Many software projects still fail in recent years, also agile projects. Improving estimation maturity in order to start with a realistic estimate instead of an optimistic one can really save billions of dollars in most local software industries. The Chinese government may now be moving towards an active software estimation maturity improvement strategy in its new 5-year plan. Functional size measurement and relevant historical data as well as parametric estimation tools are key to such a strategy. This presentation was the key-note speech at the China System and Software Process Improvement Association conference on software estimation, Beijing China, May 27 2016.
Nowadays, as the software industry is slowly becoming more mature, software measurement and performance measurement are becoming increasingly important. Organizations need to know their productivity and competitiveness in software development projects for various reasons. In many software development contracts, targets are set for the suppliers to reach. These targets are based on software metrics like productivity, speed of delivery and software quality. In order to check if the targets are reached, it is necessary to measure the functional size of the software product that is delivered and also the functional size of the software development project that is carried out, as there is usually a difference between these two sizes. To be able to use functional size in contracts, it must be measured in an objective, repeatable, verifiable and therefore defensible way. That being the case, the industry’s best practice is to use an ISO/IEC standard for functional size measurement, e.g. Nesma, COSMIC or IFPUG function points. However, these methods only measure the functional user requirements from the total software requirements to be delivered. In activities like project estimation and productivity measurement, the influence of the non-functional requirements is expressed in the Project Delivery Rate (PDR) which is expressed in effort hours per function point. If more than the average amount of non-functional requirements need to be realized in a project (or more severe non-functional requirements), the PDR used should also be higher. In the industry it is customary to set productivity targets based on an average (or calibrated) influence of non-functional requirements and this works quite fine in traditional software projects. In software development projects that are executed in an agile way, this is not always the case. When working agile, there are forces that influence the traditional way of performance measurement significantly, resulting in a number of serious issues. In this paper these issues are explained and a method to overcome these issues is proposed.
Nowadays, as the software industry is slowly becoming more mature, software measurement and performance measurement are becoming increasingly important. Organizations need to know their productivity and competitiveness in software development projects for various reasons. In many software development contracts, targets are set for the suppliers to reach. These targets are based on software metrics like productivity, speed of delivery and software quality. In order to check if the targets are reached, it is necessary to measure the functional size of the software product that is delivered and also the functional size of the software development project that is carried out, as there is usually a difference between these two sizes. To be able to use functional size in contracts, it must be measured in an objective, repeatable, verifiable and therefore defensible way. That being the case, the industry’s best practice is to use an ISO/IEC standard for functional size measurement, e.g. Nesma, COSMIC or IFPUG function points. However, these methods only measure the functional user requirements from the total software requirements to be delivered. In activities like project estimation and productivity measurement, the influence of the non-functional requirements is expressed in the Project Delivery Rate (PDR) which is expressed in effort hours per function point. If more than the average amount of non-functional requirements need to be realized in a project (or more severe non-functional requirements), the PDR used should also be higher. In the industry it is customary to set productivity targets based on an average (or calibrated) influence of non-functional requirements and this works quite fine in traditional software projects. In software development projects that are executed in an agile way, this is not always the case. When working agile, there are forces that influence the traditional way of performance measurement significantly, resulting in a number of serious issues. In this paper these issues are explained and a method to overcome these issues is proposed.
Showcase the fundamentals of the agile methodology through the aid of stunning visuals using Agile Planning PowerPoint Presentation Slides. This compelling project planning PPT theme is replete with infographics, and other diagrams to help you convey the information precisely. Project managers can compare agile with other techniques like waterfall methodology and compile results through agile management PPT template. Illustrate agile methodologies like Scrum and extreme programming with the help of stimulating flowcharts included in agile project plan PowerPoint theme. Develop and present the team structure for agile in a concise manner by the means of agile process PPT slideshow. This agile framework PowerPoint presentation gives you a layout to present agile planning levels, and agile development lifecycle. Also, by using our scrum approach to planning PPT deck you can demonstrate the agile planning challenges and review sprints. Download the scrum model PowerPoint slideshow to get easy-to-edit slides like column chart, timeline graph, and percentage charts. https://bit.ly/3kWm3bS
This talk given at MeetMagento Poland 2014 presents my experience with doing Agile development and its challenges on development vs support projects. It will be a practical approach to project management, with how Agile can be applied inside a modern web development agency. Talk covers resource assignment, Scrum, Kanban, developer empowerment and continuous delivery with client satisfaction.
The basics of Agile and Waterfall Project management methodologies. Description when each approach can be applied.
Advices How to create a Product backlog and how to colect requirements. Sprint planning, Burndown chart, Demonstration, Retrospective, Tasks board examples.
Agile Project Management in a Waterfall World: Managing Sprints with Predicti...John Carter
Applying Agile methods in a waterfall world seemed impossible until we discovered the 10 essential skills and tools. Five of these skills are organizational, while others translate the short intervals characteristic of Agile to the world outside of Software. User Stories becomes Boundary Conditions; Burn-down charts becomes Deliverable Hit Rate charts; Sprints become HW intervals; Sprint Retrospectives become Event Timeline Retrospectives, while the project as a whole is managed using Boundary Conditions. This presentation shows examples of these tools and shows examples of how they are applied.
Make simplified process decisions with the aid of our content ready Agile Delivery PowerPoint Presentation Slides. Discuss the technical requirements and schedule of your project using this professionally designed scaled agile framework PPT slideshow. The visually appealing PowerPoint complete deck contains forty-four topic-specific templates that help to represent agile delivery phases and goals. Take advantage of the sprint methodology PPT slides to showcase a strategic framework based on different criteria. Utilize the ready-to-use agile project management PowerPoint templates to represent the stages of the software delivery process such as initiation planning execution and release. Talk about the risk mitigations strategy that results in a decrease in risk and increase in value You can also use the scrum methodology PPT graphics to discuss the factors affecting the agile delivery such as market, customers, architecture impact, dependencies and so on. Thus, download our eye-catching and informative agile manifesto PowerPoint presentation to demonstrate the roles in disciplined agile delivery. Our Agile Delivery Powerpoint Presentation Slides ensure all elements combine beautifully. You will discover the best formula. https://bit.ly/3rUUrFL
Nowadays, as the software industry is slowly becoming more mature, software measurement and performance measurement are becoming increasingly important. Organizations need to know their productivity and competitiveness in software development projects for various reasons. In many software development contracts, targets are set for the suppliers to reach. These targets are based on software metrics like productivity, speed of delivery and software quality. In order to check if the targets are reached, it is necessary to measure the functional size of the software product that is delivered and also the functional size of the software development project that is carried out, as there is usually a difference between these two sizes. To be able to use functional size in contracts, it must be measured in an objective, repeatable, verifiable and therefore defensible way. That being the case, the industry’s best practice is to use an ISO/IEC standard for functional size measurement, e.g. Nesma, COSMIC or IFPUG function points. However, these methods only measure the functional user requirements from the total software requirements to be delivered. In activities like project estimation and productivity measurement, the influence of the non-functional requirements is expressed in the Project Delivery Rate (PDR) which is expressed in effort hours per function point. If more than the average amount of non-functional requirements need to be realized in a project (or more severe non-functional requirements), the PDR used should also be higher. In the industry it is customary to set productivity targets based on an average (or calibrated) influence of non-functional requirements and this works quite fine in traditional software projects. In software development projects that are executed in an agile way, this is not always the case. When working agile, there are forces that influence the traditional way of performance measurement significantly, resulting in a number of serious issues. In this paper these issues are explained and a method to overcome these issues is proposed.
Nowadays, as the software industry is slowly becoming more mature, software measurement and performance measurement are becoming increasingly important. Organizations need to know their productivity and competitiveness in software development projects for various reasons. In many software development contracts, targets are set for the suppliers to reach. These targets are based on software metrics like productivity, speed of delivery and software quality. In order to check if the targets are reached, it is necessary to measure the functional size of the software product that is delivered and also the functional size of the software development project that is carried out, as there is usually a difference between these two sizes. To be able to use functional size in contracts, it must be measured in an objective, repeatable, verifiable and therefore defensible way. That being the case, the industry’s best practice is to use an ISO/IEC standard for functional size measurement, e.g. Nesma, COSMIC or IFPUG function points. However, these methods only measure the functional user requirements from the total software requirements to be delivered. In activities like project estimation and productivity measurement, the influence of the non-functional requirements is expressed in the Project Delivery Rate (PDR) which is expressed in effort hours per function point. If more than the average amount of non-functional requirements need to be realized in a project (or more severe non-functional requirements), the PDR used should also be higher. In the industry it is customary to set productivity targets based on an average (or calibrated) influence of non-functional requirements and this works quite fine in traditional software projects. In software development projects that are executed in an agile way, this is not always the case. When working agile, there are forces that influence the traditional way of performance measurement significantly, resulting in a number of serious issues. In this paper these issues are explained and a method to overcome these issues is proposed.
Showcase the fundamentals of the agile methodology through the aid of stunning visuals using Agile Planning PowerPoint Presentation Slides. This compelling project planning PPT theme is replete with infographics, and other diagrams to help you convey the information precisely. Project managers can compare agile with other techniques like waterfall methodology and compile results through agile management PPT template. Illustrate agile methodologies like Scrum and extreme programming with the help of stimulating flowcharts included in agile project plan PowerPoint theme. Develop and present the team structure for agile in a concise manner by the means of agile process PPT slideshow. This agile framework PowerPoint presentation gives you a layout to present agile planning levels, and agile development lifecycle. Also, by using our scrum approach to planning PPT deck you can demonstrate the agile planning challenges and review sprints. Download the scrum model PowerPoint slideshow to get easy-to-edit slides like column chart, timeline graph, and percentage charts. https://bit.ly/3kWm3bS
This talk given at MeetMagento Poland 2014 presents my experience with doing Agile development and its challenges on development vs support projects. It will be a practical approach to project management, with how Agile can be applied inside a modern web development agency. Talk covers resource assignment, Scrum, Kanban, developer empowerment and continuous delivery with client satisfaction.
The basics of Agile and Waterfall Project management methodologies. Description when each approach can be applied.
Advices How to create a Product backlog and how to colect requirements. Sprint planning, Burndown chart, Demonstration, Retrospective, Tasks board examples.
Agile Project Management in a Waterfall World: Managing Sprints with Predicti...John Carter
Applying Agile methods in a waterfall world seemed impossible until we discovered the 10 essential skills and tools. Five of these skills are organizational, while others translate the short intervals characteristic of Agile to the world outside of Software. User Stories becomes Boundary Conditions; Burn-down charts becomes Deliverable Hit Rate charts; Sprints become HW intervals; Sprint Retrospectives become Event Timeline Retrospectives, while the project as a whole is managed using Boundary Conditions. This presentation shows examples of these tools and shows examples of how they are applied.
Make simplified process decisions with the aid of our content ready Agile Delivery PowerPoint Presentation Slides. Discuss the technical requirements and schedule of your project using this professionally designed scaled agile framework PPT slideshow. The visually appealing PowerPoint complete deck contains forty-four topic-specific templates that help to represent agile delivery phases and goals. Take advantage of the sprint methodology PPT slides to showcase a strategic framework based on different criteria. Utilize the ready-to-use agile project management PowerPoint templates to represent the stages of the software delivery process such as initiation planning execution and release. Talk about the risk mitigations strategy that results in a decrease in risk and increase in value You can also use the scrum methodology PPT graphics to discuss the factors affecting the agile delivery such as market, customers, architecture impact, dependencies and so on. Thus, download our eye-catching and informative agile manifesto PowerPoint presentation to demonstrate the roles in disciplined agile delivery. Our Agile Delivery Powerpoint Presentation Slides ensure all elements combine beautifully. You will discover the best formula. https://bit.ly/3rUUrFL
Customer Collaboration & Product Innovation Using Social NetworksJohn Carter
This presentation to the Silicon Valley PMI Annual Symposium discusses the migration of social networks into products and product development processes. It presents the best practices and pitfalls of innovating with customers using social media and suggests some next steps for companies that are new to the use of social networks in product development.
The presentation was delivered at Testing Automation & continuous testing summit at bangalore, organized by NextgenTesting team and unicom learning team.
Software Quality Dashboard Benchmarking StudyJohn Carter
Software metrics best practices from a benchmarking assignment that indicates how software metrics are reported to management and used to drive behavior. We learned how leading companies used dashboards to report on quality progress and improvement results. We found the best organizations focused on the vital few metrics but also had automated systems with the ability to drill down on metrics at the divisional and team levels. In addition, the best normalized the metrics by number of customers or complexity. They systematically used root cause analysis to analyze bugs in the field. The SW Quality metrics often went beyond the strict definition of quality in that they also measured release predictability and feature expectations. Finally, the best companies used external benchmarks to set their quality targets.
Agile is gathering momentum but its not easy to switch to Agile especially in complex environments like banking or multinationals. Many companies can’t refuse Waterfall but understand the value of Agile and want to start applying it. How to combine Waterfall and Agile in one project, do it effectively and get value? In every standard Waterfall phase from initiation till closure Agile is able to help Project manager, team and stakeholders be more effective, adaptive, meet end user expectations better and have a fun. There are cases from CISCO Systems, NASA, US health care program to learn from.
I want to demonstrate that it is possible and often necessary to combine both Waterfall and Agile in one project. We will review challenges of big complex environments that have absorbed Waterfall and have strict procedures and guidelines but are willing to gradually move to Agile.
Most of the agile framework focus on delivery part and provide no guidance on project initiation part. What are right questions to ask when we are in very first meeting with the sponsor? How to guide the sponsor through a process of converting high level business idea into a vision and go about chartering exercise? How to effectively conduct project initiation workshop and start with a discovery exercise that sets the scene for a project and produces an initial backlog? These are some of the concerns addressed in this presentation.
Comparative Agile Measurement System - Ciklum White PaperCiklum Ukraine
Now when Agile software development is becoming very popular globally due to its proven effectiveness in reducing the cycle between idea generation and realization, minimizing risk of project goals’ misunderstanding, decreasing costs of addressing mistakes in software development and so on, many businesses need to monitor own adherence to Agile practices, measure efficiency of their distributed Agile teams, calculate ROI in their Agile Scrum education, etc.
As de facto there are no industry standards for measuring Agile effectiveness, it does not matter how good companies think they are at Agile unless they compare themselves against their peers and competitors.
After several years of consulting with the Agile development and project management gurus and thorough analysis of Agile behavior patterns from more than 80 clients’ own nearshore Agile software development teams, Ciklum has developed an innovative tool to measure Agile effectiveness – the Comparative Agile Measurement System (CAMS).
This framework aims to:
- Gauge productivity of distributed Agile teams in terms of teamwork, planning, knowledge, quality of delivery, technical practices, culture and requirements
- Visualize productivity gaps and detect roots of those gaps
- Develop solutions to improve teams’ productivity based on Agile best practices collected from more than 80 Ciklum Client Own Software Development Teams
This white paper aims to:
- Provide Agile practitioners with insights into the tool's background and application to distributed software development, and
- Demonstrate real-life cases of CAMS usage by such clients as Berlingske Media (Mecom Group) and Intranote
Agile management, or agile process management, or simply agile refers to an iterative, incremental method of managing the design and build activities of engineering, information technology and other business areas that aim to provide new product or service development in a highly flexible and interactive manner; an example is its application in Scrum, an original form of agile software development.
Request for Proposal (RFP) management - Ask the right questions and choose wi...Harold van Heeringen
Request for Proposal (RFP) management - Ask the right questions and choose wisely. Presented at the Software Measurement European Forum 2010 (Rome, June 2010)
Presented at the PDMA annual conference in Chicago, we describe how Agile applies more broadly to product development in Medical Devices, Wearables and Consumer Products.
Customer Collaboration & Product Innovation Using Social NetworksJohn Carter
This presentation to the Silicon Valley PMI Annual Symposium discusses the migration of social networks into products and product development processes. It presents the best practices and pitfalls of innovating with customers using social media and suggests some next steps for companies that are new to the use of social networks in product development.
The presentation was delivered at Testing Automation & continuous testing summit at bangalore, organized by NextgenTesting team and unicom learning team.
Software Quality Dashboard Benchmarking StudyJohn Carter
Software metrics best practices from a benchmarking assignment that indicates how software metrics are reported to management and used to drive behavior. We learned how leading companies used dashboards to report on quality progress and improvement results. We found the best organizations focused on the vital few metrics but also had automated systems with the ability to drill down on metrics at the divisional and team levels. In addition, the best normalized the metrics by number of customers or complexity. They systematically used root cause analysis to analyze bugs in the field. The SW Quality metrics often went beyond the strict definition of quality in that they also measured release predictability and feature expectations. Finally, the best companies used external benchmarks to set their quality targets.
Agile is gathering momentum but its not easy to switch to Agile especially in complex environments like banking or multinationals. Many companies can’t refuse Waterfall but understand the value of Agile and want to start applying it. How to combine Waterfall and Agile in one project, do it effectively and get value? In every standard Waterfall phase from initiation till closure Agile is able to help Project manager, team and stakeholders be more effective, adaptive, meet end user expectations better and have a fun. There are cases from CISCO Systems, NASA, US health care program to learn from.
I want to demonstrate that it is possible and often necessary to combine both Waterfall and Agile in one project. We will review challenges of big complex environments that have absorbed Waterfall and have strict procedures and guidelines but are willing to gradually move to Agile.
Most of the agile framework focus on delivery part and provide no guidance on project initiation part. What are right questions to ask when we are in very first meeting with the sponsor? How to guide the sponsor through a process of converting high level business idea into a vision and go about chartering exercise? How to effectively conduct project initiation workshop and start with a discovery exercise that sets the scene for a project and produces an initial backlog? These are some of the concerns addressed in this presentation.
Comparative Agile Measurement System - Ciklum White PaperCiklum Ukraine
Now when Agile software development is becoming very popular globally due to its proven effectiveness in reducing the cycle between idea generation and realization, minimizing risk of project goals’ misunderstanding, decreasing costs of addressing mistakes in software development and so on, many businesses need to monitor own adherence to Agile practices, measure efficiency of their distributed Agile teams, calculate ROI in their Agile Scrum education, etc.
As de facto there are no industry standards for measuring Agile effectiveness, it does not matter how good companies think they are at Agile unless they compare themselves against their peers and competitors.
After several years of consulting with the Agile development and project management gurus and thorough analysis of Agile behavior patterns from more than 80 clients’ own nearshore Agile software development teams, Ciklum has developed an innovative tool to measure Agile effectiveness – the Comparative Agile Measurement System (CAMS).
This framework aims to:
- Gauge productivity of distributed Agile teams in terms of teamwork, planning, knowledge, quality of delivery, technical practices, culture and requirements
- Visualize productivity gaps and detect roots of those gaps
- Develop solutions to improve teams’ productivity based on Agile best practices collected from more than 80 Ciklum Client Own Software Development Teams
This white paper aims to:
- Provide Agile practitioners with insights into the tool's background and application to distributed software development, and
- Demonstrate real-life cases of CAMS usage by such clients as Berlingske Media (Mecom Group) and Intranote
Agile management, or agile process management, or simply agile refers to an iterative, incremental method of managing the design and build activities of engineering, information technology and other business areas that aim to provide new product or service development in a highly flexible and interactive manner; an example is its application in Scrum, an original form of agile software development.
Request for Proposal (RFP) management - Ask the right questions and choose wi...Harold van Heeringen
Request for Proposal (RFP) management - Ask the right questions and choose wisely. Presented at the Software Measurement European Forum 2010 (Rome, June 2010)
Presented at the PDMA annual conference in Chicago, we describe how Agile applies more broadly to product development in Medical Devices, Wearables and Consumer Products.
ISMA 9 - van Heeringen - Using IFPUG and ISBSG to improve organization successHarold van Heeringen
Introduction to the International Software Benchmarking Standards Group and 3 cases in which function points together with ISBSG data really resulted in business value:
- Reality check of an estimate made by experts
- Assessing the competitive position of a department
- Selecting a single software supplier
Wake Up – It’s Time to Upgrade Your S/4HANA System!panayaofficial
While many organizations are still running their ERP on SAP’s veteran platform – ECC, many others already completed their move to the newer S/4HANA platform.
Having said that, for those who were early adopters and implemented the first major S/4HANA versions between 2015 to 2017, it’s time to upgrade.
As SAP officially supports each S/4HANA version 5 years, these early versions (1511 to 1709) are already in end of life (EOL) mode.
This imposes significant risks to organizations, as well as preventing them adopt newer SAP solutions and innovations introduced in the further S/4HANA versions.
All About Business Analyst Becoming a successful BAZaranTech LLC
We are the leaders in providing Role-Specific training and e-learning solutions for individuals and corporations. Our curriculums are based on real-time job functions as opposed to being product-based.specialized and innovative global expert IT Training and Consulting services
Products and Value: An Agile Perspective BY Matt Nudelmann (GUEST PRESENTER)Samuel Chin, PMP, CSM
You may have heard of Agile methodology before, especially in the context of web development ... but can we apply Agile principles to our study of process?
In this session, guest presenter Matt Nudelman explains how to understand some core elements of process, Product and Value, from an Agile point of view. He covers a range of topics including: the difference between a product and a project, Agile project management, the 80/20 rule, what an MVP is, and defining value using the Agile framework.
We also discussed how these principles apply to the process work we've been doing, and what we can take away for practical application.
----
Matt Nudelman, Scrum Master and Project Manager, began working in digital sometime before the last Dot Com boom, and has seen the rise of development methodologies coincide with his interest in efficient work practices. He has managed projects for Morgan Stanley, the New York Times, advertising agencies, and lots of companies you never heard of. Currently, Matt works with teams at Viacom to produce great software and to maximize their Agile effectiveness.
Keynote 2 - The 20% of software engineering practices that contribute to 80% ...ESEM 2014
This presentation will challenge the application of metrics and other software engineering practices in commercial companies that do not have to comply with safety/ regulatory standards and thus can chose the SDLC approach that they feel more appropriate and cost effective for the intended purpose. Which are the practices that are really applied to make things happen under the tight constraints of time to market and profitability? A snapshot of the "hands-on" situation from the perspective of a large consulting company engaged with many customers in various markets and domains.
Bio: Gualtiero Bazzana is Chairman of ITA-STQB, Head of Marketing WG for ISTQB and Managing Director of Alten Italia. He has been working in the IT domain since 20 years with a long lasting experience in the areas of testing, process improvement, quality. He has authored 50+ papers at international conferences on such subjects
In many organizations, bottom up estimation of software development projects is still the way to go. Management feels that top-down (parametric) estimation models require too much effort and cost. In this presentation, a random selection of 10 bids are analyzed and the bottom-up estimates and top-down estimates are compared with regard to accuracy and effort spend.
Avoid software project horror stories - check the reality value of the estima...Harold van Heeringen
Many large software projects turn into software horror stories, resulting in newspaper headlines and even political issues. Often, the project costs and schedule were estimated unrealistically optimistic, using immature estimation techniques. A relatively simple way to avoid many problems is to perform a reality check on the estimate. This presentation was given on the conference of the International Cost Estimating and Analysis Association (ICEAA2014), June 2014 (Denver, USA)
The Case Studies for Project Control Platform - Maurizio M. Granata Business ...Mediehuset Ingeniøren Live
This presentation will describe real business cases from several Clients among different business segments, all having with one common driver: EcoSys Project Control platform provided huge value to them.
Unit-I Conventional Software Management: The waterfall model, conventional
software Management performance.
Evolution of Software Economics: Software Economics, pragmatic software
cost estimation.
Improving Software Economics: Reducing Software product size, improving
software processes, improving team effectiveness, improving automation,
Achieving required quality, peer inspections.
10
Lectures
Unit-II The old way and the new: The principles of conventional software
Engineering, principles of modern software management, transitioning to an
iterative process.
Life cycle phases: Engineering and production stages, inception, Elaboration,
construction, transition phases.
Artifacts of the process: The artifact sets, Management artifacts, Engineering
artifacts, programmatic artifacts.
Model based software architectures: A Management perspective and technical
perspective.
10
Lectures
Unit-III Work Flows of the process: Software process workflows, Iteration workflows.
Checkpoints of the process: Major mile stones, Minor Milestones, Periodic
status assessments.
Iterative Process Planning: Work breakdown structures, planning guidelines,
cost and schedule estimating, Iteration planning process, Pragmatic planning.
10
Lectures
Unit-IV Project Organizations and Responsibilities: Line-of-Business Organizations,
Project Organizations, evolution of Organizations.
Process Automation: Automation Building blocks, The Project Environment.
10
Lectures
Unit-V Project Control and Process instrumentation: The seven core Metrics,
Management indicators, quality indicators, life cycle expectations, pragmatic
Software Metrics, Metrics automation.
Tailoring the Process: Process discriminants.
10
Lectures
Unit-VI Future Software Project Management: Modern Project Profiles, Next
generation Software economics, modern process transitions.
10
Lectures
The Data Management Overhead is rising inexorablyДмитрий Пасынков
The Data Management Overhead is
rising inexorably
• Capacity to run simulations is doubling every 18
months, or faster
• Number of files per simulation is increasing due to:
– increasing complexity of product
– Increasing complexity of simulation
– Increased granularity of data for faster set up and simpler
iteration
– More system level simulations
• Analysts are spending more time manually managing
data and have less time left for engineering
• “We are doing too many experiments and don’t have
time to critically evaluate the results”
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Benchmarking is a crucial management activity that enables organizations to understand how competitive they are. Using functional size measurement methods and historical data enables organizations to improve their processes and become more succesful.
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In many organizations, bottom up estimation of software development projects is still the way to go. Management feels that top-down (parametric) estimation models require too much effort and cost. In this paper, a random selection of 10 bids are analyzed and the bottom-up estimates and top-down estimates are compared with regard to accuracy and effort spend.
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Project Control is one of the most difficult tasks of a project manager. To assess whether a project is still on track is very difficult because the team members often report overconfident status reports. Using functional size and specialized tooling, like QSM Control or SEER PPMC, helps the project manager to get a real good understanding of the status of the project. These tools produce accurate forecasts and offer the possibility to do what-if analysis in order to select the best way to get a project back on track. In this presentation, it is examined which method would produce the best results, NESMA or IFPUG FPA or COSMIC FPA.
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2. INTRODUCING ME
Drs. Harold van Heeringen, Senior Consultant ADM Benchmarking at METRI.
• Netherlands Software Metrics Association (NESMA) – board member and chairman of the
working groups ’Benchmarking’ and ‘FPA in contract(ing)’
• International Software Benchmarking Standards Group (ISBSG) – President
• Common Software Measurement International Consortium (COSMIC) - Dutch representative
in the International Advisory Council (IAC)
• Dutch Association for Cost Engineers (DACE) – working group parametric analysis
• ICEAA trainer of CEBoK chapter 12: Software Cost Estimation
• Speaker at many conferences on software measurement, estimation and benchmarking
Slideshare: haroldveendam
twitter: @haroldveendam
LinkedIn: www.linkedin.com/in/haroldvanheeringen
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3. OVERVIEW
• Industry estimation maturity
• Effect of low maturity
• Maturity levels
• FPA
• Estimate with FPA
• Historical data
• Use in the industry
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5. IMPACT
• Deliver too late: losing business.
• Fail/stop: loss of time, money,
business and still no solution for
the problem that needed to be
solved.
• Waste of resources that could
have been deployed successfully
otherwise.
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Failing IT projects cost the Dutch
government 7 billion USD per year
Projects > 10 million USD only 7%
succeeds.
In total, only 30% of IT projects are
successful.
These are tax dollars and one of the
reasons the whole country was in
recession for years.
6. SOFTWARE ESTIMATION MATURITY
• Software project industry: low maturity
• Low estimation maturity;
• No or little formal estimation processes ‘expert estimates’
• No or little use of historical data ‘experience’
• Customers chose suppliers based on price, not reality
• Immature project estimation techniques results in low estimates
• Unrealistic optimism results often in complete failure!
• Lots of schedule and cost overruns
• Standish Chaos reports: Most projects fail or are at least unsuccessful
• No learning of mistaken, failing over and over again
• Low customer satisfaction rates
• In Europe: only slightly higher than the financial sector
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7. RESULTS OF LOW ESTIMATION MATURITY
• Many projects are not estimated in a professional way
• Only expert estimates, no use of estimation models / historical data
• Underestimation results in bad planning
• Development team too small
• Duration too short
• Unrealistic milestones
• Project management with no grip on the project
• Extra management attention, more meetings
• Stress in the team bad quality more effort
• Bad software, low maintainability
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8. ESTIMATION MATURITY MODEL*
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Developed by Dan Galorath – www.galorath.com
95% of the industry
Estimation Bias Mitigation Begins
at Level 2, Solid at Level 3
Majority of software projects are not
mitigated for bias, resulting in
optimistic estimates.
9. REALISTIC ESTIMATES
A realistic estimate is one of the most important conditions for a successful
project.
The estimate is the basis for:
• Business case;
• Planning;
• Proposal (outsourcing: fixed price / date);
• Financial result of the project… and the organization;
• Claiming and releasing of resources;
• Alignment between IT and business / customer;
• Progress reports / dashboards;
• The feeling of the team and the stakeholder.
Without a realistic estimate, the project is likely to fail!
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10. LOW/HIGH ESTIMATES
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Non-linear extra costs
-Planning errors
-team enlargement more expensive, not faster
-Extra management attention / overhead
-Stress: More defects, lower maintainability !!
Linear extra costs
Extra hours will be used
11. LEVEL 1 AND 2 ESTIMATES
• Bottom-up , assign effort hours to work items, based on knowledge and experience
• Advantages:
• Always possible to do and relatively easy;
• Experts ‘see the bears’.
• Disadvantages:
• Forgotten activities (e.g. testscript reviews. …);
• No good foundation of the estimate, very subjective;
• The expert is not going to de all the work (who will ?);
• How expert is the expert? (projects are unique);
• Experts don’t take into account duration, team size, etc.;
• Experts don’t assess the reality value, no real use of history.
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Result: expert estimates are optimistic,
on average 30% underestimation.
12. OVERVIEW
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Expert
Estimates
Level
1 and 2
13. TWO WAYS TO ESTIMATE
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Objective
Size
Effort
Cost
Estimating &
Benchmarking
Level 1 and 2
Level 3, 4 and 5
14. OVERVIEW
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Parametric
Estimates
Level 3-5
15. FUNCTIONAL SIZE
What the software should be able to do (functionality) Functional
expressed in a number Size
based on an objectively described method Measurement
ISO/IEC 14143
Something intangible like functionality becomes a physical number that can be used for
calculation
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ISO/IEC 24570:2005
nesma.org
16. FUNCTION POINT ANALYSIS (FPA)
• Can be used early in the project, when functional requirements are known
• Independent of technical implementation. 500 FP Mobile app = 500 FP Legacy Cobol
system
• Just as a 20 m2 glass wall = 20 m2 brick wall
• Effort to realize the software depends on productivity
• Independent of the systems requirements
• Objective, verifiable, repeatable, defensible measurement !!
• More function points means more functionality: value!
• Functional size is the basis for objective software metrics:
• Productivity (Hours spend per FP)
• Cost Efficiency (Money spend per FP)
• Time to Market (FP per calendar month)
• Quality (Defects per 1000 FP)
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17. BASIC ESTIMATION MODEL
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measures
risk analysis
risks
consequences
Functional size
FP
hours/cost
(provisional)
hours/cost
(attuned)
influences
Productivity
h/FP
18. TIME VS COST
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Paul Masson’s
Law
Parkinson’s
Law
Brooks’
Law
Minimal time
Optimal effort
Time
Effort/Cost
Realistic
Productivity
19. TEAM SIZE: IMPACT ON PRODUCTIVITY
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Larger team size means lower
overall productivity.
Adding people to a late
project only makes the project
later.
20. OVERVIEW
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EffortorCost
Duration
Impossible
zone
Impractical
zone
Minimal duration /
highest effort and cost
Optimal duration /
lowest effort and cost
Realistic
zone
21. OVERVIEW
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Price/FP
Duration (months)
Impossible
zone
Impractical
zone
Minimal duration /
highest effort and cost
Optimal duration /
lowest effort and cost
Realistic
zone
1000
500
6 12
22. HISTORICAL DATA
• Parametric estimation models need historical data to estimate
• Preferred for estimation: data of the company itself
• For new types of projects or no data available: Industry data can be used
• Sources of industry data:
• Data delivered with the parametric models, e.g.
• QSM SLIM: trendlines based on slocs or FP
• SEER-SEM: knowledge bases
• Data provided by Benchmarking suppliers (METRI, Gartner, DCG, etc.)
• Independent (International Software Benchmarking Standards Group)
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23. INTERNATIONAL SOFTWARE BENCHMARKING STANDARDS GROUP
• Independent and not-for-profit;
• Full Members are non-profit organizations, like China SPI, NESMA, IFPUG, JFPUG, GUFPI-
ISMA, FiSMA, QESP, DASMA and Swiss-ICT.
• Grows and exploits two open repositories of software data (.xls):
• New development projects and enhancements (> 7500 projects);
• Maintenance and support (> 1200 applications).
• Everybody can submit project data
• DCQ on the site / on request (.xls)
• Anonymous
• Free benchmark report in return
• ISBSG and China SPI start working on translating ISBSG materials and increase
data collection.
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24. OVERVIEW
7500 rows in Excel, Easy to analyze
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25. EXAMPLE
• Data Quality: A or B
• Year of Project > 2012
• Project Type: Enhancement
• Primary Programming language: Java
• Count approach: Nesma or IFPUG
• Further refinement, for instance:
• Size category
• Methodology
• Industry
• Application type
• Team size
• Time pressure (duration)
• …
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PDR (hours/FP)
Number of projects 166
Minimum 4,2
Percentile 10% 5,3
Percentile 25% 6,8
Median 7,8
Percentile 75% 9,4
Percentile 90% 10,2
Maximum 15,3
Average 7,9
Example: 500 FP Java project ROM Estimate
Reality Zone:
Low (P25): 500 * 6,8 = 3400 hours
Likely(Median): 500 * 7,8 = 3900 hours
High (P75): 500 * 9,4 = 4700 hours
26. PARAMETRIC ESTIMATION IN PRACTICE
• Parametric Estimation is carried out by a number of ‘more mature’
organizations:
• Global software service providers, e.g. HP, Capgemini, Sogeti, HCL, TechM, et cetera.
They need to be able to estimate fixed price/fixed duration projects accurately.
• ‘More mature’ companies that have implemented an ‘Estimate and Performance
Measurement’ process in order to understand their (and their suppliers’) capabilities in
order to improve, e.g. many banks, governments, insurance companies, telecom
providers.
• Next to estimating, performance measurement and benchmarking of
completed projects is another main advantage of measuring functional
size.
• Analysis of the historical data sometimes shows a lot!
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27. FPA INTERNATIONAL
• Brazil: FPA used intensively in software contracts: Price per FP
• Especially early methods (Nesma)
• Government, airlines, telco’s, banks, …
• 1 company claims to measure >60.000 FP per month with > 70 CFPA
• Netherlands, Korea, Malaysia, Finland and Italy:
• FPA recommended and often mandatory in government contracts
• Supplier performance measurement in Agile and traditional projects:
• Cost/FP
• Hours/FP
• Defects/FP
• FP/month
• USA: IFPUG used in the private sector, public sector low estimation maturity
(LOC based estimation)
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28. COUNTRY REPORT
• 12 countries
- >40 projects submitted
- Australia
- Brazil
- Canada
- Denmark
- Finland
- France
- India
- Italy
- Japan
- Netherlands
- UK
- United States
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29. PRODUCTIVITY PER COUNTRY (HOURS/FP)
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0
2
4
6
8
10
12
14
16
18
PDR
Mediaan PDR
30. SPEED (FP PER CALENDAR MONTH)
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0
10
20
30
40
50
60
70
Speed
Mediaan Speed
31. MANPOWER DELIVERY RATE (FP/PERSON PER MONTH)
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0
5
10
15
20
25
Manpower DR
Mediaan Manpower DR
32. QUALITY (DEFECTS PER 1000 FP)
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0
10
20
30
40
50
60
Defectdensity
Mediaan Defect
density
In the UK software is
developed fast, but with
many defects!
33. INTERNATIONAL COOPERATION
• China SPI / IQ Alliance starts working together with international parties to
improve estimation maturity on the Chinese market:
• Partnership with ISBSG (2016):
• Translate Special Reports into Chinese
• Collect Industry data from the Chinese market
• Publish reports for Chinese market
• Partnership with Nesma (2016):
• Translate documents into Chinese
• Facilitate Training of consultants in Nesma FPA and Software Estimation practices
• Organize Nesma certification exams
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34. THANK YOU!
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@haroldveendam
haroldveendam
www.linkedin.com/in/haroldvanheeringen
ISBSG: www.isbsg.org
Nesma: www.nesma.org
METRI: www.metrigroup.com
harold.van.heeringen@metrigroup.com