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More than 30 years ago economists, investors, and security analysts began to look beyond traditional nancial accounting statements to simplify the reasoning behind their valuation of a corporation s stock price. The analysts began considering how they might determine a value for an enterprise as simply as they would value a child s lemonade stand. They disregarded all accrual accounting and judged whether the amount of money in the lemonade stand s cash-box register was increasing or decreasing. They focused on cash ow, not accrual accounting and the CFO s manipulations of reserve balances. In 1961, Nobel Prize-winning economists Merton Miller and Franco Modigliani published an article that has been basic reading in business schools ever since.12 They suggested that all the accrual accounting and adjustments the accountants use for external nancial reporting are basically a smoke screen. They introduced and advanced the concept that shareholder value was a function of two net cash ow streams the rst from existing assets, re ected in the -

14. Our concrete reactor implementation uses select() as its synchronous event demultiplexer and the Demux_Table class as its demultiplexing

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role in ADP 9 10 security 91 92 Portability 171 Practice-by-practice implementation 37 38 Practices automation 34 35 code construction level 28 29 con guring infrastructure for 76 customized 9,20, 29 30, 45 46, 110 112, 242 deployment and transition 301 309 enforcement 34 35 general 9, 20, 28 29 granularity levels 28 29 introduced 9 measurement 31 organization level 28 outsourcing 312 321 requirements 87 105 role in ADP 9, 20 SOA 369 389 standardization across team 44 46 tracking 32 Web services 369 389 Preventive action plan 21, 44, 111 112 Principles, of ADP 8 9, 19 48 Problem tracking system 27, 55, 104 about 69 as idea repository 78 79 group culture 277 measurements of data 277 policy for 273 278 role of 71 tracking of data 277 Process and software development plan 55 56 capability 47, 289 control trends 288 stabilization 288 289 variations 288 Process improvement ADP impact on 6 7, 11 from defect prevention 25 Process models Agile 12, 13, 358 359 and defect prevention 11 architecture- rst 12

Value1 = Close of 10 Ago ;

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One of the most ambiguous terms in these discussions about business and government is value. Everybody wants value in return for whatever they exchanged to get value. We can have endless philosophical debates about the de nition of value. The ancient Greek philosophers have already put a lot of time into that. The much more interesting question for the 21st century is, Whose value is more important In the supply chain there are three groups who believe they are entitled to value: customers, shareholders, and employees. Are they rivals Is there an Adam Smith-like invisible hand controlling checks and balances to maintain an economic equilibrium so that each group gets its fair share After the expected cost savings from a project are realized in part or whole, how will the nancial savings be divided among these groups Figure P4.2 illustrates the interplay among the three groups. Customers conclude that they received value if the bene ts or pleasure they received from a product or service exceeds what they paid for it. At the opposite end of the gure are the owners, shareholders, and lenders. They also have entitlement to value. As investors, if their investment return is less than the economic return that they could have received from equally or less risky investments, then they are disappointed; they would feel they got less value. The weighing scale in Figure P4.2 indicates that there is a trade-off between

This case study shows that substantive conclusions may be dependent on the software used to do an analysis. Ironically, in this case, if the original author had performed his analysis on the most recent version of the computing platform he chose, he would have failed to discover an interesting result. We cannot say how extensive this problem is in the social sciences because we cannot replicate all research. If benchmarking serves as a guide, we are reasonably con dent that most simple analysis, using procedures such as descriptive statistics, regression, ANOVA, and noncomplicated nonlinear problems, is reliable, while more complex analysis may be require the use of computational algorithms that are unreliable. We have chosen this particular case study because the complexity of its functional form may tax statistical software. As one researcher con ded, a lesson may be to keep implementing a model on different software until one gets the answer one wants. Of course, the correct answer should be the one desired. Evidence of implementation dependence is an indicator of numeric inaccuracies and should be investigated fully by researchers who uncover them.

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