course overview cs 510 software management and economics
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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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outline
Outline
  • 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

©USC-CSE

what do sw managers need to deal with
What Do SW Managers Need to Deal 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

©USC-CSE

software management guidelines
Software Management Guidelines
  • Eclectic combinations of advice
  • Management frameworks
  • Maturity models
  • People management theories: X, Y, Z
  • Enterprise Success Theorem: Theory W
  • Enterprise Success Realization Theorem

©USC-CSE

sorting out software advice
Sorting out software advice

Build

It

twice

Thorough test planning

Do it top-down

Prove

everything

correct

Use disciplined reviews

Do it

outside-in

Programming

standards

Automated

aids

Independent test teams

Use walk-throughs

Chief

Programmer

teams

Measurable milestones

Early requirements baseline

Program Library

Involve

the user

Structured

Programming

Design verification

Configuration management

Project work authorizations

End-item acceptance plan

Unit development folders

©USC-CSE

koontz o donnell management framework

Planning

Directing

Organizing

Staffing

Controlling

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
  • WWWWWHHW
  • 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

©USC-CSE

cmmi process areas staged representation
CMMI Process AreasStaged Representation

Level 5

Optimizing

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

Verification

Validation

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

Managed

Level 1Performed

©USC-CSE

theory x and theory y
Theory X and Theory Y*
  • 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.

©USC-CSE

theory z japanese style management
Theory Z: Japanese-Style Management
  • 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

©USC-CSE

theory w enterprise success theorem and informal proof
Theory W: Enterprise Success Theorem– 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.

©USC-CSE

win lose generally becomes lose lose
Win-lose Generally Becomes Lose-lose

Actually, nobody wins in these situations

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enterprise success realization theorem
Enterprise Success Realization Theorem

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

©USC-CSE

vbse component theories
VBSE Component Theories
  • 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

©USC-CSE

initial vbse theory 4 1 process with a great deal of concurrency and backtracking
Initial VBSE Theory: 4+1 Process– With a great deal of concurrency and backtracking

©USC-CSE

outline18
Outline
  • 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

©USC-CSE

comparison of cs 510 and cs 577a
Comparison of CS 510 and CS 577a

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
  • MBASE
  • WinWin Spiral
    • Risk Management
  • Planning & Control
    • COCOMO II
  • Business Case Analysis

©USC-CSE

cs 510 course schedule overview
CS 510 Course Schedule Overview
  • 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

©USC-CSE

cs 510 programmatics i
CS 510 Programmatics - I

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: http://sunset.usc.edu/classes/cs510_2005

©USC-CSE

cs 510 questionnaire and acknowledgement
CS 510 Questionnaire and Acknowledgement

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
Academic Integrity Acknowledgement
  • 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

©USC-CSE

slide24
We are Serious About Plagiarism
  • And experienced in finding it

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first week s assignment
First Week’s Assignment
  • 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

©USC-CSE

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