Context: The role of product management (PM) is key for building, implementing and managing softwareintensive systems. Whereas engineering is concerned with how to build systems, PM is concerned with 'what' to build and 'why' we should build the product. The role of PM is recognized as critical for the success of any product. However, few studies explore how the role of PM is changing due to recent trends that come with digitalization and digital transformation. Objectives: Although there is prominent research on PM, few studies explore how this role is changing due to the digital transformation of the software-intensive industry. In this paper, we study how trends such as DevOps and short feedback loops, data and artificial intelligence (AI), as well as the emergence of digital ecosystems, are changing current product management practices. Methods: This study employs a qualitative approach using multi-case study research as the method. For our research, we selected five case companies in the software-intensive systems domain. Through workshop sessions, frequent meetings and interviews, we explore how DevOps and short feedback loops, data and artificial intelligence (AI), and digital ecosystems challenge current PM practices. Results: Our study yielded an in-depth understanding of how digital transformation of the software-intensive systems industry is changing current PM practices. We present empirical results from workshops and from interviews in which case company representatives share their insights on how software, data and AI impact current PM practices. Based on these results, we present a framework organized along two dimensions, i.e. a certainty dimension and an approach dimension. The framework helps structure the approaches product managers can employ to select and prioritize development of new functionality. Contributions: The contribution of this paper is a framework for 'Strategic Digital Product Management' (SDPM). The framework outlines nine approaches that product managers can employ to maximize the return on investment (RoI) of R&D using new digital technologies.

Fast and reliable wireless communication has become a critical demand in human life. In the case of mission-critical (MC) scenarios, for instance, when natural disasters strike, providing ubiquitous connectivity becomes challenging by using traditional wireless networks. In this context, unmanned aerial vehicle (UAV) based aerial networks offer a promising alternative for fast, flexible, and reliable wireless communications. Due to unique characteristics such as mobility, flexible deployment, and rapid reconfiguration, drones can readily change location dynamically to provide on-demand communications to users on the ground in emergency scenarios. As a result, the usage of UAV base stations (UAV-BSs) has been considered an appropriate approach for providing rapid connection in MC scenarios. In this paper, we study how to control multiple UAV-BSs in both static and dynamic environments. We use a system-level simulator to model an MC scenario in which a macro-BS of a cellular network is out of service and multiple UAV-BSs are deployed using integrated access and backhaul (IAB) technology to provide coverage for users in the disaster area. With the data collected from the system-level simulation, a deep reinforcement learning algorithm is developed to jointly optimize the three-dimensional placement of these multiple UAV-BSs, which adapt their 3-D locations to the on-ground user movement. The evaluation results show that the proposed algorithm can support the autonomous navigation of the UAV-BSs to meet the MC service requirements in terms of user throughput and drop rate.

The Engineering, Procurement and Construction (EPC) businesses operating within the energy sector are recognizing the increasing importance of Artificial Intelligence (AI). Many EPC companies and their clients have realized the benefits of applying AI to their businesses in order to reduce manual work, drive productivity, and streamline future operations of engineered installations in a highly competitive industry. The current AI market offers various solutions and services to support this industry, but organizations must understand how to acquire AI technology in the most beneficial way based on their business strategy and available resources. This paper presents a framework for EPC companies in their transformation towards AI. Our work is based on examples of project execution of AI-based products development at one of the biggest EPC contractors worldwide and on insights from EPC vendor companies already integrating AI into their engineering solutions. The paper covers the entire life cycle of building AI solutions, from initial business understanding to deployment and further evolution. The framework identifies how various factors influence the choice of approach toward AI project development within large international engineering corporations. By presenting a practical guide for optimal approach selection, this paper contributes to the research in AI project management and organizational strategies for integrating AI technology into businesses. The framework might also help engineering companies choose the optimum AI approach to create business value.

For years, research on software ecosystems has focused on the many opportunities for stakeholders to engage in collaborative innovation and creation of new customer value. With a common platform as the basis, companies co-evolve capabilities around a shared set of technologies, knowledge, and skills, to develop new products and services that would have been difficult for the involved parties to realize internally. Previous studies present key elements for successful innovation ecosystems and strategies for when and how to align with external partners to accelerate innovation while maintaining competitive advantage. However, while research on innovation ecosystems is important for future value creation, research on ecosystems for managing commodity functionality is limited. Although commodity functionality constitutes a large part of existing systems, strategies for how to maintain, manage and evolve this type of functionality are often neglected and not paid as much attention. In this paper, and based on multi- case study research, we present a strategic framework that allows companies to systematically create a fully developed digital ecosystem around commodity functionality. The framework outlines a sequence of strategies starting from outsourcing and moving on to preferred supplier, supplier network and with the final stage being a fully developed ecosystem. 

Federated Learning (FL) has emerged as a promising approach for collaborative machine learning, addressing data privacy concerns. As data security and privacy concerns continue to gain prominence, FL stands out as an option to enable organizations to leverage collective knowledge without compromising sensitive data. However, existing FL platforms and frameworks often present challenges for software engineers in terms of complexity, limited customization options, and scalability limitations. In this paper, we introduce EdgeFL, an edge-only lightweight decentralized FL framework, designed to overcome the limitations of centralized aggregation and scalability in FL deployments. By adopting an edge-only model training and aggregation approach, EdgeFL eliminates the need for a central server, enabling seamless scalability across diverse use cases. Our results show that EdgeFL reduces weights update latency and enables faster model evolution, enhancing the efficiency of edge model learning. Moreover, EdgeFL exhibits improved classification accuracy compared to traditional centralized FL approaches. By leveraging EdgeFL, software engineers can harness the benefits of Federated Learning while overcoming the challenges associated with existing FL platforms/frameworks.

Context: Federated Learning (FL) has gained prominence as a solution for preserving data privacy in machine learning applications. However, existing FL frameworks pose challenges for software engineers due to implementation complexity, limited customization options, and scalability issues. These limitations prevent the practical deployment of FL, especially in dynamic and resource-constrained edge environments, preventing its widespread adoption. Objective: To address these challenges, we propose EdgeFL, an efficient and low-effort FL framework designed to overcome centralized aggregation, implementation complexity and scalability limitations. EdgeFL applies a decentralized architecture that eliminates reliance on a central server by enabling direct model training and aggregation among edge nodes, which enhances fault tolerance and adaptability to diverse edge environments. Methods: We conducted experiments and a case study to demonstrate the effectiveness of EdgeFL. Our approach focuses on reducing weight update latency and facilitating faster model evolution on edge devices. Results: Our findings indicate that EdgeFL outperforms existing FL frameworks in terms of learning efficiency and performance. By enabling quicker model evolution on edge devices, EdgeFL enhances overall efficiency and responsiveness to changing data patterns. Conclusion: EdgeFL offers a solution for software engineers and companies seeking the benefits of FL, while effectively overcoming the challenges and privacy concerns associated with traditional FL frameworks. Its decentralized approach, simplified implementation, combined with enhanced customization and fault tolerance, make it suitable for diverse applications and industries.

Data allows companies to transition towards data-driven organizations and this is, in our experience, one of the highest-priority goals that many companies have. However, despite the prominence of data and the many opportunities associated with collection, analysis and use of data, the adoption of data-driven practices is slow. In our experience, companies fail to transition from their current state to a fully data-driven approach as the transformation is perceived as so large, complex and multi-dimensional that it becomes overwhelming and therefore, impossible to achieve in one step. We address this challenge by presenting a step-by-step process for how to transition towards fully data-driven practices. Consequently, the contribution of this paper is a model in which we outline five maturity steps for evolving towards fully data-driven practices.

In the Engineering, Procurement, and Construction (EPC) sector, accurate cost estimations during the tendering phase are crucial for maintaining competitiveness, especially with constrained project schedules and rising labor expenses. Typically, these estimations are labor-intensive, relying heavily on manual evaluations of engineering drawings, which are often shared in PDF format due to intellectual property concerns. This study introduces an innovative solution tailored for the energy industry, utilizing Artificial Intelligence (AI) - primarily deep learning (DL) and machine learning (ML) techniques - to streamline material quantity estimation, thereby saving engineering time and costs. Built on empirical data from a large EPC company operating in the energy sector, AI-based product development experiences, and academic research, our approach aims to enhance the efficiency and accuracy of engineering work, promoting better decision-making and resource distribution. While our focus is on enhancing a particular activity within the case company using AI, the method's broader applicability in the EPC sector potentially benefits both industry professionals and researchers. This study not only advances a practical application but also provides valuable insights for those seeking to develop AI -driven solutions across various engineering disciplines.

The role of software product management is key for building, implementing and managing software products. However, although there is prominent research on software product management (SPM) there are few studies that explore how this role is rapidly changing due to digitalization and digital transformation of the software-intensive industry. In this paper, we study how key trends such as DevOps, data and artificial intelligence (AI), and the emergence of digital ecosystems are rapidly changing current SPM practices. Whereas earlier, product management was concerned with predicting the outcome of development efforts and prioritizing requirements based on these predictions, digital technologies require a shift towards experimental ways-of-working and hypotheses to be tested. To support this change, and to provide guidelines for future SPM practices, we first identify the key challenges that software-intensive embedded systems companies experience with regards to current SPM practices. Second, we present an empirically derived framework for strategic digital product management (SPM4AI) in which we outline what we believe are key practices for SPM in the age of AI. 

Continuous deployment has been practiced for many years by companies developing web- and cloud-based applications. To succeed with continuous deployment, these companies have a strong collaboration culture between the operations and development teams. In addition, these companies use AI, analytics, and big data to assist with time-consuming postdeployment activities such as continuous monitoring and fault identification. Thus, the term AIOps has evolved to highlight the importance and difficulty of maintaining highly available applications in a complex and dynamic environment. In contrast, software-intensive embedded systems often provide customer product-related services, such as maintenance, optimization, and support. These services are critical for these companies as they provide significant revenue and increase customer satisfaction. Therefore, the objective of our study is to gain an in-depth understanding of the impact of continuous deployment on product-related services provided by software-intensive embedded systems companies. In addition, we aim to understand how AIOps can support continuous deployment in the context of software-intensive embedded systems. To address this objective, we conducted a case study at a large and multinational telecommunications systems provider focusing on the radio access network (RAN) systems for 4G and 5G networks. The company provides RAN products and three complementing services: rollout, optimization, and customer support. The results from the case study show that the boundaries between product-related services become blurry with continuous deployment. In addition, product-related services, which were conducted in sequence by independent projects, converge with continuous deployment and become part of the same project. Further, AIOps platforms play an important role in reducing costs and increasing postdeployment activities' efficiency and speed. These results show that continuous deployment has a profound impact on the software-intensive system's provider service organization. The service organization becomes the connection between the R&D organization and the customer. In order to cope with the increased speed of releases, deployment and postdeployment activities need to be largely automated. AIOps platforms are seen as a critical enabler in managing the increasing complexity without increasing human involvement.