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Overruns or Underestimates?: Thucydides (C. 460 BC - C. 395 BC)
Overruns or Underestimates?: Thucydides (C. 460 BC - C. 395 BC)
Overruns or Underestimates?: Thucydides (C. 460 BC - C. 395 BC)
A Political Perspective on
Software Cost Estimation
Eduardo Miranda
Carnegie Mellon University
October 15th, 2012
© Eduardo Miranda, 2012
Estimation politics
Conclusion
Relative
Size
Barry Boehm,
Range Software
Engineering
Economics,
Prentice Hall,
1981
Todd Little,
Schedule
Estimation and
Uncertainty
Surrounding
the Cone of
Uncertainty,
IEEE Software,
May/June 2006
Cognitive bias
– Overconfidence
– Anchoring
– …….
Individual & administrative behaviors
– Student syndrome
– Parkinson’s law
Political behavior
– Shrinking
– Padding
All of the above
Overconfidence Anchoring
Variability and Calibration of Expert Judgment in Software Anchoring and Adjustment in Software Estimation, J. Aranda, 2005
Estimation during the Bid Phase of a Project – An Exploratory
Survey, Pedro Faria, University of Coimbra, 2011
0.09 1.6
0.08
1.4
0.07
1.2
0.06
1
0.05
0.8 Normal
0.04
0.6
0.03 Parkinson's
Law
0.4
0.02
0.01 0.2
0 0
10 15 20 25 30
Task duration
(Politics)
(Cognitive bias)
B. Flyvbjerg, From Nobel Prize To Project Management: Getting Risks Right, 2006
GAO-08-467SP Assessments of
Major Weapon Programs
GAO-08-467SP
Assessments of Major
Weapon Programs
Unfeasible
Need to rewrite
CPF MPT
Feasible
Medium Organizations $m
Hardware
–Application, Web, and database servers including 0.8+
storage
Deployment
–3 external consultants at 9 sites for 3 months
–9 internal staffers at each site for 6 months
–5 days of user training at an average burdened user $7.5+
salary of $50,000
–3 full-time training staff at an average burdened
salary of $100,000
Total 20.8+
Titanic
– Six months late
– $100M budget, final cost $200M
– Financial and creative
blockbuster
– Revenue of $1.8B
AUS$ Euros
Original US$ 800 US$ 15 US$ 2.4 US$14
1.7 1.5
budget millions billions billions billions
billions billions
Euros US$
Actual US$1.8 AUS$ 6 US $43*
12 15+
cost billions billions billions
billions billions
* Estimated. The actual cost has not been revealed by the Chinese government
Budget
29
© Eduardo Miranda, 2012
Underestimated projects cost more
Fatigue
Overtime (Eoa)
Learning Effort
contributed by bringing in
additional personnel (Ea)
FTE
Fatigue
Effort contributed thru overtime (Eob)
Td Ta Tl
Tb
Project Parameters
Tb = 12 months
Ta = 1 month
Tl = 1 month
FTEb = 20 people
Teams = 4
Lag = 2 months
Ci = 0.025
Cr = 0.1
Cc = 0.1
Cd = 0.1
Co = 0.0
Co = 0.0
b t b t 4a t c u, t
2
FTEa t , u
2a t
Number of + -
+
worked Fatigue Productivity
hours -
PM +
intervention
+ + Number +
- QA
of Rework
+ activities
defects
+ -
Rate of - Project
progress workload +
+ Other
Resources + projects’
allocated to delays
the project +/-
- -
+
-
Add - Organization Multitasking
+ resources al resource
- + availability
+
Underestimation Management
intervention + Scope + “Band + Organization
Aid”
cuts workload
projects
© Eduardo Miranda, 2012
What can be done?
A. Powell, Right on Time: Measuring, Modelling and Managing Time-Constrained Software Development , PhD. Thesis, University of York, 2001
12
90.00% proposed budget =
80.00% 3.9B
10 70.00%
60.00% Acceptable chance
Frequency
6
50.00% of cost overrun =
40.00%
30.00%
10%
4
2
20.00% Required uplift =
0
10.00%
0.00%
190%
-25 0 25 50 75 100 125 150 175 200 225 250 275 300 More
Uplifted budget =
Percentage of Original Budget
Frequency Cumulative % 11.3B
Required Cost Uplift Latest estimate with
350 half of original units
300 to be delivered =
Original Budget Adjustment
250 5.3B
200 Latest estimate with
150 original number of
100 units to be delivered
50 = 12.5B
0
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00%
8 60.00%
50.00%
6
40.00% 10%
4 30.00%
2
20.00% Required uplift =
0
10.00%
0.00%
90%
Uplifted schedule =
-10 0 10 20 30 40 50 60 70 80 90 100 More
Percentage of Original Schedule
Frequency Cumulative % 91 months
Required Schedule Uplift
Latest estimate = 84
160
140
months
O riginal S chedule A djustm ent
120
100
80
60
40
20
0
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00%
Collect Past
completed project data Perfromance project data base
Data
A1
cost uplift
Calculate schedule uplift
Uplift
acceptable cost overrun chance
Values
acceptable delay chance
A4
adjusted cost
adjusted schedule
Adjust
Estimates
estimated cost
estimated schedule
A5