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2. DMR Benefits Realization Approach (from Canada),
implementing this via MBASE. Done regularly.
3. Example application: Y2K – relation to laws of evolution anomalies.
1. 4-cycle feedbacks:
1) Given system objectives and corporate parameters – rescope project,
using cost/risk/schedule estimates.
2) Execute and reevaluate to next milestone.
If not, redo goals/plans/resources.
3) Get/accumulate estimation data and recalibrate estimation model.
4) Evaluate corporate software improvement goals: reset corporate
parameters.
2. Using “earned value system” (three S-curves) regularly as a basis for corrective
actions. E.g. reduced time-to-market or increased customer base. Also meetings
among important stakeholders.
Cf. Ian Thorpe: “The IT paradox”, about IT (non-)profitability.
Cf. “fields of dreams” movie: Building a (non-used) baseball field on a corn field.
Must include wasted code in estimates.
Implemented by MBASE, using a revised WinWin Spiral model for risk-, benefitand
plan-driven feedback control, with refinements on constraints identification
and conflict resolution.
Using a Team WinWin groupware tool, to identify goals and plans.
Users-acquirers – developers – maintainers:
arbitrate between success model-clash for profiles.
MBASE hyperlink Integration Framework from SEI: arbitrate between process,
success, product and property models.
Product line domain: should be neither two few sells (too special), nor too many
sells (too general).
Life Cycle Anchor Points: first agree upon life cycle objectives (“getting
engaged)”, then life cycle architecture (“getting married”), lastly initial operational
capability (“having the first child)”.
Using systems dynamics simulation tool to identify critical paths.
Conclusion:
- IT processes should be treated as part of company work processes, to link to
business value.
- Value–based feedback loops can help to explain anomalies in Laws of
evolution, e.g. 2K, mergers, downsizing, …
Reidar Conradi: Report from Sabbatical year 1999/2000 Page 47 of 48