information technology project management...some terminologies in project management organizational...

Information Technology ProjectManagement

Information Technology ProjectManagement

Copyright 2012 John Wiley & Sons, Inc.6-1

Estimating Techniques -Software Engineering Approaches

Lines of Code (LOC) Function Points COCOMO Heuristics

Software engineering techniques focus on estimating the size ofthe system to be developed


Determinants of Estimating the Largest Deliverable ofthe Project – The Application System


Function Point Analysis Allan Albrecht, IBM – 1979 Synthetic metric Independent of the Technology IFPUG standards (www.ifpug.org) 5 Primary Elements Inputs Outputs Inquiries Logical Files Interfaces

Allan Albrecht, IBM – 1979 Synthetic metric Independent of the Technology IFPUG standards (www.ifpug.org) 5 Primary Elements Inputs Outputs Inquiries Logical Files Interfaces


The Application Boundary for FunctionPoint Analysis


Complexity

Low Average High Total

InternalLogical Files

(ILF)_3 x 7 = 21 _2 x 10 = 20 _1 x 15 = 15 56

ExternalInterface

Files (EIF)__ x 5 = __ _2 x 7 = 14 __ x 10 = __ 14

ExternalInput (EI)

_3 x 3 = 9 _5 x 4 = 20 _4 x 6 = 24 53ExternalInput (EI)

_3 x 3 = 9 _5 x 4 = 20 _4 x 6 = 24 53

ExternalOutput (EO)

_4 x 4 = 16 _2 x 5 = 10 _1 x 7 = 7 33

ExternalInquiry (EQ)

_2 x 3 = 6 _5 x 4 = 20 _3 x 6 = 18 44

Total Unadjusted Function Points (UAF) 200


General System Characteristic Degree of Influence

Data Communications 3

Distributed Data Processing 2

Performance 4

Heavily Used Configuration 3

Transaction Rate 3

On-line Data Entry 4

End User Efficiency 4

Online Update 3

Complex Processing 3

Reusability 2

Installation Ease 3

Operational Ease 3

Multiple Sites 1

Facilitate Change 2

Total Degrees of Influence 40

Value Adjustment Factor VAF = (TDI * 0.01) + .65 VAF = (40 * .01) + .65 = 1.05

Total Adjusted Function Points = FP = UAF * VAF FP = 200 * 1.05 = 210


Language Average Source LOC perFunction Pont

Average Source LOC for a210 FP Application

Access 38 7,980

Basic 107 22,470

C 128 26,880

C++ 53 11,130

COBOL 107 22,470

Delphi 29 6,090

Java 53 11,130

MachineLanguage

640 134,440

Visual Basic 5 29 6,090

Source: http://www.spr.com/library/0langtbl.htm


COCOMO COnstructive COst MOdel Developed by Barry Boehm, Has been extended to COCOMO II http://sunset.usc.edu/csse/research/COCOMOII/cocomo

_main.html

COnstructive COst MOdel Developed by Barry Boehm, Has been extended to COCOMO II http://sunset.usc.edu/csse/research/COCOMOII/cocomo

_main.html


COCOMO Models (Effort) Organic – Routine Person Months = 2.4 * KDSI1.05

Embedded – Challenging Person Months = 3.6 * KDSI1.20

Semi-Detached – Middle Person Months = 3.0 * KDSI1.12

Organic – Routine Person Months = 2.4 * KDSI1.05

Embedded – Challenging Person Months = 3.6 * KDSI1.20

Semi-Detached – Middle Person Months = 3.0 * KDSI1.12


COCOMO – Effort Example Semi-Detached

10,600 Java LOC = 200 FP * 53

Person Months = 3.0 * KDSI1.12

= 3.0 * (10.6) 1.12

= 42.21

Semi-Detached

10,600 Java LOC = 200 FP * 53

Person Months = 3.0 * KDSI1.12

= 3.0 * (10.6) 1.12

= 42.21


COCOMO Models (Duration) Organic Duration = 2.5 * Effort0.38

Semi-Detached Duration = 2.5 * Effort0.35

Embedded Duration = 2.5 * Effort0.32

Organic Duration = 2.5 * Effort0.38

Semi-Detached Duration = 2.5 * Effort0.35

Embedded Duration = 2.5 * Effort0.32


COCOMO Duration ExampleDuration = 2.5 * Effort0.35

= 2.5 *(42.21)0.35

= 9.26 months

People Required = Effort / Duration= 42.21 / 9.26= 4.55

Duration = 2.5 * Effort0.35

= 2.5 *(42.21)0.35

= 9.26 months

People Required = Effort / Duration= 42.21 / 9.26= 4.55


Heuristics (Rules of Thumb)

When scheduling a software task:

1/3 – Planning1/6 – Coding1/4 – Component test and early system test1/4 – System test, all components in hand

When scheduling a software task:

1/3 – Planning1/6 – Coding1/4 – Component test and early system test1/4 – System test, all components in hand


The seeds of major software disasters are usuallysown in the first three months of commencing thesoftware project. Hasty scheduling, irrationalcommitments, unprofessional estimating techniques,and carelessness of the project managementfunction are the factors that tend to introduceterminal problems. Once a project blindlylurches forward toward an impossibledelivery date, the rest of the disaster willoccur almost inevitably.

The seeds of major software disasters are usuallysown in the first three months of commencing thesoftware project. Hasty scheduling, irrationalcommitments, unprofessional estimating techniques,and carelessness of the project managementfunction are the factors that tend to introduceterminal problems. Once a project blindlylurches forward toward an impossibledelivery date, the rest of the disaster willoccur almost inevitably.

T. Capers Jones, 1988 Page 120


Brooks’ Law

Adding manpower to a late softwareproject makes it later.Adding manpower to a late softwareproject makes it later.


The Man Month

People PeopleTime versus number of workersperfectly partitionable task – i.e.,No communication among theme.g., reaping wheat.

When a task that cannot be partitionedbecause of sequential constraints, theapplication of more effort has noeffect on the schedule.


Adding People

Increases the total effortnecessary The work & disruption of

repartitioning Training new people Added intercommunication

Increases the total effortnecessary The work & disruption of

repartitioning Training new people Added intercommunication


What can cause inaccurate estimates?

Scope changes Overlooked tasks Poor developer-user

communication Poor understanding

of project goals Insufficient analysis

No (or poor)methodology

Changes in team Red tape Lack of project control Not identifying or

understanding impact ofrisks

Scope changes Overlooked tasks Poor developer-user

communication Poor understanding

of project goals Insufficient analysis

No (or poor)methodology

Changes in team Red tape Lack of project control Not identifying or

understanding impact ofrisks


Other Factors to Consider When Estimating Rate at which requirements may change Experience & capabilities of project team Process or methods used in development Specific activities to be performed Programming languages or development tools to be used Probable number of bugs or defects & removal methods Environment or ergonomics of work space Geographic separation of team across locations Schedule pressure placed on the team

Rate at which requirements may change Experience & capabilities of project team Process or methods used in development Specific activities to be performed Programming languages or development tools to be used Probable number of bugs or defects & removal methods Environment or ergonomics of work space Geographic separation of team across locations Schedule pressure placed on the team


How can estimates be improved?

Experience! Lessons learned Best Practices

Revision Monitor Focus on deliverables Control

Experience! Lessons learned Best Practices

Revision Monitor Focus on deliverables Control


Some Terminologies in ProjectManagement Organizational Process Assets Plans, processes, policies procedures, and knowledge bases

specific to and used by the performing organization Throughout the project, the project team members may

update and add to the organizational process assets asnecessary

Organizational Process Assets Plans, processes, policies procedures, and knowledge bases

specific to and used by the performing organization Throughout the project, the project team members may

update and add to the organizational process assets asnecessary

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Corporate Knowledge Base Organizational knowledge base for storing and retrieving

information, includes: Configuration management knowledge base containing the

versions and baselines of all performing organization standards,policies and procedures and any project documents

Historical information and lesson learned knowledge base Financial information containing information such as labor

hours, incurred costs, budgets, and any project cost overruns Process measurement databases used to collect and make

available measurement data on processes and products Project files from previous projects

Organizational knowledge base for storing and retrievinginformation, includes: Configuration management knowledge base containing the

versions and baselines of all performing organization standards,policies and procedures and any project documents

Historical information and lesson learned knowledge base Financial information containing information such as labor

hours, incurred costs, budgets, and any project cost overruns Process measurement databases used to collect and make

available measurement data on processes and products Project files from previous projects

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Enterprise Environmental Factors Conditions, not under the control of project team, that

influence, constrain, or direct the project Organization culture, structure, and governance Geographic distribution of facilities and resources Government or industry standards Infrastructure Existing human resources Personnel administration Stakeholder risk tolerance Political climate Project management information system

Conditions, not under the control of project team, thatinfluence, constrain, or direct the project Organization culture, structure, and governance Geographic distribution of facilities and resources Government or industry standards Infrastructure Existing human resources Personnel administration Stakeholder risk tolerance Political climate Project management information system

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Cost and Staffing Levels

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Risk and Uncertainty and Cost ofChanges

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Predictive Life Cycle Project scope, the time and cost to deliver that scope are

determined as early in the project life cycle as practicallypossible

Example:

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Iterative and Incremental Life Cycle Project phases intentionally repeat one or more project

activities as the project team’s understanding of theproduct increases.

Iterations develop the product through a series ofrepeated cycles.

Increments successively add the functionality of theproduct

At the end of each of iteration, a deliverable of a set ofdeliverables will be completed.

Project phases intentionally repeat one or more projectactivities as the project team’s understanding of theproduct increases.

Iterations develop the product through a series ofrepeated cycles.

Increments successively add the functionality of theproduct

At the end of each of iteration, a deliverable of a set ofdeliverables will be completed.

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Adaptive Life Cycle (change driven oragile methods) Intended to respond to high levels of change and ongoing

stakeholder involvement. Adaptive method are also iterative and incremental but

differ in that iterations are very rapidly (with a durationof 2 or 4 weeks) and are fixed in time and cost.

Generally preferred when dealing with a rapidly changingenvironment, when requirement and scope are difficult todefine in advance, and when it is possible to define smallincremental improvements that will deliver value tostakeholder.

Intended to respond to high levels of change and ongoingstakeholder involvement.

Adaptive method are also iterative and incremental butdiffer in that iterations are very rapidly (with a durationof 2 or 4 weeks) and are fixed in time and cost.

Generally preferred when dealing with a rapidly changingenvironment, when requirement and scope are difficult todefine in advance, and when it is possible to define smallincremental improvements that will deliver value tostakeholder.

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Project Integration Management Processes and activities to identify, define, combine, unify,

and coordinate the various processes and projectmanagement activities.

Processes:

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4.1 Develop Project Charter

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4.2 Develop Project Management Plan

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4.3 Direct and Manage Project Work

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4.4 Monitor and Control Project Work

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4.5 Perform Integrated Change Control

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4.6 Close Project or Phase

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