Course Overview CS 510 Software Management and Economics

1. Course OverviewCS 510Software Management and Economics Fall 2005 Barry Boehm, USC ©USC-CSE

2. 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

3. What Does A Successful Software Manager Need to Deal With? ©USC-CSE

4. 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

5. What Does A Successful Software Manager Need to Do? ©USC-CSE

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. Win-lose Generally Becomes Lose-lose Actually, nobody wins in these situations ©USC-CSE

14. 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

15. VBSE Theory 4+1 Structure ©USC-CSE

16. 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

17. Initial VBSE Theory: 4+1 Process– With a great deal of concurrency and backtracking ©USC-CSE

18. 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

19. 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

20. 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

21. 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; boehm@sunset.usc.edu • Office Hours. Monday and Wednesday, 10:00 - 12:00 or by appointment • Teaching Assistant. Yue Chen, yuec@sunset.usc.edu; Dan Wu, danwu@usc.edu • 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

22. 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: ______________________________________________ ©USC-CSE

23. 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

24. We are Serious About Plagiarism • And experienced in finding it ©USC-CSE

25. 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