Theory of ValueBased Systems and Software Engineering

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Theory of Value-BasedSystems and Software
Engineering
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Context and Definitions Value-Based SSE

• Definition
• the explicit concern with value (financial and
  non-financial) in the application of science and
  mathematics by which the properties of computer
  systems and software are made useful to people
• Practicing VBSSE
• integrating stakeholder value considerations
  into the full range of systems and software
  development principles and practices

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Context and Definitions Value

• Origin
• from Latin valere to be worth
• Definition (Webster)
• relative worth, utility or importance
• Financial or non-financial (Maslow, Kaplan and
  Norton)
• Key non-financial corporate value drivers
  (Forbes.com with Wharton and EY)
• Innovation, ability to attract talented
  employees, alliances, quality of major processes,
  products, or services, environmental performance

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Key Observations from Literature

• Organizations are social units people-centric
• Assume bounded rationality (Simon)
• No silver-bullets, not one-size-fits-all (Brooks)
• Stakeholder values are financial and
  non-financial (Maslow, Forbes-EY)
• Timeless theories of physics will not apply (from
  1-4)
• Organizational systems affect the bottom line
  (Burton and Obel)
• Engineering theories must take the organization
  in context (from 4 and 6)

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Successful Project? Multi-Contingency
Organizational Context (Burton and Obel)

• Key Observations from Literature (contd.)
• Management theories usually take at least a
  decade for conclusive evidence
• Problem and solution space is huge, balance on
  breadth and depth (T-shaped)
• Therefore Avoid reinventing the wheel,
  capitalize on existing research

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What is a Theory?

• 1960s System of general laws
• Spatially and temporally unrestricted
  nonaccidental
• Does not work for systems and software
• 1994 System for explaining a set of phenomena
• Specifies key concepts, laws relating concepts
• Not spatially and temporally unrestricted
• Better for people-intensive activities

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Theory W Enterprise Success 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(i)
• Nobody significant is left to complain(ii)
• Proof of only if
• Nobody wants to lose(iii)
• Prospective losers will refuse to participate, or
  will counterattack(iv)
• The usual result is lose-lose(v)

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Theory W WinWin Achievement Theorem

• Making winners of your success-critical
  stakeholders requires
• Identifying all of the success-critical
  stakeholders (and the contingencies they
  bring-in) (SCSs)(i)
• Understanding how the SCSs want to win (ii)
• Having the SCSs negotiate a win-win set of
  product and process plans(iii)
• Controlling progress toward SCS win-win
  realization, including adaptation to change(iv)

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VBSSE Theory 41 Model
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Supporting Theories Contingency

• Provides insights into various organizational and
  project contingencies
• What the best way to do x? It depends.
• Spans socio-political, environment, cultural,
  technical dimensions
• Component theories include
• Benefits Chain, Model Clashes, Network Analysis
• Primary contributions include
• Helps identify contingent success-critical
  variables
• Applies to whole (socio-technical) system
• Appeals to intuition that systems fail because of
  mismatches.

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Environment Framework (Porter, Burton and Obel)

• Systems Software Project Implications
• Process
• System Architecture
• System Capabilities

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Environment Propositions

• Propositions for organization structure
• If the environment has low equivocality, low
  complexity and low uncertainty then formalization
  should be high, organization complexity should be
  medium and centralization should be low (i)
• If the environment has low equivocality, high
  complexity and low uncertainty then formalization
  should be high, organization complexity should be
  medium and centralization should be medium (ii)
• If hostility is extreme, then formalization
  should be low, and centralization should be very
  high (iii)

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Management and Leadership Style Frameworks
(Burton and Obel)

• Systems Software Project Implications
• Staffing
• Process

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Management and Leadership Style Propositions

• Propositions for project structure
• If an individual is a leader, then
• Centralization should be low (i)
• Formalization should be low (ii)
• Complexity should be medium (iii)
• Incentives should be results based (iv)
• Coordination and control should be loose (v)
• If an individual is a manager, then
• Centralization should be high (vi)
• Formalization should be high (vii)
• Complexity should be high (viii)
• Incentives should be procedure based (ix)
• Coordination and control should be tight (x)
• If an individual is a producer, entrepreneur

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Technology Frameworks (Perrow)
ILL-DEFINED WELL-DEFINED
PROBLEM ANALYZABILITY
FEW EXCEPTIONS
MANY EXCEPTIONS
TASK VARIABILITY

• Systems Software Project Implications
• Staffing
• Process
• System Architecture

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Technology Propositions

• vs. Strategy
• Nonroutine technology is a misfit with a
  defender strategy (i).
• vs. Management Style
• Nonroutine technology is a misfit with a manager
  leadership style, except in small organizations
  (ii)
• vs. Organizational Climate
• Nonroutine technology is a misfit with an
  internal process climate (iii)
• vs. Organizational Environment
• Nonroutine technology is a misfit with a high
  equivocality environment (iv)

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Technology Frameworks (Al-Said, Boehm)

• Systems Software Project Implications
• Staffing
• Process
• System Architecture

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Technology Propositions

• Maintainer vs. Developer
• Ease of transition is a misfit with freedom of
  COTS (i)
• User vs. Acquirer
• High levels of service is a misfit with freedom
  of COTS (ii)
• User vs. Acquirer
• Application compatibility is a misfit with
  freedom of COTS (iii)

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Supporting Theories Utility

• Provides a rich theoretical method to infer
  subjective stakeholder value over a set of
  choices
• Component theories include
• Maslow, Simon, Multiple attribute utility theory
• Primary contributions include
• Helps determine Pareto optimality
• Works well with subjective preferences
• Provides rich fodder (stakeholder utility
  functions) for other theories

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Supporting Theories Decision

• Provides a plethora of techniques and models to
  enable decision making
• Component theories include
• Game theory, options theory, statistical decision
  theory
• Primary contributions include
• Helps determine risks and opportunities
• Works well with uncertainty
• Not wedded to a particular decision theory, such
  as bounded rationality, economic man, etc.
• Provides rich fodder (competing investment
  options) for other theories

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Supporting Theories Control

• Provides theory augmented models for state
  measurement
• Component theories include
• BSCs, BTOPP, Risk management
• Primary contributions include
• Helps determine necessary conditions for enabling
  control
• Works well in situations requiring stability AND
  adaptability
• Provides rich fodder (risks and opportunities)
  for other supporting theories

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VBSSE Theory 6-Step Process
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The Incremental Commitment Model (ICM)
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VBSSE Phase Configuration
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Conclusion

• It provides a unifying theory for practicing
  VBSSE that is
• Entirely theory-based
• There is nothing as practical as a good theory
  Karl Lewin
• Built on existing research
• Empirically validated (TBD)
• Simple
• Derived from simple rules, provides step-by-step
  guidance