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Project Estimation
Project Estimation
Project Estimation
Outline:
Estimation overview Cocomo: concepts, process and tool. Detailed schedule/planning terminology and processes Planning Tools (MS Project)
Estimation
The single most important task of a project: setting realistic expectations. Unrealistic expectations based on inaccurate estimates are the single largest cause of software failure.
Futrell, Shafer and Shafer, Quality Software Project Management
The Problems
Predicting software cost Predicting software schedule Controlling software risk Managing/tracking project as it progresses
Nature of Estimates
Man Months (or Person Months), defined as 152 man-hours of direct-charged labor Schedule in months (requirements complete to acceptance) Well-managed program
Expert judgment
One or more experts in both software development and the application domain use their experience to predict software costs. Process iterates until some consensus is reached. Advantages: Relatively cheap estimation method. Can be accurate if experts have direct experience of similar systems Disadvantages: Very inaccurate if there are no experts!
Estimation by analogy
The cost of a project is computed by comparing the project to a similar project in the same application domain Advantages: May be accurate if project data available and people/tools the same Disadvantages: Impossible if no comparable project has been tackled. Needs systematically maintained cost database
Parkinson's Law
The project costs whatever resources are available Advantages: No overspend Disadvantages: System is usually unfinished
Bottom-up
Start at the component level and estimate the effort required for each component. Add these efforts to reach a final estimate.
Top-down estimation
Usable without knowledge of the system architecture and the components that might be part of the system. Takes into account costs such as integration, configuration management and documentation. Can underestimate the cost of solving difficult low-level technical problems.
Bottom-up estimation
Usable when the architecture of the system is known and components identified. This can be an accurate method if the system has been designed in detail. It may underestimate the costs of system level activities such as integration and documentation.
Estimation methods
Each method has strengths and weaknesses. Estimation should be based on several methods. If these do not return approximately the same result, then you have insufficient information available to make an estimate. Some action should be taken to find out more in order to make more accurate estimates. Pricing to win is sometimes the only applicable method.
Pricing to win
This approach may seem unethical and unbusinesslike. However, when detailed information is lacking it may be the only appropriate strategy. The project cost is agreed on the basis of an outline proposal and the development is constrained by that cost. A detailed specification may be negotiated or an evolutionary approach used for system development.
Software productivity
A measure of the rate at which individual engineers involved in software development produce software and associated documentation. Not quality-oriented although quality assurance is a factor in productivity assessment. Essentially, we want to measure useful functionality produced per time unit.
Productivity measures
Size related measures based on some output from the software process. This may be lines of delivered source code, object code instructions, etc. Function-related measures based on an estimate of the functionality of the delivered software. Function-points are the best known of this type of measure.
Measurement problems
Estimating the size of the measure (e.g. how many function points). Estimating the total number of programmer months that have elapsed. Estimating contractor productivity (e.g. documentation team) and incorporating this estimate in overall estimate.
Lines of code
What's a line of code?
The measure was first proposed when programs were typed on cards with one line per card; How does this correspond to statements as in Java which can span several lines or where there can be several statements on one line.
What programs should be counted as part of the system? This model assumes that there is a linear relationship between system size and volume of documentation. A key thing to understand about early estimates is that the uncertainty is more important than the initial line dont see one estimate, seek justifiable bounds.
Productivity comparisons
The lower level the language, the more productive the programmer
The same functionality takes more code to implement in a lower-level language than in a highlevel language.
COCOMO
COCOMO (CONSTRUCTIVE COST MODEL) -First published by Dr. Barry Boehm, 1981 Interactive cost estimation software package that models the cost, effort and schedule for a new software development activity.
Can be used on new systems or upgrades
Derived from statistical regression of data from a base of 63 past projects (2000 - 512,000 DSIs)
Productivity Levels
Tends to be constant for a given programming shop developing a specific product. ~100 SLOC/MM for life-critical code ~320 SLOC/MM for US Government quality code ~1000 SLOC/MM for commercial code
2000 SLOC 5
8000 SLOC 21
8
32000 SLOC 91
14
2.7
376
6.5
352
16
327
Input Data
Delivered K source lines of code(KSLOC) Various scale factors:
Experience Process maturity Required reliability Complexity Developmental constraints
COCOMO
Uses Basic Effort Equation
Effort=A(size)exponent
Effort=EAF*A(size)exponent Estimate man-months (MM) of effort to complete S/W project 1 MM = 152 hours of development
Size estimation defined in terms of Source lines of code delivered in the final product
15 cost drivers (personal, computer, and project attributes)
COCOMO Modes
Organic Mode
Developed in familiar, stable environment Product similar to previously developed product <50,000 DSIs (ex: accounting system)
Semidetached Mode
somewhere between Organic and Embedded
Embedded Mode
new product requiring a great deal of innovation inflexible constraints and interface requirements (ex: real-time systems)
COCOMO Models
Basic Model
Used for early rough, estimates of project cost, performance, and schedule Accuracy: within a factor of 2 of actuals 60% of time
Intermediate Model
Uses Effort Adjustment Factor (EAF) fm 15 cost drivers Doesnt account for 10 - 20 % of cost (trng, maint, TAD, etc) Accuracy: within 20% of actuals 68% of time
Detailed Model
Uses different Effort Multipliers for each phase of project (everybody uses intermediate model)
Size = 1000s Source Lines of Code (KSLOC) Exponent is constant given mode
organic = 1.05 semi = 1.12 embedded = 1.20
Counting KSLOC
If using Work Breakdown Structure (WBS) in scheduling, estimate KSLOC per task. Note not all tasks have KSLOC.
Remember COCOMO is strict development effort not management, reporting or user support. COCOMO Does NOT include defining the Requirements/Specification!
Intermediate COCOMO
Takes basic COCOMO as starting point Identifies personnel, product, computer and project attributes which affect cost and development time. Multiplies basic cost by attribute multipliers which may increase or decrease costs
Attributes
Personnel attributes Analyst capability Virtual machine experience Programmer capability Programming language experience Application experience Product attributes Reliability requirement Database size Product complexity
More Attributes
Computer attributes Execution time constraints Storage constraints Virtual machine volatility Computer turnaround time Project attributes Modern programming practices Software tools Required development schedule
Size = 1000s Delivered Source Instruction (KDSI) Exponent is constant given mode
Reliability Database Size Complexity Required Reusability Documentation Execution Time Constant Main Storage Constraint Platform Volatility Analyst Capability
Programmer Capability Applications Experience Platform Experience Language and Tool Experience Personnel Continuity Use of Software Tools Multisite Development Required Schedule
Example COCOMO
TURN and TOOL Adjustments
VH
1.00
1.15
1.23
1.3
1.24
1.10
1.00
Total cost = 45 * 1.24 * 1.15 * $7000 = $449, 190 Cost saving = $83, 000
Tool Demonstration
(web based version)
http://sunset.usc.edu/research/COCOMOII/expert_cocomo/expert_cocomo2000.html http://sunset.usc.edu/research/COCOMOII/expert_cocomo/expert_cocomo2000.html Its Free and easy to use. So Use it! You can also get a standalone win32 version
TAMU COCOMO is an on-line version of COCOMO from Texas A&M University. Agile COCOMO - The Center continues to do research on Agile COCOMO II a cost
estimation tool that is based on COCOMO II. It uses analogy based estimation to generate accurate results while being very simple to use and easy to learn.
COCOTS - The USC Center is actively conducting research in the area of off-the-shelf
software integration cost modelling. Our new cost model COCOTS (COnstructive COTS), focuses on estimating the cost, effort, and schedule associated with using commercial off-theshelf (COTS) components in a software development project. Though still experimental, COCOTS is a model complementary to COCOMO II, capturing costs that traditionally have been outside the scope of COCOMO. Ideally, once fully formulated and validated, COCOTS will be used in concert with COCOMO to provide a complete software development cost estimation solution.
Resources
Software Cost Estimating With COCOMO II Boehm,
Abts, Brown, Chulani, Clark, Horowitz, Madachy, Reifer, Steece ISBN:013-026692-2
Conclusions
Experience shows that seat-of-the-pants estimates of cost and schedule are 50%- 75% of the actual time/cost. This amount of error is enough to get a manager fired in many companies. Lack of hands-on experience is associated with massive cost overruns. Technical risks are associated with massive cost overruns. Do your estimates carefully! Keep them up-to-date! Manage to them!
Project Scheduling/Planning
COCOMO his high-level resource estimation. To actually do project need more refined plan.
Estimation
History is your best ally
Especially when using LOC, function points, etc.
Get buy-in Remember: its an iterative process! Know your presentation techniques
Estimation
Bottom-up
More work to create but more accurate Often with Expert Judgment at the task level
Top-down
Used in the earliest phases Usually with/as Analogy or Expert Judgment
Analogy
Comparison with previous project: formal or informal
Expert Judgment
Via staff members who will do the work Most common technique along w/analogy Best if multiple experts consulted
Estimation
Parametric Methods
Know the trade-offs of: LOC & Function Points
Function Points
Benefit: relatively independent of the technology used to develop the system We will re-visit this briefly later in semester (when discussing software metrics) Variants: WEBMO (no need to know this for exam)
Re-Use Estimation
See QSPM outline
U Calgary
Estimating
Size (quantity/complexity) and Effort (duration) Iterates
Scheduling
Begins along with 1st estimates Iterates
Scheduling
Once tasks (from the WBS) and size/effort (from estimation) are known: then schedule Primary objectives
Best time Least cost Least risk
Secondary objectives
Evaluation of schedule alternatives Effective use of resources Communications
Terminology
Precedence:
A task that must occur before another is said to have precedence of the other
Concurrence:
Concurrent tasks are those that can occur at the same time (in parallel)
Terminology
Milestones
Have a duration of zero Identify critical points in your schedule Shown as inverted triangle or a diamond Often used at review or delivery times
Or at end or beginning of phases Ex: Software Requirements Review (SRR) Ex: User Sign-off
Terminology
Example Milestones
Terminology
Slack & Float
Float & Slack: synonymous terms Free Slack
Slack an activity has before it delays next task
Total Slack
Slack an activity has before delaying whole project
Slack Time TS = TL TE
TE = earliest time an event can take place TL = latest date it can occur w/o extending projects completion date
Scheduling Techniques
Mathematical Analysis
Network Diagrams
PERT CPM GERT
Bar Charts
Milestone Chart Gantt Chart
Network Diagrams
Developed in the 1950s A graphical representation of the tasks necessary to complete a project Visualizes the flow of tasks & relationships
Mathematical Analysis
PERT
Program Evaluation and Review Technique
CPM
Critical Path Method
MS-Project Example
Network Diagrams
Two classic formats
AOA: Activity on Arrow AON: Activity on Node
There are other variations of labeling There is 1 start & 1 end event Time goes from left to right
Node Formats
Network Diagrams
AOA consists of
Circles representing Events
Such as start or end of a given task
AON
Tasks on Nodes
Nodes can be circles or rectangles (usually latter) Task information written on node
Arrows are dependencies between tasks a.k.a. Precedence Diagramming Method (PDM)
Critical Path
The specific set of sequential tasks upon which the project completion date depends
or the longest full path
All projects have a Critical Path Accelerating non-critical tasks do not directly shorten the schedule
CPM
Critical Path Method
The process for determining and optimizing the critical path
Non-CP tasks can start earlier or later w/o impacting completion date Note: Critical Path may change to another as you shorten the current Should be done in conjunction with the you & the functional manager
Hard logic dependencies Nature of the work dictates an ordering Ex: Coding has to precede testing Ex: UI design precedes UI implementation
Soft logic dependencies Determined by the project management team Process-driven Ex: Discretionary order of creating certain modules
Discretionary Dependencies
Resource Dependencies
Two task rely on the same resource Ex: You have only one DBA but multiple DB tasks
Start-to-Start (SS)
B cannot start till A starts A: Pour foundation; B: Level concrete
Finish-to-Finish (FF)
B cannot finish till A finishes A: Add wiring; B: Inspect electrical
Start-to-Finish (SF)
B cannot finish till A starts (rare)
Example Step 1
Milestone Chart
Sometimes called a bar charts Simple Gantt chart
Either showing just highest summary bars Or milestones only
Bar Chart
Gantt Chart
Gantt Chart
Disadvantages
Does not show interdependencies well Does not uncertainty of a given activity (as does PERT)
Advantages
Easily understood Easily created and maintained
Compression Techniques
Shorten the overall duration of the project Crashing
Looks at cost and schedule tradeoffs Gain greatest compression with least cost Add resources to critical path tasks Limit or reduce requirements (scope) Changing the sequence of tasks
Fast Tracking
Overlapping of phases, activities or tasks that would otherwise be sequential Involves some risk May cause rework
Mythical Man-Month
Book: The Mythical Man-Month
Author: Fred Brooks
The classic book on the human elements of software engineering First two chapters are full of terrific insight (and quotes)
Mythical Man-Month
Cost varies as product of men and months, progress does not. Hence the man-month as a unit for measuring the size of job is a dangerous and deceptive myth Reliance on hunches and guesses
What is gutless estimating?
Mythical Man-Month
Optimism
All programmers are optimists 1st false assumption: all will go well or each task takes only as long as it ought to take The Fix: Consider the larger probabilities
Mythical Man-Month
Sequential nature of the process
The bearing of a child takes nine months, no matter how many women are assigned
Mythical Man-Month
Q: How does a project get to be a year late?
A: One day at a time
Studies
Each task: twice as long as estimated Only 50% of work week was programming
Fixes
No fuzzy milestones (get the true status) Reduce the role of conflict Identify the true status
Free evaluation
Intellysis project desktop FastTrack Schedule
MS-Project
Mid-market leader Has approx. 50% overall market share 70-80% MS-Project users never used automated project tracking prior (a first tool) Not a mid/high-end tool for EPM (Enterprise Project Mgmt.) While in this class you can get a free copy though MS Academic Alliance email me if interested.
Project Pros
Easy outlining of tasks including support for hierarchical Work breakdown structures (WBS) Resource management Accuracy: baseline vs. actual; various calculations Easy charting and graphics Cost management Capture historical data
Project Cons
Illusion of control Workgroup/sharing features ok, still in-progress Scaling No estimation features Remember:
Being a MS-Project expert does not make you an expert project manager! No more so than knowing MS-Word makes you a good writer.
Project UI
(Un)Link Buttons Toolbars Outline Buttons Indicators Enter Tasks Here Timescale
Split Bar
Enter WBS
Outlining Sub-tasks and summary tasks Do not enter start/end dates for each Just start with Task Name and Duration for each Use Indent/Outdent buttons to define summary tasks and subtasks You can enter specific Start/End dates but dont most of the time
Establish Durations
Know the abbreviations
h/d/w/m D is default
Add Resources
Work Resources
People
(can be % of a person. All resources split equally on task.
Tboult[25%], Eng1 means task gets 25% of tboults time, 100% of Eng1 thus it gets 1.25MM per month).
Material Resources
Things Can be used to track costs
Ex: amount of equipment purchased
Resource Sheet
Can add new resources here
Or directly in the task entry sheet
Beware of mis-spellings (Project will create near-duplicates)
Setup costs
Such as annual salary (put yr after Std. Rate)
Effort-Driven Scheduling
MS-Project default Duration * Units = Work
Duration = Work / Units (D = W/U) Work = Duration * Units (W = D*U) Units = Work / Duration (U = W/D)
Adding more resources to a task shortens duration Can be changed on a per-task basis
In the advanced tab of Task Information dialog box Task Type setting
Link Tasks
On toolbar: Link & Unlink buttons
Good for many at once
Milestones
Zero duration tasks Insert task normally but put 0 in duration Common for reports, Functional module/test completions, etc. Good SE practice says milestones MUST be measurable and well spread through the project.
Make Assignments
Approach 1. Using Task Sheet
Using Resource Names column You can create new ones by just typing-in here
Save Baseline
Saves all current information about your project
Dates, resource assignments, durations, costs
Fine Tune
Then is used later as basis for comparing against actuals Menu: Tools/Tracking/Save Baseline
Project 2002
3 Editions: Standard, Professional, Server MS Project Server 2002
(TBs never used server 2002 or newer) Based on docs.
Upgrade of old Project Central Includes Project Web Access, web-based UI (partial) Workgroup and resource notification features Requires SQL-Server and IIS Portfolio Analyzer
Drill-down into projects via pivot tables & charts
Portfolio Modeler
Create models and what-if scenarios