一句话：报告大型软件工程 capstone 项目中引入产业敏捷组织模型的经验与初步观察。
本文关注软件工程最后一年大型 capstone 项目的组织与教学难题：真实且持续演化的软件制品需要由不断更替的团队成员按产品线推进，传统课程组织难以同时支持学生指导、领导力培养和高质量成果。作者提出并采用一套借鉴工业界的敏捷组织模型：团队围绕产品线工作，成员可增量更替，并由专业软件工程师、技能提升工作坊和学术导师提供支持；学术导师由负责整条产品线的 faculty tribe leader 协调，后者面向外部产业客户或赞助方汇报。论文描述模型动机、落地方式和初步观察，认为它有助于学生指导、个人责任与领导力，并使 capstone 成果更复杂、更贴近真实。评估主要基于实践经验和初步观察，而非对照实验。
This paper presents the practice and experience in adopting an agile organizational model for a final-year capstone program in Software Engineering. The model developed is motivated by having real (and developing) software artifacts with incrementally changing team members working on a product-line. This in turn results in more sophisticated capstone student-project outcomes. The model proposed supports student mentoring and promotes, through its internal organization, leadership and personal responsibility. The students are supported by professional software engineers, up-skilling workshops, and academic supervisors who act as a personalized reporting and grading point for the team. The academic supervisors are themselves supported by a tribe leader, a faculty member who assumes overall responsibility for a product-line, and who acts as a report to an external industry client/sponsor. This paper describes the motivation for the capstone model, its adoption, and some preliminary observations.
@inproceedings{paperbot5695,
title = {Adopting industry agile practices in large-scale capstone education},
author = {Jean-Guy Schneider and Peter W. Eklund and Kevin Lee and Feifei Chen and Andrew Cain and Mohamed Abdelrazek},
booktitle = {ICSE},
year = {2020},
doi = {10.1145/3377814.3381715}
}