However, as smartphones are very personal devices, it is important for advertisers to find ways to make the advertisements more relevant for the users. Although advertising is expensive, especially companies in markets with a high density of competition cannot afford to abandon it. In business theory and practice there is a broad agreement that marketing has evolved over the last decades to a central corporate function. Marketing today requires companies to focus all decisions regarding the products, prices, distribution and communication to their target markets.
This marketing orientation represents a departure from previous concepts of corporate governance, but is still far from being implemented by all businesses. There are still very recent examples of companies in which a lack of marketing orientation lead to serious crises and is threatening the existence of the company.
Within the already introduced four marketing facets product, price, distribution and communication the communication is the facet of marketing that is most noticed by the public. This does not at all mean that communication is the most important component of the so-called marketing-mix. Successful marketing needs to align all four facets into an optimal fit. Mostly initiated by companies or other organizations, it aims to influence the behavior of the recipients through the dissemination of advertising messages. In this way, advertising pursues communication goals like awareness, knowledge and popularity which need to be achieved in order to reach marketing goals, usually regarding certain sales or market share goals.
To have its effect, advertising has to be transported through appropriate media channels and try to attract the attention of the recipient. Each media channel has different strengths and weaknesses with regard to its suitability for the transport of certain advertising messages. Choosing the right media channels is not a trivial problem, which is also related with that fact that advertisers are faced with a growing variety of different advertising media. This development comes to no surprise, since during this time the reception of digital media has increased as well.
Therefore it appears to be only natural that adver1 2 See Koch, , page 1. The Impact of Mobility on Advertising 79 tisers select those channels as a carrier for their advertising messages that are preferred by the recipients. In addition, digital media and especially the internet offer specific technical strengths that are of interest to advertisers. As the internet offers a feedback channel, the reception and the interaction of the recipient with the ads can be observed and analyzed in large scale.
With the increasing popularity and proliferation of mobile devices among consumers, mobile media have become a growth market for the advertising industry. Mobile marketing can be defined as any form of marketing that involves the use of mobile devices. Mobile advertising other hand refers to the dissemination of advertising messages via mobile devices. However, the mobile channel is not yet as established among advertisers as online marketing is. While numerous studies have been carried out in the field of online marketing in the last two decades of the existence of this discipline, companies have gained a lot of experience on the effectiveness of its measures.
Mobile advertising has a shorter history and thus needs to catch up. On one hand, the technical platforms that can be used for mobile marketing are not quite as mature as the comparable online marketing technologies. On the other hand, the forms of advertising are not yet as standardized. Instead, there is a lot of experimenting going on at the moment. Compared to other media, mobile phones offer some characteristics that let them appear particularly efficient in the context of advertising.
It belongs to the typical usage patterns of many mobile phone owners that the mobile phone is continuously connected to communication networks; users nowadays tend to be "always-on". The special characteristics of mobile devices can be used to develop mobile advertising that is superior to traditional online advertising. These special characteristics are: The addressee is accessible for communication, no matter where he finds himself. Smartphones are usually always connected to a communication network.
Thus, communication can potentially take place at any time. A smartphone is usually only used by one person, which can also be uniquely identified via their SIM-card number. Smartphones allow bi-directional, multimedia forms of communication such as sound, text, image and video contents. See Bauer et al. The location of the user can be determined using different technical processes and can therefore be integrated into the communication activities.
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The current generation of smartphones has taken these characteristics to a new level: From a technical perspective it is easily possible to retrieve and analyze the data that is captured by the sensors. For instance, just like in online advertising, it is possible to send out multimedia advertising messages with added values for the consumer.
For a systematic presentation of these types, it is useful to arrange them along the typical buying process of consumers. Basically, mobile applications can be used at every stage of the The Impact of Mobility on Advertising 81 process. It should be noted that the buying process has changed over the last years due to the changing media usage of consumers. The buying process therefore usually contains six stages that build on each other: The first stage is about to attract the attention of consumers.
This is usually achieved with the use of different types of advertising, for instance with mobile advertising. On the second stage a typical consumer today actively seeks information on the product that has caught his attention. This search typically employs Internet search engines, but can also be complemented by visits in local businesses. Only if the search has proven the product to be actually interesting for the customer, the next stage in the purchase process is reached, and the customer feels a genuine interest in buying the product.
Consequently, the desire to actually purchase the product arises. On this stage the actual purchasing action is performed. In recent years, a linear increase of the share of the purchasing actions on e-commerce stores can be observed. Local businesses suffer from this development. Having bought a new product, many young consumers almost immediately feel the need to share the news over social media channels. As this can be valuable word-of-mouth marketing for businesses, many businesses provide help to facilitate the sharing action. On e-commerce sites this is usually done by providing social sharing buttons on the checkout page.
This means that mobile tools can be employed the increase the percentage of potential customers that become actual customers of the product. Mobile advertising is mainly used on the first stages of the process: The followings mobile advertising types are currently most widespread: With text-messages, at first only text could be transmitted.
Later on multimedia 5 See Kreutzer , page For a discussion how to employ mobile media in B-to-B-Communications refer to Godefroid When advertising occupied this very private channel, many people felt that to be annoying. The promotional effect of text message advertising was thereby weakened, since it is hardly possible to create positive advertising effects by using channels not accepted as advertising channels by consumers.
Therefore the usage and status of text message advertising in the field of mobile advertising has decreased over the past few years. Display advertising is graphical online advertising that is usually displayed on editorial websites. The typical expression of this form of advertising is the banner, for which internationally standardized dimensions have been put into place.
For mobile display advertising, smaller sizes were specified as mobile devices typically have lower screen resolutions than PCs. In addition to the display advertising that is currently used both in mobile apps and on mobile websites, mobile internet search engine advertising is popular among advertisers: As known on the PCbased internet, these text-based ads are displayed next to the search results on the results pages of search engines SERP.
On the basis of the localization function, commonly provided by the GPS-module that is built in almost every current smartphone, it is possible to target ads based on the current location of the user. This form of advertising offers local businesses the opportunity to advertise products and services that are available in their stores to consumers that are currently nearby.
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Although location-based advertising looks back on a long phase of conception and technical feasibility studies, it has arrived on the mass market only in the last few years. Nowadays both display advertising and mobile search advertising can be targeted in a location-based way. The following figure shows an example how advertising contents of different local businesses can be selected by an ad-server based on the current location of the user.
The Impact of Mobility on Advertising 83 Figure 6: Location Based Selection of Advertising Contents. As known from coupons in the real world, coupons need to be collected first in order to be redeemed later on. There are different ways to collect coupons in the mobile sphere: There are many competing mobile couponing apps available on the market.
Every app has slightly different conceptual approach; therefore advertisers need to thoroughly analyze the comparative strengths and weaknesses of each app before making a decision which app they want to use to conduct mobile couponing campaigns. However, it is already foreseeable that the mobile advertising is going to be developed further in the future. Smartphones represent a milestone in the development of mobile advertising, because only their popularity and features allowed for a meaningful use of the mobile channel for advertising purposes.
But the technical development moves on and it is evident that smartphones will not be the last step in the development of mobile devices. With the advent of ever new mobile devices with other form factors and features, these devices also will be employed by advertisers. This refers mainly to devices or systems that are known from the research 84 Patrick Godefroid field of Ubiquitous Computing. For instance, a big internet company currently develops glasses that are equipped with a miniaturized internet enabled computer, a camera and many other sensors. As this internet company is a very important player in the advertising market, it is very likely that this new device will be used to transport advertising messages to its users.
In this way the helicopter was transformed into a flying interactive display for projecting for example advertising messages onto walls and arbitrary objects in physical space. Erfolgsfaktoren des Mobile Marketing, Heidelberg. Mobile Medien in der B-to-B-Kommunikation, in: Business-to-Business Kommunikation, Berlin, page Mobile standortbezogene Onlinewerbung, Berlin.
Digitale Revolution — Auswirkungen auf das Marketing, in: Deutscher Dialogmarketing Verband e. Liz, B; Korchmar, S. The Tethered Self, in: Handbook of mobile communication studies. We therefore consider a principal-agent relationship between the automotive organization principal and the supplier agent , and discuss the feasibility of information security enforcement for the agent.
By using the LEN model, we are able to discuss the viability of information security tasks, in terms of the applicability of incentives, and their additional workload on employees. We further consider potential cost-savings by the supplier, and discuss the role of such cost-savings on the relationship between an organization and an employee. Our findings indicate, that information security may merely be the better strategy for the agent, and may be hard to enforce internally for the agent.
The findings hereby align with observations by Ponemon Institute ; BSI und secunet ; Meseke ; Lee, Kauffman, und Sougstad ; Carpenter, Pollock, und Leary ; Gordon und Loeb ; Ryan und Ryan and current studies on employee and managerial awareness, indicating brief applicability of the insights. However, as the approach mainly considers the relationship in a positive manner the applicability of the findings remain to be proven, as our discussion shows. This outsourcing yields two issues.
While on the one hand the specialization of suppliers leads to the development of shared suppliers which collaborate with multiple competing automotive companies at the same time, other suppliers may face a competitive environment. These scenarios yield a situation, in which cost-savings in the organizational implementation of information security may be beneficial for the suppliers.
This may create the risk of information leaking to competing value chains, which may result in large damages for the automotive company. This contribution aims at approaching the issue of organisational information security, when dealing with supplier and customer relationships, in automotive value chains. We use this principal-agent relationship to consider the feasibility of information security in an organization by considering the LEN model Spremann , and the feasibility of information security for the agent, by considering cost-savings and benefits for not enforcing information security tasks within the organization.
Therefore, this paper is structured as follows. Throughout section 2, the LEN model, along with the principal-agent theory is briefly introduced, as these were mainly used to provide the insights in this paper. Section 3, discusses the feasibility of information security within an organization section 3. Hereby, we discuss the role of contractual obligations, and certifications within the principal-agent relationship, and indicators, that they may not be fully capable of signaling information security.
This ongoing dependency on suppliers in the value chains of automotive companies requires a critical consideration of security. Figure 1 provides an overview on the assumed principal-agent relationship. Given here is a Incentives, controls and trust 87 principal who mandates the agent to carry out a certain task, e. However, as the agent at any time of the transaction possesses more information available on the task, the principal may not be sufficiently able to control the execution of the mandated task.
Assuming the agent to be opportunistic, this could for instance mean, that the agent is delivering a good, which is of worse quality than the principal intended it to be. In case of services, the agent would be able to charge a larger quantity of money for a service, as the principal is not able to control the real costs involved in the execution of a mandated service. The principal agent model summarized from Laffont und Martimort With regards to extended workbenches, this could mean, that the Principal mandates the agent to carry out e.
This mandate requires the handling of sensitive information e. CAD drawings, specifications, etc. In terms of security we are assuming in terms of the principal agent theory, that an agent may not sufficiently enforce the security of critical assets provided by the principal during a certain task, in order to increase his utility e. The agent may yield hidden characteristics, hidden actions, and hidden intentions, which constitute to maximizing the agents utility during the execution of the mandated task.
Hidden characteristics amount for the issue, that the principal may not be fully aware of all characteristics of the agent, before mandating a task.
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For instance, a principal cannot observe, cost-savings in information security, or the completeness and quality of execution of operational security management tasks. Finally, hidden intentions describe the intention of the agent, during or prior to the execution of a task, which may not be observable to the principal. Hereby the management would account for the principal and the employees for the agent in a principal-agent relationship. While the principal-agent relationship in inter-organizational information security has not been widely considered yet, several research approaches exist on the issue of intra-organizational principal-agent relationships in information security Tejaswini und Raghav Rao However, the liner-exponential-normal LEN model Spremann , which builds and simplifies the principal-agent relationship within an organization, has not been considered to our knowledge.
The LEN model provides both structure and simplifications for the principal-agent relationship. It hereby involves the payment of the agent as an incentive, while taking both the efforts of the agent, and the inutility of the effort in account. The utility functions of both the principal and the agent are exponential and consider the benefits for both sides. By using this model, we can assess the role of information security in the intra-organizational context, as additional workload for the agent. Therefore, we will use this model in the context of section 3. In the following, we will use the LEN-model, which was introduced throughout section 2.
When applying the LEN-model, we simplified the given equations, by assuming that both the constant risk aversion coefficient for the principal and the agent are equal. We additionally assumed that each action of the agent leads to the same proportion of output for the principal. This resulted in the following design of the utility functions: Equation 2 indicates the utility of the principal, where p is the risk-aversion coefficient for the principal, and x the outcome of the mandated task. Finally, equation 3 shows the cost function, whereas Incentives, controls and trust 89 s0 indicates the static payment of the agent, while s1 constitutes for the outcome depending payment.
In order to discuss this model, we will first focus on static payment by the principal. Such tasks could for instance be the fast removal of access rights by the IT helpdesk, or special handling of sensitive assets e. If, for instance, an agent is involved in the administration of identities and access rights, this may contribute to rights not being invoked in time, and non-actual identities being forgotten. Therefore it may be questionable how, and Incentives, controls and trust 91 if information security fulfillment may be measured, and whether this is actually down in organizations.
Indicated in the figure, is the pareto-optimal solution between agent and principal given static payment by the principal. The discussed situation of adding security related workload to the agent contributes to a tension between the principal and the agent, which may lead to opportunistic behavior.
However, when assuming a constant workload, the payment of the agent may yields much larger tensions between the agent and the principal. Figure 3, shows, that with increasing payment, the utility differences between the agent and the principal radically increase, creating a situation, where either the agent may not be willing to support the information security mechanisms, or the principal may not be willing to provide the incentives for enforcing the security mechanisms. This may indicate, that the current situation of the principal may add to the severity of the issue in enforcing information security.
Finally, we conclude the following identified issues, which may occur at the supplier: The lack of information security enforcement, and the lack of information security culture, as depicted by the findings of section 3. However, in terms of the principal agent theory, agency costs, can decrease the asymmetric information, and allow the automotive company as the principal to assess the state of information security at the supplier agent. The described information security management systems ISMS enable continual assessment, and improvement of security mechanisms, and thus of the organizations information security.
Due to the scope and length of this paper, the tasks will not be further described. However, when analyzing the numerous tasks in ISO , two strategies for implementation come to mind: Especially, when considering that some tasks, such as classification of assets, rights- and identity management, access control mechanism assessment, security obligations in employee contracts, and security, and surveillance and assessment of security threats towards the organizations applications and assets, require a variety of legal, IT-experts, and management, as well as operative staff e.
Secondly, many of these tasks are not required to be carried out regularly, but periodically, or ad-hoc as in the case of identity- and rights management processes. Therefore the first strategy may yield more losses than mitigation of security risks. Yet, this strategy, when reflected with the insights of section 3. Out of analyzing the ISO ISO a descriptions, we assume that an organization may require contribution in these tasks from the helpdesk, awareness and security responsibles, security management, IT management, and human resources.
Not considered in this figure is that the responsible for awareness maybe the same employees responsible for security management, which may also be the same responsible for IT management. If we consider the main tasks for the roles, we find that none of them mainly involves security except for awareness and security management.
The helpdesk is primarily involved in first-level support, including in terms of ITIL TSO incident management, as resolving incidents and enabling business continuity. The IT management is primarily occupied with aligning the IT strategy with corporate goals and developing the IT landscape offered by the IT department for the internal customer.
Human resources is involved in secondary processes, such as assessing applicants and employees, as well as employee development. Out of five involved roles, this leaves two roles mainly focused on security, which may often be inhabited by the same entities, as IT management. In the context of section 3. We therefore conclude that while security certifications may offer the possibility to signal quality, they do not ensure quality. However, unlike quality management systems, information security management systems do not contribute to either, direct customer satisfactory, nor added value for the organization.
As risks are often not perceived, as severe, as for other organizations Bulgurcu, Cavusoglu, und Benbasat , the pressure and incentives for implementing and enforcing information security tasks, may not be sufficient, while the employees utility rapidly decreases, as seen in section 3. These findings align well, with the findings in BSI und secunet , which found that most BSI Grundschutz implementations are not sufficiently enforced throughout small and medium enterprises.
Non-disclosure agreements NDA and other contractual obligations, such as exclusivity agreements enable automotive organizations to incentivize the secure handling of information throughout the collaboration with a supplier. Past experiences however have shown, that such legal obligations, do not prevent security breaches from occurring.
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In the case of a french automotive supplier, an exclusion agreement, forbidding the supplier to collaborate with Chinese organizations, did not prevent the disclosure 94 Sebastian Kurowski of sensitive information towards Chinese automotive companies Murphy While the reasons for this disclosure are up to speculation, we argue that a possible explanation may be due to the ineffectiveness of such agreements within a principalagent relationship. Yet, when considering the costs, e. Additionally, one should consider that the likelihood of a security breach needs to be taken into account.
Doing so, the quantity of the required investment in the first strategy may exceed the resulting risk in the second strategy, making the first strategy the better choice for an opportunistic agent. It is further rational, to believe that the agent will perceive the risk as being low, since Bulgurcu, Cavusoglu, und Benbasat shows that executives regard their own organization as less vulnerable, as others. These findings indicate that neither contractual obligations, nor certifications may provide sufficient mechanisms for signaling the quality of information security tasks at the agent.
This leaves inter-organizational collaboration with only trust, to bridge the information gap between the principal and the agent, making inter-organizational value chains vulnerable. We further assume opportunistic behavior in context of a principal-agent relationship, and a lack of information. Using the LEN model, we follow, that even information security certificates cannot provide benefits for signaling quality of the security tasks towards the principal, as these certifications lack the orientation on the lack of incentives for information security. The LEN model Spremann provides an abstract view on the principal-agent relationship between an organization and an employee, yet there may be further influencing factors when coming to security.
What has not been fully considered throughout this work is the factor of security culture in incentivizing the employee. In the inter-organizational term, we rule out the factor of a loss-of-trust of other market participators in the agent due to reasons of non-quantification. Yet, findings such as Nofer u. Although the taken approach cannot constitute for a complete and transferable picture on information security in inter-organizational collaboration, it allows shedding light on some possible issues. While studies, such as BSI und secunet mainly focus on failure in implementing and enforcing information security by the managerial and executive roles of an organization, we are able to take one more step and consider the principal-agent relationship within an organization and between organizations.
By using the LEN-model Spremann we are able to describe and structure the motivation for executing mandated information security tasks within an organization. We could provide indicators, showing that information security tasks can hardly be mandated within an organization, without sufficient incentivation.
Furthermore, the investment cuts by the principal, may affect the execution of mandated security tasks by the agent. We further showed, that information security certifications, and legal obligations, such as NDAs, and exclusivity agreements do not provide a rational base for signaling the quality of security processes at the agent, as they do not provide the better strategy. The intra-organizational issues described cannot be resolved within current security management approaches, such as ISO ISO b and BSI Grundschutz BSI , due to their complexity and their lack of contribution in resolving the identified issues.
Finally, this contribution is able to shed light on undermining issues of certifications, legal obligations, and intra-organizational incentives of information security. Yet, due to the approach taken, further empiric studies are required to constitute the applicability of the findings. The Quarterly Journal of Economics 84 3: Buchmann, Johannes, und Evangelos G. Management Information Systems Quarterly 34 3: Strategic Management Journal, Nr. Information Systems Research, Articles in Advance, , 1— Transactions on Information and System Security 5 4: Information technology -- Security techniques -- Code of practice for information security management.
Information technology -- Security techniques -- Information security management systems -- Requirements. In Berg en Dal, Netherlands. Laffont, Jean-Jacques, und David Martimort. The Theory of Incentives: Decision Support Systems, Nr. Incentives, controls and trust 97 Murphy, M.
The Human Factor in Data Protection. In Agency Theory, Information, and Incentives, 3— Taiwan Economic Review 16 1: Decision Support Systems 47 2: In Mobility in a Globalized World. As mobile smartphones get more capable, more complex projects for operating systems like Google Android can be realized, leading to an increased need for testing on these platforms. This can only be approached by identifying and using an adequate toolset as well as employing a structured and standardized testing process that takes organizational measures into account.
This paper illustrates the testbed that was created for the mobile client of the large-scale EUfunded project FutureID. Efficient Testing of Mobile Applications in Large-Scale Projects 1 99 Introduction The release and wide availability of smartphones and tablet hardware since introduced a new platform for mobile applications [1]. As hardware became increasingly capable and the devices became ubiquitous in daily life, the demand for more complex and sophisticated applications soon increased as well. The development of these apps is now challenged by the same difficulties that have often plagued bigger projects in traditional software development in the past [2] such as low quality, unreliable software or not meeting all the requirements at all.
As one corrective measure, a stronger focus on software testing was identified, in order to help find errors [3] in the software as early as possible, to ensure meeting the requirements and have an overall better quality control. While software testing on local or stationary hardware is supported by standards, tools and best practices there are still unique challenges for testing software on mobile handheld devices. In this paper, we identify the unique challenges of testing a mobile application in a large-scale project and derive requirements for the testbed infrastructure and the whole testing process.
We present a test environment that addresses these challenges by employing a comprehensive set of tools, integrated into the development workflow. FutureID aims on building a secure and reliable mobile application for android devices which can be used to authenticate to different services with NFC-enabled eIDs, like the new German identity card.
A testbed infrastructure was created, that integrates various tools into the continuous integration platform Jenkins [5]. This made it possible to automate the process of building, testing and reporting which reduces the complexity and cost of testing. Whereas traditional testing would require a human tester to start the application, go through the different use cases and write a report, we automate these steps and integrate them into the overall testing process. This approach to testing requires more effort in the beginning of the project but potential future time savings will exceed the higher spending in the beginning and will prevent costly repairs of defects at later stages of the project.
Sometimes the budget doesn't even allow for extensive testing. Often times, testing is reduced to manually testing the main functionality by the same developer that wrote the code to be tested. While far from being ideal, depending on the nature and scale of project, the consequences might still be manageable. Studies show[6], that errors found in later stages of software development have an exponentially higher cost of resolving the issue than when the error is found early on.
The Baziuk Study [6] estimates that the relative costs to repair a defect found in operations to be up to times the amount of the costs if the defect was already found in the requirements phase of the project lifecycle. Also, the actual costs are often correlated to the size of the project, as in large scale projects many more parts of the software may be impacted by an issue than would be the case in smaller projects. An additional difficulty is introduced by the fact that in large scale projects like FutureID, there are many different parties and organizations from various countries involved in development.
Consequently, the developers come from potentially different educational and cultural backgrounds, with potentially converse development philosophies. So in order to work together and have an efficient testing process, it is important to have a clear and common understanding of the process, the methods and infrastructure used for software testing. Consequently there are more resources about traditional software testing than about testing mobile applications, which not only means fewer guidelines and standards but also that there are fewer software frameworks which could be employed for mobile software testing.
These software frameworks have to deal with the fact that the software is run on a different device than the test was written and is started on. So we have an element of remote execution which can lead to various issues. After the tests have finished, the frameworks have to be able to receive and parse the output and results of these tests back to the testing system.
Furthermore, while traditional software usually only has to deal with keyboard and mouse input, mobile devices offer various input methods like sensor input, virtual keyboards, voice input and finger input. To test these application the input has to be simulated by said frameworks which gets challenging when trying to simulate voice input or multi-touch finger input or involving gestures for example.
One of the major difficulties of testing android applications as required in the FutureID project, is that there is a huge fragmentation of the android operating system. There are currently many different versions of android installed all across the devices which makes it harder to ensure that the application is running smoothly and without errors on all the different versions. On top of that, some smartphone vendors introduce their own, altered versions of android in order to brand their devices and have a unique selling point but at the same time introducing another potential source of errors.
This heterogeneous environment demands a lot of testing to be done on the different ver- Efficient Testing of Mobile Applications in Large-Scale Projects sions and manifestations of the android OS. At the same time, the differences in software are mirrored in the hardware, where there are literally thousands of different devices running android, each of them having different hardware capabilities, specifications, screen sizes, input methods and sensors.
To achieve this, a set of goals for the testing was identified and formulated. Test automation Having the testing process automated as much as possible has several benefits. Once written, the tests can be performed automatically on a fixed schedule and without taking up any additional effort. Especially in large scale projects, the efforts for manually executing tests would be quite large. Automation also means that running testing is not optional and will be executed reliably and on time. The testing process can then be seamlessly integrated into the development workflow for example also triggering tests each time a new code fragment has been committed to the source code repository giving developers prompt feedback about the quality of their code or by executing tests automatically in short time intervals e.
Documentation Thoroughly documenting the whole testing process and its artifacts can help measure the progress that has been made and makes the process more traceable, reproducible and transparent. For example, for each test to be performed, there should be a clearly defined test plan that includes all the relevant data such preconditions, the test to be performed as detailed as possible or sensible and the expected results.
The actual results of the executed tests should then be recorded and easily navigated and visualized in order to track the progress. The IEEE standard for software test documentation is used as a comprehensive guide and toolset to document the testing efforts [10]. This is why most modern software development and testing paradigms stress the importance of testing as early as possible and placing the same importance on the testing than on the development.
Some even suggest starting development by writing the test first and then later adding the functional code test driven development [7] conforming to these test. The W-Model is an adaption of the more known V-Model and is characterized by accompanying each stage of the development with a corresponding testing step as shown in Figure 2. Figure 1 - Relative costs for repairing defects in the different stages of the project lifecycle[6] Figure 2 — The W-Model Relying on standards and best practices In a distributed development environment with teams from various countries and backgrounds participating, it is especially important to have common rules and guidelines to follow in order to ensure that a common understanding of the development Efficient Testing of Mobile Applications in Large-Scale Projects method and terminology exists and a consistent and homogeneous development process and code base is created.
Several internationally accepted standards exist that are concerned with software testing. Separate the testing from the development The team responsible for the testing should be separated from the developers working on the code base. The main benefit being that if the developers write both the code and the corresponding tests themselves, there is a tendency to be blind to degenerate input and cases and write tests that execute without problems while a person from the outside will have a different perspective and can implement and execute the tests without knowledge of the implementation and thus without any bias.
Additionally, the quality of both, code and testing will likely be improved when the developer can concentrate only on implementing functionality while the tester is focused on writing and executing tests. Test Coverage It is important to have the greatest possible test coverage of code and functionality and to test the functionality from as many angles as possible. But as coverage can never be fully complete, the tests should focus on key functionality and consider the typical use-cases as well as degenerate ones.
Testing should consider all levels from a business logic level to a low-level technical level. Corrupted information in the specified communication protocols need to be tested as well as valid information to avoid erratic behaviour and minimize attack vectors. The target platforms for the software to run on have to be decided upon and should then be tested as part of the system tests. The communication between components has to be specified in detail to be able to test against this specification.
Testbed Infrastructure One of the more important requirements for the testbed for a large project like FutureID is that the testbed is accessible to all the partners that are involved in development and testing. There is a number of components that have to be set up and working in conjunction to allow testing the communication between them. Having a reliable test environment is crucial for a successful implementation of the required functionality. However, it is not always favourable to automate certain testing activities. Automation of tests leads to higher costs during creation of these tests, which need to be covered by time savings during the lifetime of this test.
The success of an automated test is highly dependent on the following criteria: Why is the android operating system ideal for automated tests? There are thousands of different android smartphones, with several different android versions running as operating system. Even if a test only runs once, it will be executed on several different devices automatically.
In this chapter the main two parts of the testbed will be presented. Chapter 0 will focus on the tools to automate testing for the android platform. Chapter 0 presents the integration of android system tests into the continuous integration platform Jenkins. In Figure 3 the market share of operating systems for newly sold smartphones in Germany is shown. In the best case tests will be created once and run several times on several devices. With low initial cost for creation of tests and the high amount of devices and test runs, these automated tests will have a return on invest within a short time period.
It is also possible to test applications which are totally black boxed, for example from other developers.
The testers are able to write easy instructions for the automation of the app. Figure 5 - Easy test case demo As described before, the aim of the setup of automated tests is to provide a cost effective way to create test cases which are able to run on different devices. Code changes 1 The authors want to remark, that it is needed to have the same signature for both, the application to be tested and the application which automates the test. Developers therefore need to remove the signature of the application and resign it with their own keystore.
With Robotium it is easy to write tests within a few lines of code, as Figure shows. There are many different operations which testers can use to run their designated automated test cases. The authors avoid providing a detailed tutorial on how to use Robotium for testing.
However, also the integration into the overall testing process is important for a successful automation of system tests. For this reason the whole testing process has been automated with the use of additional tools and a central code repository. With Jenkins it was possible to start the Robotium tests and publish the test results on a centrally accessible platform.
In the following chapter the process of activation and reporting will be described more detailed. Continuous integration consists of multiple steps which need to be automated in order to ensure efficiency. Figure shows the FutureID process of the Jenkins continuous integration platform. Figure 7 - Jenkins CI process In step 1 the source code gets pulled from the code repository, which then gets built in step 2. Based on the built artifacts the actual testing of the application is fulfilled in step 3 and afterwards in the last step analyzed.
By fully automating the whole process from pulling, over building to testing and analyzing, the team is able to run tests on a frequent basis without binding human resources. In the following, two interesting steps of this process are discussed in more detail. During this step, the Jenkins platform waits for the tests to finish.
The authors used Windows 8 as operating system on which the Jenkins platform is installed. Jenkins allows the testers to perform Windows batch commands. By using the adb tools, testers can run unit tests on devices by batch commands. Figure 8 - Batch command android instrumentation test execution Figure shows how the execution of a test through Jenkins works.
This command triggers the execution of the JUnit test on devices which are hooked to the machine, which runs Jenkins. Microcredit and Poverty Alleviation Microcredits and peer-to-peer lending as financing tools for start-ups in Germany Microeconomic Analysis Routledge Revivals: A Biography Milton Friedman: A concise guide to the ideas and influence of the free-market economist Harriman Economic Essentials Milton Friedman et le moneacute;tarisme: Un libeacute;ral en marge du keyneacute;sianisme ambiant Culture eacute;conomique t.
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Real unit energy costs allow us to monitor the burden of energy costs on firms and to assess the competitiveness of industrial sectors. However, the indicator disregards "indirect" energy costs, which are embodied in non energy-related intermediate inputs for the production of goods and Tax losses due to shadow economy activities in OECD countries from to In this short paper an attempt is undertaken to calculate the tax losses which result from shadow economy activities in a country.
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Multi-period resource allocation for estimating project costs in competitive bidding. Central European journal of operations research: CEJOR … 25 2 , pp. Evolutionary and institutional economics review 14 1 , pp. On the calculation of risk measures using least-squares Monte Carlo. International journal of theoretical and applied finance 20 3 , pp.
Produktkalkulation im Kontext von Industrie 4. Exportpreise richtig kalkulieren und erfolgreich verhandeln: Business analytics for price trend forecasting through textual data.