Value-Based Software Engineering and the Incremental Commitment ModelOutlineTheory W: Enterprise Success Theorem – And informal proofTheory W: WinWin Achievement TheoremInitial VBSE Theory: 4+1VBSE Theory 4+1 StructureInitial VBSE Theory: 4+1 Process – With a great deal of concurrency and backtrackingNeed Incremental Approach to VBSE ProcessThe Broadening Early Cone of Uncertainty (CU)Rapid Change Creates a Late Cone of Uncertainty – Need incremental vs. one-shot developmentSlide 11Slide 12What is the ICM?ICM Nature and OriginsIncremental Commitment in GamblingScalable Remotely Controlled OperationsTotal vs. Incremental Commitment – 4:1 RPVThe Incremental Commitment Life Cycle Process: OverviewSlide 19Slide 20Example ICM Commercial Application: Symbiq Medical Infusion Pump Winner of 2006 HFES Best New Design Award Described in NRC HSI Report, Chapter 5Symbiq IV Pump ICM Process - IUniversity of Southern CaliforniaCenter for Systems and Software EngineeringValue-Based Software Engineering and the Incremental Commitment ModelBarry Boehm, USCCS 510, 577a Lecture Fall 2009University of Southern CaliforniaCenter for Systems and Software EngineeringOutline•VBSE theory and process overview•Implementing VBSE via the Incremental Commitment Model–ICM nature, origins, and framework–Example commercial application–Decision table for common special cases•Conclusions and referencesAugust 26, 2009 © USC-CSSE 2University of Southern CaliforniaCenter for Systems and Software EngineeringTheory W: Enterprise Success Theorem– And informal proofTheorem: 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.August 26, 2009 © USC-CSSE 3University of Southern CaliforniaCenter for Systems and Software EngineeringTheory W: WinWin Achievement TheoremMaking winners of your success-critical stakeholders requires:i. Identifying all of the success-critical stakeholders (SCSs).ii. Understanding how the SCSs want to win.iii. Having the SCSs negotiate a win-win set of product and process plans.iv. Controlling progress toward SCS win-win realization, including adaptation to change.August 26, 2009 © USC-CSSE 4University of Southern CaliforniaCenter for Systems and Software EngineeringInitial VBSE Theory: 4+1•Engine: Theory W (stakeholder win-win): What values are important?–Enterprise Success Theorem–Theory of Justice–Win-Win Equilibrium and Negotiation•Four Supporting Theories–Dependency Theory: How do dependencies affect value realization?–Results chains; value chains; cost/schedule/performance tradeoffs–Utility Theory: How important are the values?–Multi-attribute utility; Maslow need hierarchy–Decision Theory: How do values determine decisions?–Investment theory; game theory; statistical decision theory–Control Theory: How to monitor and control value realization–Feedback control; adaptive control; spiral risk controlAugust 26, 2009 © USC-CSSE 5University of Southern CaliforniaCenter for Systems and Software EngineeringVBSE Theory 4+1 StructureAugust 26, 2009 © USC-CSSE 6Utility TheoryTheory W:SCS Win-WinDecision TheoryDependency TheoryControl TheoryHow do dependencies affect value realization?How to adapt to change and control value realization?How do values determine decision choices?How important are the values?What values are important?How is success assured?University of Southern CaliforniaCenter for Systems and Software EngineeringUtility TheoryTheory W:SCS Win-WinDecision TheoryDependency TheoryControl Theory6a, 7c. State measurement, prediction, correction; Milestone synchronization5a. Investment analysis, Risk analysis1. Protagonist goals3a. Solution exploration7. Risk, opportunity, change management5a, 7b. Prototyping2a. Results Chains3b, 5a, 7b. Cost/schedule/performance tradeoffs2. Identify SCSs3b, 7a. Solution Analysis5a, 7b. Option, solution development & analysis4. SCS expectations management3. SCS Value Propositions(Win conditions)SCS: Success-Critical Stakeholder6, 7c. Refine, Execute, Monitor & Control Plans5. SCS Win-Win NegotiationInitial VBSE Theory: 4+1 Process– With a great deal of concurrency and backtrackingAugust 26, 2009 © USC-CSSE 7University of Southern CaliforniaCenter for Systems and Software EngineeringNeed Incremental Approach to VBSE Process •Cannot make all decisions in a single pass–Emergent technology: social networking–Emergent requirements: outdo competitors–TBD standards: information exchange; infrastructure–Evolving platforms: mobile devices–Emerging stakeholders: strategic partners, suppliers•Best to incrementally define scope, features, details–But do best-effort architecting for the future•Avoid easiest-first increments on large, critical projects•Concurrently determine requirements and solutions•Best to incrementally develop product features–Avoid obsolete deliveries–Early focus on critical infrastructure, high-value featuresAugust 26, 2009 © USC-CSSE 8University of Southern CaliforniaCenter for Systems and Software EngineeringAugust 26, 2009 © USC-CSSE 9The Broadening Early Cone of Uncertainty (CU)•Need greater investments in narrowing CU–Mission, investment, legacy analysis–Competitive prototyping–Concurrent engineering–Associated estimation methods and management metrics•Larger systems will often have subsystems with narrower CU’sGlobal Interactive, BrownfieldBatch, GreenfieldLocal Interactive,Some LegacyUniversity of Southern CaliforniaCenter for Systems and Software EngineeringAugust 26, 2009 © USC-CSSE 10Rapid Change Creates a Late Cone of Uncertainty– Need incremental vs. one-shot development©USC-CSSE10Uncertainties in competition, technology, organizations, mission prioritiesUniversity of Southern CaliforniaCenter for Systems and Software EngineeringAnimated displaysSecondary application functionsUser amenitiesMain application functionsNatural speech inputTertairy application functionsBasic application functionsData management systemOperating SystemInvestment High-payof Diminishing returnsCost of software productValue of software product to organizationSoftware Production Function August 26, 2009 © USC-CSSE 11University of Southern CaliforniaCenter for Systems and Software
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