The sciences of the artificial (3rd ed.)
The sciences of the artificial (3rd ed.)
Software design: the options approach
ISAW '96 Joint proceedings of the second international software architecture workshop (ISAW-2) and international workshop on multiple perspectives in software development (Viewpoints '96) on SIGSOFT '96 workshops
On the criteria to be used in decomposing systems into modules
Communications of the ACM
The structure and value of modularity in software design
Proceedings of the 8th European software engineering conference held jointly with 9th ACM SIGSOFT international symposium on Foundations of software engineering
Design Rules: The Power of Modularity Volume 1
Design Rules: The Power of Modularity Volume 1
Value based software reuse investment
Annals of Software Engineering
The snackbot: documenting the design of a robot for long-term human-robot interaction
Proceedings of the 4th ACM/IEEE international conference on Human robot interaction
Assessing aspect modularizations using design structure matrix and net option value
Transactions on Aspect-Oriented Software Development I
The study of resource allocation among software development phases: an economics-based approach
Advances in Software Engineering
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We were motivated to undertake the research we describe here by a conversation with two practicing software engineers, who described a dilemma they faced at work. They worked for small company that earned revenues by delivering to a large customer a stream of enhancements to a software tool. The engineers' jobs were to estimate the time to make enhancements and to implement selected enhancements. They were good at estimating, but dissatisfied with the system design, believing that it significantly slowed new feature implementation. They had proposed to management to restructure the tool. However, the management, concerned about disrupting the flow of enhancements thus revenues, and having no clear model of likely benefits, declined. The engineers believed that refactoring would increase the velocity of feature delivery, but they had no sense or ability to analyze the situation quantitatively or to frame it in a way that was compelling to business decision-makers. As a result, the engineers were dissatisfied, and the company incurred a possibly significant opportunity cost.