Pay:  min= $500/week ($26,000/yr); max= $2000/week ($104,000/yr)
Overhead:  min= .1 (base*1.1=bill); max= .8 (base*1.8=bill)

Personnel Events:  
	LOSE_EMPLOYEE (if rand()>overhead)
	ADD_EMPLOYEE (if rand()<overhead)
	CAN_DROP_EMPLOYEE (if rand()<overhead)
	MUST_DROP_EMPLOYEE (if rand()>overhead)
	CHANGE_SALARY (if rand()<overhead)
	CHOOSE_EMPLOYER (ELECTIVE_CHANGE_EMPLOYER)
	FORCED_CHANGE_EMPLOYER
	NEW_MANAGER
	QUIT

Course Events:
	OPEN_COMPANY
	CLOSE_COMPANY
	CFP
	HEAR_PROPOSAL
	PROPOSAL_DUE
	AWARD_PROJECT
	END_PROJECT
	NEGOTIATE_PROJECT
	REVIEW_PROGRESS
	MANAGER_REVIEW

All Proposals include (by default, unless excluded):
	statement of (proposed) work
	budget
	timeline
	personnel
	platform and language choices
	description of deliverable

WORKER BOARD
Employee Name	Current Employer Current Pay	Current Value WEEKENDING 1/19, 1/26, 2/2, 2/9, 2/16	Current Employer Current Pay	Current Value WEEKENDING 2/23, 3/2, 3/9, 3/23, 3/30, 4/6	Until-4/13 Profit Takings	Current Employer Current Pay	Current Value WEEKENDING 4/13, 4/20, 4/27	Post-4/13 Profit Takings
Barber, Andrew			Brenner $1100 $1100 $1100 $1100 $1100 $1100	$1100 $2200 $3300 $4400 $5500 $9139	$0 (2/16) $2539 (4/6)	Blakely $1100 $1100	$10239 $12842	$1503 (4/20)
Blakely, Timothy	Greiner $1000 $1000 $1000 $1000 NA	$1000 $2000 $3000 $4000 $4000	Brenner $1100 $1100 $1100 $1150 $1150 $1150	$6277 $7377 $8477 $9627 $10777 $14466	$1177 (2/16) $2539 (4/6)		$31492	$5000 (T, 4/20) $12026 (4/20)
Brenner, David	NA Greiner $547 Chen $547 $547 $547	$0 $547 $1094 $1641 $2188		$3260 $15108 (4/6)	$1072 (2/16) $11848 (4/6)	Blakely $999 $999	$16107 $18609	$1503 (4/20)
Brown, Justin	Chen $600 $600 $600 $600 $600	$600 $1200 $1800 $2400 $3000		$4072 $6072 (4/6)	$1072 (2/16) $4000/2 (4/4 NDA)		$26588	$20486 (4/20)
Buchman, Ryon			Garg $1300 NA Ching $1501 $1501 $1501 $1501	$14909 $14909 $16410 $17911 $19412 $26586	$13609 (2/16) $3000/2 (4/4 NDA) $4173 (4/6)	Fialkowski $1501 $1501	$28087 $35092	$5000 (T, 4/13) $504 (4/20)
Chaudhary, Kunal	NA Feldman $972 $972 $972 $972	$0 $972 $1944 $2916 $3888		$18994 $18994 (4/6)	$15106 (2/23) $0 (4/6)	Brown $1000 $1000	$19994 $23189	$2195 (4/20)
Chen, Yuyang			Ching $1200 $1200 $1200 $1200 Brown $1250 $1250	$10856 $12056 $13256 $14456 $15706 $18956	$9656 (2/16) $4000/2 (4/4 NDA)	Brown $1200 $1200	$20156 $23551	$2195 (4/20)
Ching, Jeffrey	NA Chen $1300 $1300 $1300 $1300	$0 $1300 $2600 $3900 $4200		$5272 $28245 (4/6)	$1072 (2/16) $7000/2 (4/4 NDA) $19473 (4/6)	Fialkowski $1506 $1506	$29751 $31761	$504 (4/20)
Crowley, Richard	Greiner $1000 $1000 $1000 $1000 Blakely $1000	$1000 $2000 $3000 $4000 $5000	Dohler $1500 $1500 $1500 $2000 $2000 $2000	$6752 $8252 $9752 $11752 $13752 $22002	$252 (2/16) $3000/2 (4/4 NDA) $4750 (4/6)	Vacek $1750 $1750	$23752 $28265	$2763 (4/20)
DeRusha, Rachael	Barber $1000 $500 Chen $500 $500 $500	$1000 $1500 $2000 $2500 $3000	Freiman $1100	$4072 $8122 $11222 (4/6)	$1072 (2/16) $4050 (3/30) $4000/2 (4/4 NDA) $1576 (4/11)	Hong $1100 $1100	$12322 $13422
Dohler, Derek	Halley $900 $900 $1200 $1200 Blakely $1000	$900 $1800 $3000 $4200 $5200		$5452 $13702 (4/6)	$252 (2/16) $7000/2 (4/4 NDA) $4750 (4/6)	Vacek $1750 $1750	$15452 $19965	$2763 (4/20)
Feldman, Richard			Brown $1250 $1250 $1250 $1250 Dohler $2000 $2000	$16356 $17556 $18806 $20056 $22056 $28806	$15106 (2/16) $4750 (4/6)	Vacek $1750 $1750	$30556 $35069	$2763 (4/20)
Fialkowski, Ed	NA NA Barber $1602 $1000 $1000	$0 $0 $1602 $2602 $3602	NA Ching $1506 $1506 $1506 $1506 $1506	$3602 $5108 $6614 $8120 $9626 $17305	$0 (2/16) $4000/2 (4/4 NDA) $4173 (4/6)		$19658	$2353 (4/20)
Freiman, Daniel	NA Halley $1200 $1200 $1200 $1200	$0 $1200 $2400 $3600 $4800		$4800 $8300 (4/6) $35101 (4/11)	$7000/2 (4/4 NDA) $26801 (4/11)	Hong $1000 $1000	$36101 $37101 $42101	$5000 (T, 4/27)
Garg, Saumya	NA Chen $1726 $1726 $1726 Buchman $1726	$0 $1726 $3452 $5178 $6904	Chaudhary $1300 $1300	$22497 $23797 $25097	$15593 (2/23) $0 (4/6)	Brown $1200 $1200	$26297 $29692	$2195 (4/20)
Greiner, Peter			DeRusha $900 $900 $900 $900 $900 Freiman $900	$9492 $10392 $11292 $12192 $15392 $16292	$8592 (2/14) $2300 (3/30) $1576 (4/11)	Hong $900 $900	$17192 $18092
Halley, Philip			Freiman $1300 NA Chaudhary $2000 $2000 $2000 $2000	$13663 $13363 $15663 $17663 $19663 $23663	$12363 (2/16) $4000/2 (4/4 NDA)	Brown $800 $800	$24463 $27458	$2195 (4/20)
Hong, Jung	NA Halley $978 $978 $978 $978	$0 $978 $1956 $2934 $3912	Freiman $1000 $1000 $1000 $1000 $1000 $1000	$4912 $5912 $6912 $7912 $8912 $11412 $17412 (4/11)	$3000/2 (4/4 NDA) $6000 (S) $1576 (4/11)		$17412 $31080 (4/27)	$13668 (4/27)
Lerner, Jared	Feldman $1200 $1200 $1200 $1200 Chen $1200	$1200 $2400 $3600 $4800 $6000	Chaudhary $800 $800 $800 $800 NA Moceri $1100	$7872 $8672 $9472 $10272 $10272 $13372	$1072 (2/16) $4000/2 (4/4 NDA)		$17113 $19084	$3741 (4/13) $1971 (4/20)
Moceri, Paul	Buchman $1050 $1200 $1200 $1200 $1200	$1050 $2250 $3450 $4650 $5850	Garg $1200 $1200 $1200 NA	$7050 $8250 $9450 $13450 (4/6)	$8000/2 (4/4 NDA)	Lerner $1100 $1100	$35124 $38195	$20574 (4/13) $1971 (4/20)
Thomas, Raymond	NA Buchman $546 $546 $1200 $1200	$0 $546 $1092 $2292 $3492	Garg $1200 $1200 $1200 $1200 Moceri $1300 $1300	$4692 $5892 $7092 $8292 $9592 $12892	$4000/2 (4/4 NDA)	Lerner $1300 $1300	$27284 $29255	$13092 (4/13) $1971 (4/20)
Vacek, Brian	Chen $1200 $1200 $1200 $1200 $1200	$1200 $2400 $3600 $4800 $6000	Dohler $1750 $1750 $1750 $1750 $1750 $1750	$8822 $10572 $12322 $14072 $15822 $24322	$1072 (2/16) $4000/2 (4/4 NDA) $4750 (4/6)		$32610	$8288 (4/20)

PROJECT BOARD
Project Name	Max # Awards	Brief CFP	MAX AMOUNT PER AWARD W/MILESTONES	Currently Awarded TO 1 Status	Currently Awarded TO 2 Status	Currently Awarded TO 3 Status	Currently Awarded TO 4 Status	Currently Awarded TO 5 Status	Currently Awarded TO 6 Status	Currently Awarded TO 7 Status	Currently Awarded TO 8 Status
A: WIKI ARTICLES ROUND 1	3	proposals 1/19 : WIKI : WATERFALL : WHAT OTHER NINE RE:SE? : PPT	1/19 award = $5k 1/24 continuing = $5k 1/26 final = $5k	Chen expect=$6600/1.6 Paid=$2200/1.6 Paid=$2200/1.6 Paid=$2200/1.6 Bonus=$1000/1.6 Completed	Halley expect=$6600/1.2 Paid=$2200/1.2 Paid=$2200/1.2 Paid=$1000/1.2 Terminated	Feldman expect=$6600/1.4 Paid=$2200/1.4 Paid=$2200/1.4 Paid=$1000/1.4 Terminated
B: CS436 BOARD INTERFACE	2	proposals 1/19: THIS FILE into XML & CSV : web search interface : auto calc	1/26 delivery = $10k	Chen expect=$5600/1.6 Paid=$3500 Delivered	Greiner expect=$8400/1.4 increase=$2000/1.4 Paid=$7429 Delivered
C: BROWSER-BASED SHELL	2	1/24: 5-page white paper vision, 1/31: 10-page specs incl partnering proposal	1/26 award = $80k, demos 2/9, 2/16, choose 1: 2/23, 3/2	Chen expect=$56000/1.6 Paid=$17500 Terminated	Buchman (sub-to-Chen, separate overhead) expect=$19500/1.4 Paid=$7500 Terminated	Halley expect=$75000/1.2 Paid=$15625 Paid=-$2232 Paid=$15625 Transferred to Freiman Paid=$15625 Concluded	Greiner (sub-to-Halley, multiple overhead) Paid=$11160 Paid=$2232 Terminated
D: LIGHTWEIGHT BROWSER	2	1/24: 5-page white paper vision, 1/31: 10-page specs incl partnering proposal	1/26 award = $120k, demos 2/9, 2/16, choose 1: 2/23, 3/2	Feldman expect=$87500/1.4 Paid=$31250 Bonus=$5000/1.4 Terminated	Buchman expect=$45500/1.3 Paid=$17500 Paid=$8750 Transferred to Garg Paid=$8750 Concluded	Chen (sub-to-Buchman, multiple overhead) expect=$30000/1.6 Paid=$9375 Paid=$4637 Terminated
E3: MANAGEMENT CONSULTING	1	1p statement of work for meetings with C and D teams	$3-5k	Barber expect=?/1.6
I: 10-PART LONG-LIVED CO-DEPENDENT MULTIAGENT SIMULATOR (CLASSIC 436)	1x10	football kickoff simulator	TBA $25k per part = $250k	Dohler Agents/Scripts & Domain expect=$88k/1.6=$11k/wk*5wks(3/9-4/13) Paid=$11000 (3/9) Paid=$11000 (3/23) Paid=$11000 (3/30) Paid=$11000 (4/6) Tranferred to Vacek Paid=$22000*1.6/1.3 (4/20) Delivered	Ching World & Logging expect=$60k/1.3=$23076(immed)+$23077(3/30) Paid=$23076 (3/9) Paid=$23077 (3/30) Concluded	Brenner GUI & Replay expect=$25k/part*3parts/1.8=$13888x3 Paid=$13888 (3/9) Paid=$13888 (4/6) Transferred to Blakely Paid=$13888*1.8/1.3 (4/13) Delivered	DeRusha Doc & Reporting expect=$30k/1.6=$3750/wk*5wks(3/9-4/13) Paid=$3750 (3/9) Paid=$3750 (3/23) Paid=$3750 (3/30) Transferred to Freiman Paid=$3750 (4/6) Transferred to Hong, expect $3750 6th week Paid=$7500*1.6/1.3 (4/27) Delivered	Brown CVS & Testing & Performance $60.2k/1.4 = $17k (3/30) + $15k (4/6) + $11k (4/13) Paid=$17000 (3/30) Paid=$15000 (4/6) Paid=$11000 (4/20) Concluded	Chaudhary Integration & Quality/Style ~$20k rate=1.5 offer=$28k/1.5=$4666/week*4weeks Paid=$4666 (3/23) Paid=$4666 (3/30) Paid=$4666 (4/6) Transferred to Brown Paid=$4666 (4/13) Concluded	Freiman World Consult expect=$15k/1.4=$10714 Paid=$10714 (3/9) Concluded	Fialkowski Follow-on for World Maintenance and Bug Fix $15k Paid=$15000/1.6 (4/20)Delivered
I2: PARALLEL MULTIAGENT SIMULATOR (CLASSIC 436)	1x10		goal=33% of I budget	Garg Parallel Development expect=$90k/3parts/1.4=$21428x3+$60k/1.4=$42857 bonus for test3 Paid=$21428 (3/9) Transferred to Moceri with infusion $8 997 Paid=$21428 (3/30) Transferred to Lerner Paid=$21428/2 (4/20) Concluded
I3-1-specs: NAVAL MULTIAGENT SIMULATOR development specs	top 3	rewrite world specs for unmanned seagoing vessels due 4/11	$20k, $5k, $2k
I3-1-code: NAVAL MULTIAGENT SIMULATOR altered code	top 3	reskin code of world specs for unmanned seagoing vessels due 4/11	$20k, $5k, $2k
I3-2: SOCCER MULTIAGENT SIMULATOR product specs	top 3	rethink group specs for venture cap due 4/18	$15k, $10k, $10k	Paid=$15k/1.3 Hong (4/27)
K: REVISION OF Halley/Greiner or Chen/Buchman	top 3	port to different platform, UNDER REVISION, FLAWED CFP	$16k, $8k, $4k
S: SOFTWARE ENGINEERING DIAGRAMS	to 1 individual	Sommerville diagrams	<$10k	Hong: $6k Paid=$6000 (4/11)
T: ERROR INTROSPECTION	top 6 individuals	1p when I err, how I try not to due 4/13	$3k-$5k	Buchman Paid=$5000 (4/13)	Blakely Paid=$5000 (4/20)

 S  M Tu  W Th  F  S
			   January 2006
      17 18 19 20 21
      3xOPEN_COMPANY x 2xADD_EMPLOYEE
      3xOPEN_COMPANY x 1xADD_EMPLOYEE = 15/20 students
      CFP A
      CFP B
      "Wait for the right moment to ask busy people for an appointment."
      "Bring a backup if you have to do a live demo.  Bring two."
      "Don't mistreat people who work for you."
      "Don't forget to budget time for testing."
      "It is always better to have too much work than no work at all."
	    CFP C
	    CFP D
	    6xHEAR_PROPOSAL A
	    6xHEAR_PROPOSAL B
	    3xAWARD_PROJECT A, 3xCHANGE_SALARYx1
	    2xAWARD_PROJECT B, 2XADD_EMPLOYEEx1
	    4xELECTIVE_CHANGE_EMPLOYER Derusha to Chen, Brenner to Chen
	    "Your job is usually to divine what the customer has in mind."
	    "Pay close attention to anything and everything that interests the person who makes the $ decision."
	    "Just because you can hire a good person at a low salary doesn't mean you can keep that person at that salary."
	    "Unfair?  Who said awarding contracts was fair?"
	    "It's not wrong to do your best work at proposal time."
22 23 24 Hong:  25 26 27 28
      3xREVIEW_PROGRESS A
      1xEND_PROJECT A (2 awardees continue)
      6xPROPOSAL_DUE C (5p vision)
      6xPROPOSAL_DUE D (5p vision)
      "Probably all these management gurus are making up software paradigms just to sell books."
      "Gill does top-down big-design waterfall OO because he keeps writing variations of the same thing for people with $; Loui does bottom-up agile incremental spiral scripting because he keeps trying to do new things for no $; the difference is that simple."
      "I would care about specifications if I had little access to the customer."
      "I would care about specifications if I had to tie $ to deliverables."
      "I would care about specifications if I had to CMA (i.e., CYA) a lot."
      "I would care about specifications if I had a whiny customer with specification-creep (or a creepy customer with specification-whine)."
      "We do resource allocation top-down even if we do programming bottom-up."
      "Sometimes they say, 'work with these people' even if you don't want them and are more efficient without them."
      "It's important to know enough UML to say, 'we could do that in UML' and then let them respond 'but let's not.'"
      "It's important to know enough Formal Methods to say, 'we could use Formal Methods' and then let them respond 'but let's not.'"
      	    6xELECTIVE_CHANGE_EMPLOYER
            1xREVIEW_PROGRESS A
	    2xREVIEW_PROGRESS B (final)
	    discuss C,D
      	    6xCHANGE_SALARY Dohler
	    "Looking at a list of software quality measures is like looking into a cruel mirror."
	    "Management made us build a cvs repository, but no one has checked in their code."
	    "The engineer says the software simulation is a good enough test; the program manager says he wants to see bits going into the hardware and bits coming out; who's right?  The program manager of course."
	    "When we go to software heaven, we're going to be turned away because of insufficient live testing."
	    "Our current managers speak government-ese -- they are worth every half million they make."
	    "I give my code a D for maintainability because I'm hoping you'll just rewrite it."
	    "I get an A for testability because I finish and distribute my code quickly -- there is actually time to test and there are users who test it."
	    "Sometimes the team is so big it's easiest to say half of you work on C and half of you work on D."
	    "The client always wants to talk just to the manager, so the team always has to find out what the client wants second-hand."
	    "I don't believe in software quality metrics, but I do believe in consensus opinion:  if everyone who tries to port your code complains, then your code is not portable."
			   February 2006
29 30 31  1  2  3  4
      3xHEAR_PROPOSAL C (10p specification with subcontractor)
      3xHEAR_PROPOSAL D (10p specification with subcontractor)
      2xAWARD_PROJECT C (managers only)
      2xAWARD_PROJECT D (managers only)
      6xCHANGE_SALARY Fialkowski, Thomas
      "You can expect the customer to be reasonable, sometimes."
      "For a more exploratory project, I'm willing to be less explicit about specifications."
      "As a reward for letting the specs have more freedom, I expect to see more impressive demos."
      "I'd rather have a sketch artist than a programmer at proposal time."
      "I don't want to see your working demo when I am working on specs."
      "When looking at a subcontractor budget, the customer doesn't like to see overhead upon overhead, and neither does the subcontractor!"
             OUT OF TOWN (SALARY CLOCK CONTINUES!)
 5  6  7  8  9 10 11
       OUT OF TOWN (SALARY CLOCK CONTINUES!)
	     2xREVIEW_PROGRESS C (first demo)
	     2xREVIEW_PROGRESS D (first demo)
	     HEAR_PROPOSAL E2 (any time from now until end of semester)
	     6xFORCED_CHANGE_EMPLOYER Dohler to Greiner, Lerner to Chen, Garg to Buchman
	     "I hope you lose someone crucial to your class project today so you learn how bad it is to lose good people in the real world."
	     "You should reuse the vision slide and the timeline slide each time."
	     "When specifications creep, you might say, 'we can do that... let's talk', then later show them a nice dollar figure."
	     "You can always say, 'I don't know, but I can find out.'"
	     "Don't panic -- if your people can solve the snafu, your team looks even better."
	     "If your people can't solve the problem, you can always demo after lunch."
	     "Use the ppt to sell the demo -- most customers don't actually know what they are seeing during a demo."
	     "If you have the demo in ppt, half the time you don't even need the live demo!"
	     "It's all about managing the customer's expectations."
	     "The customer wants to see that you have details but doesn't want you to waste time talking about them."
	     "To the customer, how big a problem is depends on how big you make it sound."
	     "During a progress review, the very best thing you can do is say that that things are on schedule and shut up."
	     "And if they are not on schedule, you need to say why not and when to expect what."
	     "If the schedule is designed so that only one group will continue, a team can be terminated even if it does everything right."
	     "You might delay your disclosure of a problem if you think you can fix it fast; but what if you are wrong?  And then there are ethics."
	     "If you discover a problem, start finding and presenting options."
12 13 14 15 16 17 18
       discuss I
       1xNEW_MANAGER (rand among subcontractors only) Blakely for Greiner
       wiki: Project_Management
       "The day you have a good manager is the day the jokes about project management stop being funny."
       "Management often entails making friends and enemies; may you always have more friends than enemies."
       "Promoting the wrong person is like sending the message:  'don't do the work.'" 
       "Today I played the role of customer, so I said nothing of value for your learning, and paradoxically, everything I said was invaluable to your projects."
	     2xREVIEW_PROGRESS C (second demo)
	     2xREVIEW_PROGRESS D (second demo)
	     1xEND_PROJECT C (1 continuing)
	     1xEND_PROJECT D (1 continuing)
	     "If I typeset it, I will test you on it."
	     "Turn off your cell in a movie theater and your screensaver in a presentation."
	     "Once again, Java disappoints."
	     "The Java approach seemed so good at specifications time."
	     "Distribute an executable or do a web app?  Everyone has a browser, right?"
	     "Small memory footprint isn't all there is to being lightweight, but it's most of it."
19 20 21 22 23 24 25
      loui ppts
      impromptu manager experience reports
      "I don't think anyone who calls himself a manager is going to know how to manage creative people."
      "For the next five years, your manager will not be as smart as you are, in any of the ways we mean smart, so you are going to be insulted."
      "Techies like you get promoted to management because you can see both sides."
      "The best way to deal with a rebel is to invite her to the management table."
      "Management looks a lot more competent when you can see what the management problems really are."
      "Shield is a good word -- great managers are great at shielding their people from management."
      "Good management has come to mean 'cutting out the fat,' but I don't believe what they have been cutting is fat."
      "If everybody is supposed to be doing the prescribed work, who is supposed to be doing the innovating?"
      "Sometimes the noble thing is to step aside and let the others do the work their way."
      "Let your co-workers know that at any time, if they want to take your approach, you would shoulder the bulk of the work."
      "You can only call a power-ten, two or three times in a row; there is no such thing as a power fifty."
      "I challenge Andrew to give me his best, right Andrew?  Andrew?"
      "I think all policy memos should start with the explanation, 'Because we are afraid of being sued.'"
      "I honestly believe our work is historic.  So it's not hard motivating people."
      "Abstract box and arrow diagrams are good because everyone thinks you are talking about THEIR problem."
      "Often times they like the 'money slide' because of a misunderstanding; it is not your responsibility to fix this misunderstanding!"
      "In Japan, you could feel all the young engineers cringe when you were about to voice disagreement with an older person."
      "That's no way to do engineering, to listen to the old guys all the time."
      "In Germany, they put us in a small, clean, white room for 5 days and told us to brainstorm.  We had to beg to get out."
      "Brainstorming is not polite turn-taking."
      "Sometimes two people have the floor and both are talking and not even hearing each other -- that's called brainstorming."
      "There's this famous Dilbert cartoon where one person objects, 'Don't use me to have your ideas.'  But that's how it happens."
      "You are lucky to be working in a field where not only are young people listened to, but their ideas are assumed to be better."
      "Go to a social science meeting looking like a young person and try to get your ideas heard."
      "They say that all those countries that beat our kids on international tests still come to us for new ideas."
      "These four-letter f-words go together:  You don't want to fail, so you crete a culture of fear by threatening to fire people, and eventually they say fyou.  
      "Reasons to terminate:  didn't play well, didn't play nicely, didn't play at all."  
      "Not a reason to terminate employees:  my management was poor, so you, the employees, have to suffer the consequences."
      "All the best leaders I've seen spend money on people, not hardware."
	     1xREVIEW_PROGRESS C (third demo, for continuation)
	     1xREVIEW_PROGRESS D (third demo, for continuation)
	     "I don't want to sound old, but I like it when I can to understand a line of code by looking at the page that line is on."
	     "I like code that fits in one file -- easy to distribute."
	     "I'm having trouble recalling all the software metrics; sounds like a good test question."
	     "Listing the functions is usually a good first step to outlining the code."
	     "No one in the room understood that slide, but it looks good, so you can get away with it."
	     "New manager jumping in trying to figure out what's going on?  Sounds like status quo."
	     "There ought to be an editor that grays out the old versions of functions kept around in the code."
	     "Imagine you have to read the code and you just learned the language -- now you're ready to write comments."
	     "Whose code would you rather maintain?  There is no right answer.  But the vote was still 3:1."
	     "Wow, all those lines for the AJAX wrappers.  Aren't they just one line iframe swaps in javascript?"
	     "OK, I just tried to do it in raw javascript.  Maybe I was hasty in judging those wrappers."
	     "If you use the right tool, the code is often surprisingly short."
	     "You can maintain 244 lines of php script, or 2000 lines of php objects.  Your choice.  Sometimes I might choose the latter."
26 27 28  1  2  3  4
       5+p white paper CFP for I
       "I'm zoning out thinking, could I give $ to this guy?  Could I work with him?"
       "I'm less worried by the presentation of the slides and more worried about whether this guy can solve my problem."
       "One group had thought about the details.  That says a lot about that group."
       "Always be ready to give your sales pitch."
       "Your turn in the agenda is actually your rare opportunity to sell your vision."
	     MANAGERS ONLY
             feedback from 5+p white papers I
	     "It was basically a toss-up, but they had more details than you."
	     "Actually none of these proposals could be funded looking like this.  (Why not?)"
	     "It's a victory to get a small part of a project if it's the small part you want."
	     "Yes, 80% (1.8) is a ridiculous overhead."
	     "You think she gets to be DW?  You think she deserves that much power?"
			   March 2006
 5  6  7  8  9 10 11
       10-15pp specs for I
	     Dohler ONLY
12  SPRING BREAK  18
       "Some managers seem to think they are never wrong.  What is the probability that they are right?"
19 20 21 22 23 24 25
       "I forgot to acknowledge the people component; we are all in a bit of shock to be back from vacation."
       "It's ok to feel tired today -- in spirit, I was on that plane too."
       "I'm going to ask you to impromptu.  It's not fair, but it happens a lot and you should be OK with it."
       "I'm asking you to take time to discuss something and neither of us knows quite what that something is.  But that's not unusual."
       "Of course we don't have the time to review all the details, and I have to respect his expertise.  So once I feel he's on track and can solve my problems, my objective is to get him to stop talking."
       "On Friday, you'll owe me two reports.  Don't let it get to three."
       "If your partnering team creates exactly the report you need, and you agree with it, there's nothing wrong with putting your letterhead on it, acknowledging them, and passing it up."
       "They had four or five potential clients -- only the biggest corporations in the telecom industry.  And they still thought they were in the generic software business, not the custom software business."
       "I'm supposed to say that errors early in the design have big consequences downstream.  But I don't think that's always true if you use the right tools."
       "Sure we think about safety and security challenges, but the delivery challenge always seems to dominate."
       "Exigencies of business drive the delivery schedules.  That's the nature of the work."
       "Delivery schedules are why testing is the way it is."
       "JAVA and OO attempt to build in the correctness, but then you always have problems with delivery."
       "Insufficient testing is the main reason why software systems fail."
       "I'm supposed to mention air traffic control software.  But you know about bad software -- don't you think about it every time you board a plane?"
       "I always want to know what the engineer decided was going to happen as a failsafe when the drive-by-wire fails."
       "I carry a 16oz. hammer under my seat for when the electric windows fail."
       "I'm always looking for the manual seat adjustment because I buy cars after their electric adjusters have burned out."
       "They called it sofware engineering because they were afraid it would be called software art, or software authorship.  But that's a lot of what it is."
       "If we had an industrial engineering department, a lot of this would make more sense."
       "How do you go into a 7th edition on software engineering?  The platforms and languages and problems change, so you'd think so does the advice."
       "Software people tend to be some of the worst at lifelong learning."
       "We paid for that conference room by retraining old Cobol programmers in the graduate program."
       "Then I realized that this unintellectual lawyer learns something new every day, and I hadn't learned a thing in years."
            30 min CVS (Brown)
            30 min World v1 (Ching)
            30 min Issues (Freiman)
            10 min Quality (Chaudhary)
            10 min Test 1 plans (Brown)
	    personnel moves:  

26 27 28 29 30 31  1
       45 min lecture on safety
       test1: collision results (Brown)
       crit1 (Chaudhary)
       "One of the very best reasons to develop software by method is to CYA."
       "One of the reasons I am going to spend the next two weeks obsessed with safety is to CMA, so no one can say I didn't pay attention to safety."
       "So I'm looking at the name of this company in St. Louis that had the software error that killed these people and I'm thinking, did any of our students work there?"
       "Can you imagine being in that room with a thousand fellow programmers and having your bad code shown on the big screen?"
       "Just having good intentions does not make safer code."
       "That's why Cytron likes Java -- he has good intentions."
       "I attack Cytron a lot, but you know where I have ultimate respect for him?  He's a great parent.  He looked at that swimming pool and said he's taking it out -- it's just not worth the risk.  I said, build a fence.  He said that wasn't a good enough guarantee.  I think that's great parenting."
       "It's not just traffic control and NASA.  It's your code and my code too, when we aren't looking.  Simple stuff, like my cgi sites that someone might link to.  They just crushed all my scripts by upgrading the regexp engine, so /=/ has to be /\=/.  Anyone linking to my code is now broken."
       "The person who wrote 'sort' did not do it to improve the safety of my programs.  But it's one of the main reasons my programs work.  Because everyone uses that sort program and it has been properly tested."
       "I hate when they try to upgrade things like grep and sort."
       "Errors can happen for no good reason -- just because time passes."
       "Errors sometimes happen just because you are getting old."
       "People like to quote number of errors per keystroke or per line of code.  Simple fact is that there are going to be errors:  plan for them."
       "It's not helpful to aggregate all kinds of engineering errors -- some are from ambitious delivery schedules, some are from poor discipline, some are just performance issues."
       "Software is all over the place.  Would you start studying all the disasters due to the improper use of the English language?"
       "All this doom and gloom so SE consultants can charge you to look at their ppt's."
       "I do find it helpful to think of buffer overruns like the Corvette gas tank.  You just don't want to be putting that all over the road."
       "So maybe GOTO's are like carburetors.  We just don't use them anymore because we got tired of engine fires."
       "Saying bridge building is more advanced than software construction is unfair -- they've only recently had to worry about environmental impact, crack repair after small earthquakes, and terrorist threats."
       "Of course, it's easier to check whether the bridge meets specs at delivery time.  Still, those first 100,000 people on opening day on Brooklyn Bridge in the 30's are pretty brave."
       "v2.2 is always the program to buy."
       "They say a good contract lawyer is always trying to anticipate new scenarios -- that's what we need for testing-harness design."
       "Hey software dinosaurs, the lawsuits are coming."
       "I do believe in thinking a lot about our own mistakes and disciplining ourselves not to make them."
       "This guy I know says, 'Discipline is freedom.'  Most freewheeling programmers learned good practices and discipline when they were young."
       "I'm not going to insult you and tell you to 'use variable names that make sense.'  You know good practices because you were well taught.  That's why we didn't use perl in CS1."
       "You care more about your college projects, even in this course, than you will in three years when you are 9-to-5 and want to be home with your family."
       "That's why I want you to imagine it's your family on that airplane.  How do you feel now about the GPS interference?"
       "What are your error tendencies?  What tends to cause your software mistakes?"

	     How about class $ becomes auction $ for artwork?
             5 min auction Lerner, Moceri/Thomas bid/steal
	     handout TechReview Why Software is So Bad?
	     circulate Sommerville Software Engineering text
	     15 min handout NDA1, NDA2, NDA3, NDA4 etc.
	     handout specs from real govt project
	     handout formal methods example
	     handout UML example
	     5 min CFP S for Sommerville diagrams (1 indiv)
	     5 min CFP I3-1-specs,-code world for ONR (1 indiv)
	     20 min return to my ppt
	     10 min World v2 release (Ching)
	     30 min Agents v1 release (Dohler)
	     --------
	     30 min Progress voluntary (Moceri/Thomas)

			   April 2006
 2  3  4  5  6  7  8
       CFP T error introspection for 4/11 (6 indivs)
       CFP I3-2 6-part soccer sim for 4/18 (top 3)
       NO CFP K port of Halley/Greiner or port of Chen/Buchman for 4/25 (top 3)
       NDA game  (Chaudhary owes Frieman $5k, Brown owes Brenner $5k, value indiv agreements)
       Freiman -> DeRusha 1300, Hong 1100, Greiner 1000
       depose Brenner -> Blakely
       depose Dohler -> Vacek
       depose Ching -> Fialkowski (Ching gets $1506)
       merge Chaudhary-under-Brown
       6xCHANGE_SALARY
       early voluntary report on gui (Brenner)
       test2 prospects (Dohler)
       test2 prospects (Moceri)
	     test2: wedge (Brown)
	     test2: collision+gui (Moceri)
	     review of project documents (Freiman)
             CFP writing of project I specs in EPRI form for 4/25 (top 3) 
	     http://mydocs.epri.com/docs/SDRWeb/processguide/swurr2.html#SoftwareLifeCycleManagement
	     NO CFP for certifying v1 for wider use (top 3)
	     SE conference papers
 9 10 11 12 13 14 15
       PROJECT I-1-specs competition documents due (NRL version of simulator/code)
       PROJECT I-1-code competition due (NRL version of simulator/code)
       SE text diagrams (Hong)
       depose Freiman -> Hong
       depose Moceri -> Thomas or Lerner
	     test3: reverse+gui (Moceri)
	     test3: reverse+gui (Brown)
	     PROJECT T Error introspection due
16 17 18 19 20 21 22
       swap Vacek/Crowley (possibly radically recomposed group)
       PROJECT I-3 soccer sim specs due
       discussed three papers from icse 05
	     final demo with boeing visitors
	     lsim demo
23 24 25 26 27 28 29
       PROJECT I-4 EPRI form project due
       gamble formal methods example
       moin documentation of project example
       final results and discussion of game
       peer grading
            LAST CLASS
	    PEER GRADES DUE (1-10, 10 best, for each employee you've had, each manager you've had, and each co-worker you've had;
	    separate numbers for same person in different roles, e.g., dohler as manager, dohler as peer, dohler as worker) 
	    BY EMAIL
	    (do not give any two people in the same role equal values; i.e., dohler can get 8 as worker and as peer, but
	    no other peer can get 8; use only integers 1-10)
	    QUIZ ON PPT MATERIAL (15%)
   May 2006
 30 1  2  3  4  5  6
    LAST DAY
 7  8  9 10 11 12 13
	       GRADES DUE AT NOON
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