schach5-chap09-14[1]
TRANSCRIPT
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Slide 9.1
© The McGraw-Hill Companies, 2002
Object-Oriented and Classical Software
Engineering
Fifth Edition, WCB/McGraw-Hill, 2002
Stephen R. [email protected]
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Slide 9.2
© The McGraw-Hill Companies, 2002
CHAPTER 9
PLANNING AND ESTIMATING
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Slide 9.3
© The McGraw-Hill Companies, 2002
Overview
Planning and the software process Estimating duration and cost Software project management plan components Software project management plan framework IEEE software project management plan Planning of testing Planning of object-oriented projects Training requirements Documentation standards
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Slide 9.4
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Planning and Estimating
Before starting to build software, it is essential to plan the entire development effort in detail
Planning continues during development and then maintenance– Initial planning is not enough– The earliest possible detailed planning is after
the specification phase
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Slide 9.5
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Planning and the Software Process
Accuracy of estimation increases as the process proceeds
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Slide 9.6
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Planning and the Software Process (contd)
Example– Cost estimate of $1 million during the requirements
phase» Likely actual cost is in the range ($0.25M, $4M)
– Cost estimate of $1 million in the middle of the specification phase
» Likely actual cost is in the range ($0.5M, $2M)
– Cost estimate of $1 million end of the specification phase (earliest appropriate time)
» Likely actual cost is in the range ($0.67M, $1.5M)
This model is old (1976)– Estimating techniques have improved– But the shape of the curve is likely to be similar
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Slide 9.7
© The McGraw-Hill Companies, 2002
Estimating Duration and Cost
Accurate duration estimation is critical Accurate cost estimation is critical
– Internal, external costs There are too many variables for accurate
estimate of cost or duration
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Slide 9.8
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Human Factors
Sackman (1968) showed differences of up to 28 to 1 between pairs of programmers
He compared matched pairs of programmers– Product size– Product execution time– Development time– Coding time– Debugging time
Critical staff members may resign during project
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Slide 9.9
© The McGraw-Hill Companies, 2002
Metrics for the Size of a Product
Lines of Code (LOC) Software Science FFP Function Points COCOMO
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Slide 9.10
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Lines of Code
Lines of code (LOC), or Thousand delivered source instructions (KDSI)
– Source code is only a small part of total software effort – Different languages different lengths of code – LOC not defined for nonprocedural languages (like
LISP) – It is not clear how to count lines of code
» Executable lines of code?» Data definitions ? » Comments? » JCL statements? » Changed/deleted lines?
– Not everything written is delivered to the client
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Slide 9.11
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Lines of Code (contd)
LOC is known when the product finished Estimation based on LOC is doubly dangerous
– To start estimation process, LOC in finished product must be estimated
– LOC estimate is then used to estimate the cost of the product — uncertain input to an uncertain cost estimator
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Slide 9.12
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Software Science
Metrics based on number of operands, operators Limited predictive power—metrics can be
computed only after the product has been implemented
There are major doubts about the validity of Software Science
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Slide 9.13
© The McGraw-Hill Companies, 2002
Metrics for the Size of a Product (contd)
Metrics based on measurable quantities that can be determined early in software life cycle – FFP– Function Points
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Slide 9.14
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FFP Metric
For cost estimation of medium-scale DP systems The three basic structural elements of DP systems
– files, flows, and processes Given number of files (Fi), flows (Fl), processes (Pr)
– Size (S), cost (C) given by S = Fi + Fl + Pr
C = b S
Constant b varies from organization to organization
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Slide 9.15
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FFP Metric (contd)
Validity and reliability of FFP metric were demonstrated using a purposive sample – BUT, the metric was never extended to include
databases
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Slide 9.16
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Function Points
Based on number of inputs (Inp), outputs (Out), inquiries (Inq), master files (Maf), interfaces (Inf)
For any product, size in “function points” is given byFP = 4 Inp + 5 Out + 4 Inq + 10 Maf + 7 Inf
Oversimplification of a 3-step process.
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Slide 9.17
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Function Points (contd)
1. Classify each component of product (Inp, Out,
Inq, Maf, Inf) as simple, average, or complex. – Assign appropriate number of function points– Sum gives UFP (unadjusted function points)
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Slide 9.18
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Function Points (contd)
2. Compute technical complexity factor (TCF) – Assign value from 0 (“not
present”) to 5 (“strong influence throughout”) to each of 14 factors such as transaction rates, portability
– Add 14 numbers total degree of influence (DI)
TCF = 0.65 + 0.01 DI
– Technical complexity factor (TCF) lies between 0.65 and 1.35
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Slide 9.19
© The McGraw-Hill Companies, 2002
Function Points (contd)
3. Number of function points (FP) given by
FP = UFP TCF
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Slide 9.20
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Analysis of Function Points
Function points are usually better than KDSI—but there are some problems
“Errors in excess of 800% counting KDSI, but only 200% in counting function points” (Jones, 1987)
Like FFP, maintenance can be inaccurately measured
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Slide 9.21
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Mk II function points
Intended to compute UFP more accurately Decompose software into component transactions,
each consisting of input, process, and output Widely used all over the world
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Slide 9.22
© The McGraw-Hill Companies, 2002
Techniques of Cost Estimation
Expert judgment by analogy Experts compare target product to completed
products – Guesses can lead to hopelessly incorrect cost estimates – Experts may recollect completed products inaccurately– Human experts have biases – However, results of estimation by broad group of
experts may be accurate
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Slide 9.23
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Techniques of Cost Estimation (contd)
Bottom-up approach Break product into smaller components
– Smaller components may be no easier to estimate– Process-level costs
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Slide 9.24
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Techniques of Cost Estimation (contd)
Algorithmic models Metric used as input to model to compute cost, duration
– An algorithmic model is unbiased, and superior to expert opinion– However, estimates are only as good as the underlying
assumptions
Examples– SLIM Model – Price S Model – COnstructive COst MOdel (COCOMO)
COCOMO consists of three models– Macro-estimation model for product as a whole– Intermediate COCOMO– Micro-estimation model which treats product in detail
We examine intermediate COCOMO
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Slide 9.25
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Intermediate COCOMO
1. Estimate length of product in KDSI
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Slide 9.26
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Intermediate COCOMO (contd)
2. Estimate product development mode (organic, semidetached, embedded)
Example– Straightforward product (“organic mode”)
Nominal effort = 3.2 (KDSI)1.05 person-months
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Slide 9.27
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Intermediate COCOMO (contd)
3. Compute nominal effort
Example– Organic product, est. 12,000 delivered source
statements (12 KDSI)Nominal effort = 3.2 (12)1.05 = 43 person-months
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Slide 9.28
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Intermediate COCOMO (contd)
4. Multiply nominal value by 15 software development cost multipliers
Example– Product complexity multiplier
Intermodule control and decision tables
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Slide 9.29
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Intermediate COCOMO (contd)
Software development effort multipliers
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Slide 9.30
© The McGraw-Hill Companies, 2002
Intermediate COCOMO (contd)
Example– Microprocessor-based communications processing
software for electronic funds transfer network with high reliability, performance, development schedule, and interface requirements
1. Complex (“embedded”) mode
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Slide 9.31
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Intermediate COCOMO (contd)
2. Estimate: 10,000 delivered source instructions
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Slide 9.32
© The McGraw-Hill Companies, 2002
Intermediate COCOMO (contd)
3. Nominal effort = 2.8 (10)1.20 = 44 person-months
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Slide 9.33
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Intermediate COCOMO (contd)
4. Product of effort multipliers = 1.35, so estimated effort for project is – 1.35 44 = 59 person-months
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Slide 9.34
© The McGraw-Hill Companies, 2002
Intermediate COCOMO (contd)
Software development effort multipliers
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Slide 9.35
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Intermediate COCOMO (contd)
Estimated effort for project (59 person-months) used as input for additional formulas for– Dollar costs– Development schedules– Phase and activity distributions– Computer costs– Annual maintenance costs– Related items
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Slide 9.36
© The McGraw-Hill Companies, 2002
Intermediate COCOMO (contd)
Intermediate COCOMO has been validated with respect to broad sample
Actual values within 20% of predicted values about 68% of time– Intermediate COCOMO was most
accurate estimation method of its time
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Slide 9.37
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COCOMO II
1995 extension to 1981 COCOMO that incorporates– Object orientation– Modern life-cycle models– Rapid prototyping– Fourth-generation languages– COTS software
COCOMO II is far more complex than the first version
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Slide 9.38
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COCOMO II (contd)
Three different models– Application composition model for early phases
» Based on feature points (like function points)
– Early design model» Based on function points
– Post-architecture model» Based on function points or KDSI
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Slide 9.39
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COCOMO II (contd)
COCOMO Effort model is effort = a (size)b
– Intermediate COCOMO» Three values for (a, b)
– COCOMO II» b varies depending on values of certain parameters
COCOMO II supports reuse
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Slide 9.40
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COCOMO II (contd)
COCOMO II has 17 multiplicative cost drivers (was 15)– Seven are new
It is too soon for results regarding – Accuracy of COCOMO II– Extent of improvement (if any) over Intermediate
COCOMO
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Slide 9.41
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Tracking Duration and Cost Estimates
Whatever estimation method used, careful tracking is vital
Components of a software project management plan (SPMP)– Work to be done– Resources with which to do it– Money to pay for it
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Slide 9.42
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Resources
Resources needed for software development:– People– Hardware– Support software
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Slide 9.43
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Use of Resources Varies with Time
Rayleigh curves accurately depict resource consumption
Entire software development plan must be a function of time
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Slide 9.44
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Work Categories
Project function– Work carried on throughout project– Examples:
project management, quality control Activity
– Work that relates to a specific phase– Major unit of work – With precise beginning and ending dates– That consumes resources, and– Results in work products like budget, design, schedules,
source code, or users’ manual Task
– An activity comprises a set of tasks (the smallest unit of work subject to management accountability)
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Slide 9.45
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Completion of Work Products
Milestone: Date on which the work product is to be completed
It must first pass reviews performed by – Fellow team members– Management– Client
Once the work product has been reviewed and agreed upon, it becomes a baseline
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Work Package
Work product, plus – Staffing requirements– Duration– Resources– Name of responsible individual– Acceptance criteria for work product
Money– Vital component of plan – Detailed budget must be worked out as a function of
time – Money must be allocated, as function of time, to
» Project functions» Activities
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Slide 9.47
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How to Plan Software Development
State problem clearly (Specification Phase) Determine viable solution strategies (Specification
Phase) Should client be advised to computerize?
– Cost–benefit analysis If so, which viable solution strategy? Decide by
– Minimizing total cost to client, or– Maximizing total return on investments, or– Other methods
Develop SPMP for product as whole
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Slide 9.48
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Software Project Management Plan (SPMP)
Determine work units Estimate resources required Draw up budget Come up with detailed timetable
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Slide 9.49
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Framework for SPMP
IEEE Standard 1058.1– Standard widely agreed upon– Designed for use with all types of software product– Advantages of standardization
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Slide 9.50
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IEEE SPMP
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Slide 9.51
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Planning of Testing
SPMP must explicitly state what testing is to be done– Traceability– All black box test cases must be drawn up as soon as
possible after specifications are complete
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Slide 9.52
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Planning of Object-Oriented Projects
Object-oriented product consists of largely independent pieces
Planning is somewhat easier Whole is more than the sum of its parts Use COCOMO II ( or modify intermediate
COCOMO estimators)
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Slide 9.53
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Planning of Object-Oriented Projects (contd)
However, reuse destroys everything– Reuse of existing components during
development– Production of components for future reuse
These work in opposite directions Newer data: savings outweigh costs
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Slide 9.54
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Training Requirements
“We don’t need to worry about training until the product is finished, and then we can train the user ” – Training is generally needed by the members of the
development group, starting with training in software planning
– New software development method necessitates training for every member of the group
– Introduction of hardware or software tools of any sort necessitates training
– Programmers may need training in the operating system, implementation language
– Documentation preparation training may be needed– Computer operators require training
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Slide 9.55
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Documentation Standards
How much documentation is generated by a product?– IBM internal commercial product (50 KDSI)
» 28 pages of documentation per KDSI
– Commercial software product of same size» 66 pages per KDSI
– IMS/360 Version 2.3 (about 166 KDSI)» 157 pages of documentation per KDSI
– (TRW) For every 100 hours spent on coding activities, 150–200 hours were spent on documentation-related activities
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Slide 9.56
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Types of Documentation
Planning Control Financial Technical Source code Comments within source code
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Slide 9.57
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Documentation Standards
Reduce misunderstandings between team members
Aid SQA Only new employees have to learn standards Standards assist maintenance programmers Standardization is important for user manuals
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Slide 9.58
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CASE Tools for the Planning Phase
Word processor, spreadsheet Automated intermediate COCOMO/COCOMO II Management tools assist with planning and
monitoring– MacProject, Microsoft Project
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Testing during the Planning Phase
Must check SPMP as a whole Pay particular attention to duration and cost
estimates