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Course Overview CS 510 Software Management and Economics. Fall 2005 Barry Boehm, USC. Outline. Course objective Help you learn to be a successful software manager For a career lasting through the 2040’s. Software management learning objectives

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Course overview cs 510 software management and economics l.jpg

Course OverviewCS 510Software Management and Economics

Fall 2005

Barry Boehm, USC


Outline l.jpg

  • Course objective

    • Help you learn to be a successful software manager

    • For a career lasting through the 2040’s.

  • Software management learning objectives

    • What does a successful SW manager need to deal with?

  • What does a successful (software) manager need to do?

    • Enterprise Success Theorem

    • Enterprise Success Realization Theorem

  • Overview of VBSE Theory

    • Value-Based Software Engineering

  • Overview of Course

    • Programmatics, schedule, academic integrity

  • This Week’s Assignment


What do sw managers need to deal with l.jpg
What Do SW Managers Need to Deal With? With?

  • People: customers, users, architects, designers, programmers, testers, lawyers, venture capitalists, suppliers, politicians, …

  • Products: requirements, designs, code, documentation, plans, tools, data, facilities, equipment, …

  • Projects: proposals, presentations, contracts, deliverables, budgets, schedules, milestones, …

  • Resources: time, money, space, communications, skills, …

  • Technology: software, hardware, domain technology, COTS, OSS, …

  • Organizations and Cultures: top management, marketing, sales, development, finance, customer/user organizations, …

  • Changes in all of the above


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Software Management Guidelines With?

  • Eclectic combinations of advice

  • Management frameworks

  • Maturity models

  • People management theories: X, Y, Z

  • Enterprise Success Theorem: Theory W

  • Enterprise Success Realization Theorem


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Sorting out software advice With?




Thorough test planning

Do it top-down




Use disciplined reviews

Do it






Independent test teams

Use walk-throughs




Measurable milestones

Early requirements baseline

Program Library


the user



Design verification

Configuration management

Project work authorizations

End-item acceptance plan

Unit development folders


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Planning With?





Koontz-O’Donnell Management Framework

  • Purpose

  • Unity of goals

  • Cost-

  • effectiveness

  • Span of

  • Management

  • Purpose

  • Contribution to

  • goals

  • Commitment

  • Verifiability

  • Cost-Effectiveness

  • Precedence

  • Purpose

  • Contribution to

  • goals

  • Purpose

  • Harmony of goals

  • Purpose

  • Assurance of goals

  • Cost-effectiveness

  • Control responsibility

  • Motivation

  • Understanding of

  • goals

  • Reflection of goals

  • Selection

  • Top talent

  • Job matching

  • Career progression

  • Skills balance

  • Teamwork

  • Structure

  • Reflection of plans

  • Organizational

  • suitability

  • individuality

  • Delegation of

  • Authority

  • Unity of command

  • Parity of authority

    • Responsibility

  • Authority level

  • Absoluteness of

  • responsibility

  • Communication

  • Parity of information

    • Responsibility

  • Receptiveness

  • Integrity

  • Structure

  • Premises


  • Synchronization

  • Recruiting

  • Reward

  • Openness

  • Commitment

  • Process

  • Standards

  • Critical-point

  • Exception

  • Flexibility

  • Timeliness

  • Action

  • Leadership

  • Identification

  • Empathy

  • Sustained initiative

  • Integrity

  • Team building

  • Management of time

  • Process

  • Limiting Factor

  • Flexibility

  • Navigational change

  • Performer

  • Participation

  • Division of Work

  • Form follows function

    • People’s strengths

  • Functional definition

  • Separation

  • Retention

  • Reinforcement

  • Team building

  • Phase out

  • Backup


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CMMI Process Areas With?Staged Representation

Level 5


Causal Analysis and Resolution

Organizational Innovation & Deployment

Quantitative Project Management

Organizational Process Performance

Level 4

Quantitatively Managed

Organizational Process Focus

Organizational Process Definition

Organizational Training

Integrated Project Management

Risk Management

Decision Analysis and Resolution

Requirements Development

Technical Solution

Product Integration



Level 3Defined

  • Integrated Teaming

  • Organizational Environment

  • for Integration

Project Planning

Project Monitoring and Control

Configuration Management

Process & Product Quality Assurance

Supplier Agreement Management

Measurement and Analysis

Requirements Management

Level 2


Level 1Performed


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Theory X and Theory Y* With?

  • Theory X

    • People inherently dislike work

    • They have to be coerced into working

    • The prefer being told what to do

  • Theory Y

    • People don’t inherently dislike work

    • People can exercise self-direction

    • Commitment to objectives depends on resulting rewards

    • People can learn to seek responsibility

    • Work creativity is widely distributed

    • People’s potential is only partially utilized

* D. McGregor, The Human Side of Enterprise, 1960.


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Theory Z: Japanese-Style Management With?

  • People work best toward goals which they have helped establish

  • Once people have bought into goals, you can trust them to perform

  • If people share a common set of values, they can develop workable project goals


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Theory W: Enterprise Success Theorem With?– And informal proof

Theorem: Your enterprise will succeed if and only if it makes winners of your success-critical stakeholders

  • Proof of “if”: Everyone that counts is a winner. Nobody significant is left to complain.

  • Proof of “only if”:

    Nobody wants to lose.Prospective losers will refuse to participate, or will counterattack.The usual result is lose-lose.


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Win-lose Generally Becomes Lose-lose With?

Actually, nobody wins in these situations


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Enterprise Success Realization Theorem With?

Theorem: Your enterprise can realize

success if and only if

  • You identify and involve all of the success critical stakeholders (SCSHs)

    • Dependency theory

  • You determine how the SCSHs want to win

    • Utility theory

  • You help the SCSHs determine and commit to a win-win course of action and solution

    • Decision theory

  • You adaptively control the course of action to continue to realize a win-win solution

    • Control theory


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VBSE Theory 4+1 Structure With?


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VBSE Component Theories With?

  • Theory W (Stakeholder win-win)

    • Enterprise Success Theorem, Win-Win Achievement Theorem

  • Dependency Theory (Product, process, people interdependencies)

    • Systems architecture/performance theory, costing and scheduling theory; organization theory

  • Utility Theory

    • Utility functions, bounded rationality, Maslow need hierarchy, multi-attribute utility theory

  • Decision Theory

    • Statistical decision theory, game theory, negotiation theory, theory of Justice

  • Control Theory

    • Observability, predictability, controllability, stability theory


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Initial VBSE Theory: 4+1 Process With?– With a great deal of concurrency and backtracking


Outline18 l.jpg
Outline With?

  • Course objective

    • Help you learn to be a successful software manager

    • For a career lasting through the 2040’s.

  • Software management learning objectives

    • What does a successful SW manager need to deal with?

  • What does a successful (software) manager need to do?

    • Enterprise Success Theorem

    • Enterprise Success Realization Theorem

  • Overview of VBSE Theory

    • Value-Based Software Engineering

  • Overview of Course

    • Programmatics, schedule, academic integrity

  • This Week’s Assignment


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Comparison of CS 510 and CS 577a With?

CS 510

CS 577a

  • VBSE Theory, Practice

  • S/W - System

  • Architecting

  • Operational Concept &

  • Rqts. Definition

    • WinWin System

    • Prototyping

  • OO Analysis & Design

    • Rational Rose

  • Team Project

  • (DEN: IV&V)

  • COCOMO II Extensions

  • Microeconomics

    • Decision Theory

  • Agile and Rapid

  • Development

  • People Management

  • 2 Midterms, Final

  • VBSE Framework


  • WinWin Spiral

    • Risk Management

  • Planning & Control


  • Business Case Analysis


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CS 510 Course Schedule Overview With?

  • Aug 22 - Sept 21 VBSE, Agility and Discipline, People Management, COCOMO II

  • Sept 23 Midterm Exam I

  • Sept 26 - Oct 4 Software Microeconomics, Risk and Business Case Analysis

  • Oct 26 Midterm Exam II

  • Oct 28 – Nov 30 COTS Integration, Planning & Control, Maturity Models, Case Studies

  • Nov 21, Dec 5 CTO Analyses

  • Dec 7 Final Exam


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CS 510 Programmatics - I With?

Basis of grade. Final Exam, 30%; 2 midterms: 20%; Homework exercises: 50%.

  • Texts. Boehm et al., Software Cost Estimation with COCOMO II, Prentice Hall, 2000; Reifer, Business Case Analysis, Addison Wesley, 2001; Boehm and Turner, Balancing Agility and Discipline, Addison Wesley, 2004.

  • Instructor. Prof. Barry Boehm, SAL 328, (213) 740-8163, Fax (213) 740-4927; [email protected]

  • Office Hours. Monday and Wednesday, 10:00 - 12:00 or by appointment

  • Teaching Assistant. Yue Chen, [email protected]; Dan Wu, [email protected]

  • TA Office Hours. Tuesday and Thursday, 2:00 – 4:30 pm. or by appointment

  • Web page:


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CS 510 Questionnaire and Acknowledgement With?

Please fill out and return.

Name: _________________________________________________

Student ID #: ___________________________________________

Dept./Degree Program: __________________________________

Job, Employer: _________________________________________

Software Work Experience (years): _______________________

Phone, fax numbers: ____________________________________

E-mail Address: ________________________________________

  • Acknowledgement: I acknowledge the importance of USC's academic integrity standards (with respect to plagiarism, referencing others' work, etc.), and agree to abide by them.

    Signature: ______________________________________________


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Academic Integrity Acknowledgement With?

  • Single most-serious offense: Plagiarism

    • Using other people’s work without crediting them

    • Homework, exams, class exercises, individual assignments

  • Minor first offense: You lose one grade level

    • E.g., B+ instead of A-

  • Major first offense of second offense: F for the course


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We are Serious About Plagiarism With?

  • And experienced in finding it


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First Week’s Assignment With?

  • Today: Sign and turn in questionnaire and acknowledgement

  • Mon-Fri: Watch/listen to Wed, Fri VBSE lectures

  • Read VBSE papers (EP 1-4)

  • Submit 1 question each on EP-1, 2 and 3 content

    • Grading criteria: relevance, thoughtfulness

    • 5 points per question