Information Technology Project Management. Copyright 2012 John Wiley & Sons, Inc.

Transcription

1 Information Technology Project Management 6-1 Copyright 2012 John Wiley & Sons, Inc.

2 Estimating Techniques - Software Engineering Approaches Lines of Code (LOC) Function Points COCOMO Heuristics Software engineering techniques focus on estimating the size of the system to be developed 6-2 Copyright 2012 John Wiley & Sons, Inc.

3 Determinants of Estimating the Largest Deliverable of the Project The Application System 6-3 Copyright 2012 John Wiley & Sons, Inc.

4 Function Point Analysis Allan Albrecht, IBM 1979 Synthetic metric Independent of the Technology IFPUG standards ( 5 Primary Elements Inputs Outputs Inquiries Logical Files Interfaces 6-4 Copyright 2012 John Wiley & Sons, Inc.

5 The Application Boundary for Function Point Analysis 6-5 Copyright 2012 John Wiley & Sons, Inc.

6 Complexity Low Average High Total Internal Logical Files (ILF) _3 x 7 = 21 _2 x 10 = 20 _1 x 15 = External Interface Files (EIF) x 5 = 2 x 7 = 14 x 10 = 14 External Input (EI) _3 x 3 = 9 _5 x 4 = 20 _4 x 6 = External Output (EO) _4 x 4 = 16 _2 x 5 = 10 _1 x 7 = 7 33 External Inquiry (EQ) _2 x 3 = 6 _5 x 4 = 20 _3 x 6 = Total Unadjusted Function Points (UAF) Copyright 2012 John Wiley & Sons, Inc.

7 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 = Copyright 2012 John Wiley & Sons, Inc.

8 Language Average Source LOC per Function Pont Average Source LOC for a 210 FP Application Access 38 7,980 Basic ,470 C ,880 C ,130 COBOL ,470 Delphi 29 6,090 Java 53 11,130 Machine Language ,440 Visual Basic ,090 Source: Copyright 2012 John Wiley & Sons, Inc.

9 COCOMO COnstructive COst MOdel Developed by Barry Boehm, Has been extended to COCOMO II _main.html 6-9 Copyright 2012 John Wiley & Sons, Inc.

10 COCOMO Models (Effort) Organic Routine Person Months = 2.4 * KDSI 1.05 Embedded Challenging Person Months = 3.6 * KDSI 1.20 Semi-Detached Middle Person Months = 3.0 * KDSI Copyright 2012 John Wiley & Sons, Inc.

11 COCOMO Effort Example Semi-Detached 10,600 Java LOC = 200 FP * 53 Person Months = 3.0 * KDSI 1.12 = 3.0 * (10.6) 1.12 = Copyright 2012 John Wiley & Sons, Inc.

12 COCOMO Models (Duration) Organic Duration = 2.5 * Effort 0.38 Semi-Detached Duration = 2.5 * Effort 0.35 Embedded Duration = 2.5 * Effort Copyright 2012 John Wiley & Sons, Inc.

13 COCOMO Duration Example Duration = 2.5 * Effort 0.35 = 2.5 *(42.21) 0.35 = 9.26 months People Required = Effort / Duration = / 9.26 = Copyright 2012 John Wiley & Sons, Inc.

14 Heuristics (Rules of Thumb) When scheduling a software task: 1/3 Planning 1/6 Coding 1/4 Component test and early system test 1/4 System test, all components in hand 6-14 Copyright 2012 John Wiley & Sons, Inc.

15 The seeds of major software disasters are usually sown in the first three months of commencing the software project. Hasty scheduling, irrational commitments, unprofessional estimating techniques, and carelessness of the project management function are the factors that tend to introduce terminal problems. Once a project blindly lurches forward toward an impossible delivery date, the rest of the disaster will occur almost inevitably. T. Capers Jones, 1988 Page Copyright 2012 John Wiley & Sons, Inc.

16 Brooks Law Adding manpower to a late software project makes it later Copyright 2012 John Wiley & Sons, Inc.

17 The Man Month 6-17 People People Time versus number of workers When a task that cannot be partitioned perfectly partitionable task i.e., because of sequential constraints, the No communication among them application of more effort has no e.g., reaping wheat. effect on the schedule. Copyright 2012 John Wiley & Sons, Inc.

18 Adding People Increases the total effort necessary The work & disruption of repartitioning Training new people Added intercommunication 6-18 Copyright 2012 John Wiley & Sons, Inc.

19 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 of risks 6-19 Copyright 2012 John Wiley & Sons, Inc.

20 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 6-20 Copyright 2012 John Wiley & Sons, Inc.

21 How can estimates be improved? Experience! Lessons learned Best Practices Revision Monitor Focus on deliverables Control 6-21 Copyright 2012 John Wiley & Sons, Inc.

22 Some Terminologies in Project Management 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 as necessary 22

23 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 23

24 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 24

25 Cost and Staffing Levels 25

26 Risk and Uncertainty and Cost of Changes 26

27 Predictive Life Cycle Project scope, the time and cost to deliver that scope are determined as early in the project life cycle as practically possible Example: 27

28 Iterative and Incremental Life Cycle Project phases intentionally repeat one or more project activities as the project team s understanding of the product increases. Iterations develop the product through a series of repeated cycles. Increments successively add the functionality of the product At the end of each of iteration, a deliverable of a set of deliverables will be completed. 28

29 Adaptive Life Cycle (change driven or agile 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 duration of 2 or 4 weeks) and are fixed in time and cost. Generally preferred when dealing with a rapidly changing environment, when requirement and scope are difficult to define in advance, and when it is possible to define small incremental improvements that will deliver value to stakeholder. 29

30 Project Integration Management Processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities. Processes: 30

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32 4.1 Develop Project Charter 32

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34 4.2 Develop Project Management Plan 34

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36 4.3 Direct and Manage Project Work 36

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38 4.4 Monitor and Control Project Work 38

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40 4.5 Perform Integrated Change Control 40

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42 4.6 Close Project or Phase 42

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