of steps for preparing parents to benefit from counseling. …