Chap 9

2 types of planning: 1 during entire process and 1 right after spec WF

End of analysis WF is the earliest point at which accurate cost/time
estimation can be made
Sometimes you need to come up w this info for a bid (literally only 1-2 hour
meeting to prep)

Two types of cost:

o Internal: cost to the developers to make (salaries, support, hardware,
software + overhead costs such as utilities and upper management)
o External: cost the client will pay (usually internal cost + profit, but this
can change depending on if theyre desperate for work, if its a bid,
etc)
Time duration hard bc human factor, 28 to 1 diff. Also cant guarantee
absence of resignations.

Product metrics

Size: LOC and thousand delivered source instructions (KDSI). FP also used
o LOC probs:
Code lines are small part of product. Requs, analysis, design ,
implementation and testing cant rly be measured by LOC
LOC changes depending on programming language
How to count lines? Do comments and deffs count? Count
reused stuff? Higher lines of code != better product. Not all of it
is delivered some of it are tools
Cant be counted until after the product is created: so cant use
as an estimation metric. Also unreliable cost estimate.
o Cost estimations: FFP metric is for med-scale (files, flows, processes).
Size, S=Fi+Fl+Pr
Cost, C=dxS
Productivity/efficiency, d, is a constant that varies.
Determined by least-squares to fit to previous data in the
organization.
Can be determined before project is coded

Function points (METRIC FOR SIZE), FP=(4xinput)+(5xoutput)

+(4xinquiries)+(10xmaster files)+(7xinterfaces)
Inp, outp, inq, maf and inf need to be classified as simple,
average or complex, and are assigned a number of FPs
based on lvl. Eqn above uses average. This yields to
unadjusted function points UFP

Technical complexity factor, TCF, is the effect of 14 tech

factors. Rate to value from 0-5. Multiply by factor and sum
to give degree of influence DI.
o Tcf=0.65+0.01xDI
o FP=UFPxTCF
Better bc only had around 200% errors instead of 800%
for KDSI.
BOTH DONT MEASURE COST OF MAINTENANCE.

Techniques for cost estimation

Includes personnel skill lvl and familiarity w area, complexity, size, hardware,
availability of CASE tools. Deadline effect: time constraints increase personmonth effect. Shorter the deadline = the greater the cost.
o Expert judgment by analogy: number of experts consulted. They
compare w their previous similar products. Note similarities/diffs, an
example below:
-15% time/effort bc they assume organization is familiar with the
type of product to be developed.
+ time and effort by 25% bc sftwr is more complex.
+time by 15% and +effort by 20% because language they will
be using is new to the team.
Gives a total of +25% time and +30% effort for this project. If
prev project took 12 months and 100 person-months, target
project will take 15 months and 130 person-months.
Two other experts do the same. Reconcile results via dephi
technique: distribute results to all experts and let them make
second estimate. No meetings.

Issue is how do you get these percentages? They are all

guesses. Experts can be biased.
Bottom-up approach
Break into smaller components. Estimate for cost separately.
This makes it quicker
More detailed
Weakness: product is much more than a sum of its components
Algorithmic cost estimation models
Use FP or FFP metric as input to determine product cost.
Superior to expert opinion bc not biased. However estimates are
only as good as underlying assumptions.
o COCOMO: series of 3 models. 2 stages: rough
estimation of dev effort. Based on lenfth of prod in
KDSI and dev mode (lvl of difficulty: organic,
semidetached, embedded stand for easy, medium
and complex). Compute nominal effort
o Nominal effort = 3.2X(KDSI)^b person-months (for
organic mode)
o b= 1.05 (organic), b=1.12 (semidetached),
b=1.20 (embedded)
o Multiply nominal effort by 15 sftwr dev effort
multipliers:
o

o
o

Around 68% of the time, values are accurate within

20%.
Most important input = LOC. Issue bc if we
incorrectly estimate this, all other estimations will
be incorrect.

COCOMO II incorporates client-server/obj-oriented

aspects.
More complex
Consists of 3 models: application
composition model (based on object points,
and when we have minimal info on project),
early design model (FP), post-architecture
model (when you have max info, using KDSI).
Output of all 3 = range of the estimates.
If effort estimate is E, then ranges are:
App composition model range =
(0.5*E,2E)
Post-arch range = (0.8*E,1.25E) lass
Effort = a x (size)^b. a,b are constants.
Instead of sticking to the 3 values from
COCOMO I, it ranges between 1.01-1.26.
There are now 17 multipliers instead of 15.

Tracking duration/cost estimates

Deviating from initial plan marks possible issues: either size was
underestimated, or team was overestimated. Deviations could be caused by
poor predicting metrics.
Need to track throughout to take action in order to minimize effects.

Components of sftwr project management plan

Work to be done
Resources to do it
Money to pay for it
Rayleigh distribution gives Rc, Resrouce Consumption:
where k is constant of time at which

o
consumption peaks

o
o

Project function: work that continues through project and doesnt relate
to specific QF of software dev. Ie. Project management and quality
control.
Activity: major unit of work with beginning and end dates. Is
compromised by a set of tasks (the smallest unit).
Milestone: date on which work is due
Needs to be reviewed by team members/client/management
and is considered completed once passed.
Becomes baseline and needs to be formerly changed if needed
Work package: work product + staff requ + duration+resources+etc

Sfwr project management plan framework- according to IEEE

Planned by many individuals

To be used for all types of software, supports proj improvement
Framework:


Planning testing

Need to include resources for testing, and must plan for what kind of testing
is to be done
Keep a detailed list of faults
Black box testing: at end of analysis WF

Planning o-o projects

Easier because classes are independent.

Better cost/duration estimates easier and more accurate
COCOMO II is an example
Reuse fucks everything up: making reusable parts can take up to 3X longer,
but reduces time when actually reused.

Training requirements

Most ppl think you have to train ppl after the product is devd: wrong.
In-house training is easiest and least distruptive

Docu stds

Standards needed for doc

CASE TOOLS: excel, word, scheduling tool, etc

Quiz 1