Software sizing estimation and tracking
1 / 51

Software Sizing, Estimation, and Tracking - PowerPoint PPT Presentation

  • Uploaded on

Software Sizing, Estimation, and Tracking . Pongtip Aroonvatanaporn CSCI577 Spring 2012 February 10, 2012. Outline. Terms and Definitions Software Sizing Software Estimation Software/Project Tracking. Terms and Definitions. Software Sizing Mechanism to estimate size and complexity

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about ' Software Sizing, Estimation, and Tracking ' - ivana

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
Software sizing estimation and tracking

Software Sizing, Estimation, and Tracking


CSCI577 Spring 2012

February 10, 2012



  • Terms and Definitions

  • Software Sizing

  • Software Estimation

  • Software/Project Tracking


Terms and definitions
Terms and Definitions

  • Software Sizing

    • Mechanism to estimate size and complexity

  • Software Estimation

    • Mechanism to estimate effort, time, duration

  • Software/Project Tracking

    • Mechanism to manage project progress


Software sizing
Software Sizing

  • Agile Techniques

    • Story points

    • Planning Poker

  • Traditional Techniques

    • Expert Judgment

    • Function Points

    • Application Points

  • Uncertainty treatment

    • PERT Sizing

    • Wideband Delphi

    • COCOMO-U


Story points

Story Points


Story points what
Story Points: What?

  • Estimation mechanism based on user stories

  • Features/capabilities = story point

  • Often used by Scrum team

    • Strong focus on agile process

  • A way to estimate difficulty

    • Without committing time duration

    • Measure size and complexity

    • Essentially, how hard it is


Story points why
Story Points: Why?

  • Better than hours

  • Humans are not good at estimating hours

  • Standish group survey

    • 68% projects failed to meet original estimates

  • Hours completed tells nothing

    • No useful information for clients/customers

  • Story points can provide roadmap of capabilities to be delivered

  • Less variation


Story points how to
Story Points: How To?

  • Involves the entire team

  • Process

    • Look at the backlog of features

    • Pick the easiest

    • Give a score to that feature (i.e. 2)

    • Estimate other features relative to that point

  • Cohn Scale

    • Fibonacci

    • 0, 1, 2, 3, 5, 8, 13, 20, 40, 100


Story points how to1
Story Points: How To?

  • Velocity

    • First sprint…

    • After 2-3 sprints, average story points completed

    • Velocity used for planning future iterations



Story points the good
Story Points: The Good

  • Estimate backlog

    • Focus on product, not tasks

    • Items that are valuable to clients/customers

  • Track progress based on results delivered

  • Hours are bad

    • 1 hour for most productive team = hours for least productive team

  • In industry

    • Story point estimation cuts estimation time by 80%

    • More estimation and tracking than typical waterfall

    • 48 times faster than traditional waterfall estimations



Story points the bad
Story Points: The Bad

  • Publishing vs. Development

    • Less effort for publishing

  • Complexity vs. Time

    • Some stories are intellectually complex

    • Some stories are simply time consuming

    • Less complex, but repetitive tasks get lower numbers.

      • No accurate on actual effort required

  • Some developers prefer hours and days

  • Difficult to determine completion time without velocity


Story points example
Story Points: Example

  • Students can purchase monthly parking passes online

  • Parking passes can be paid via credit cards

  • Parking passes can be paid via PayPal

  • Professors can input student marks

  • Students can obtain their current seminar schedule

  • Students can order official transcripts

  • Students can only enroll in seminars for which they have pre-requisites

  • Transcripts will be available online via a standard browser


Planning poker

Planning Poker


Planning poker what
Planning Poker: What?

  • A mechanism to

    • Introduce estimation

    • Invoke discussions

  • Like playing poker

    • Each person has cards

    • Reveal cards at the same time


Planning poker why
Planning Poker: Why?

  • Multiple expert opinions

    • Knowledgeable

    • Best suited for estimation tasks

  • Estimates require justifications

    • Improve accuracies

    • Better compensated for missing information

  • Good for story point estimation

  • Average of estimates gives better results


Planning poker how
Planning Poker: How?

  • Include all developers

  • Process

    • Each estimator given a deck of cards

    • For each user story, moderator reads the description

    • Discuss about story until all questions are answered

    • Each estimator selects a card representing his/her estimate

    • Everyone show their cards at the same time (avoid bias)

    • High and low estimators explain their estimates

    • Discuss about estimates.

    • Estimators re-select cards

    • If estimates converge, take the average.

    • If estimates do not converge, repeat the process.


Planning poker how1
Planning Poker: How?

  • Done at two different times

  • First

    • Before project begins

    • Estimate large number of items

    • Initial set of user stories

  • Second

    • During the end of each iteration

    • Estimate for the upcoming iteration


Planning poker the good
Planning Poker: The Good

  • Fun and enjoyable

  • Convergence of estimates

    • More accurate

    • Justifications

  • Invoke group discussions

    • Improve understandings

    • Improve perspectives


Planning poker the bad
Planning Poker: The Bad

  • Easy to get into excessive amount of discussion

    • Not accurate estimates

    • Bad results

  • Require high level of expertise

    • Opinions

    • Analogies

  • High and low estimators may be viewed as “attackers”


Function points

Function Points


Function points what
Function Points: What?

  • Quantify the functionality

  • Measure development and maintenance

    • Independent of technology

    • Consistently across all projects

  • Unit of measure representing the function size

    • Application = number of functions delivered

  • Based on user’s perspective

    • What user asked for, not what is delivered

  • Low cost and repeatable

  • Good for estimating use-cases


Function points how
Function Points: How?

  • Process

    • Determine function counts by type

    • Determine complexity level. Classify each function count by complexity levels

    • Apply complexity weights

    • Compute Unadjusted Function Points. Add all the weighted function counts to get one number (UFP)


Function points how1
Function Points: How?

  • Data Functions

    • Internal logical files

    • External interface files

  • Transactional functions

    • External inputs

    • External outputs

    • External inquiries


Internal logical files
Internal Logical Files

  • Data that is stored and maintained within your application

    • Data that your application is built to maintain

  • Examples

    • Tables in database

    • Flat files

    • Application control information

      • Configuration

      • Preferences

    • LDAP data stores


External interface files
External Interface Files

  • Data that your application uses/references

    • But not maintained by your application

    • Any data that your application needs

  • Examples

    • Same as Internal Logical Files

    • But not maintained by your system


External inputs
External Inputs

  • Unique user data or user control input that enters the application

    • Comes from external boundary

  • Examples

    • Data entry by users

    • Data or file feeds by external applications


External output
External Output

  • User data or control that leaves the applications

    • Leaves the external boundary

    • Present information

    • Retrieval of data or control

  • Examples

    • Reports

    • Data display on screen


External inquiry
External Inquiry

  • Unique input-output combination

    • Input causes/generates immediate output

    • No mathematical formulas or calculations

    • Create no derived data

  • No Internal Logical Files maintained during processing

  • Behavior of system not altered

  • Examples

    • Reports that do not involve derived data(direct queries)


Complexity levels
Complexity Levels


Function point to sloc
Function Point to SLOC

  • COCOMO II has built-in calibration for converting Unadjusted FP to SLOC

    • First specify the implementation language/technology

    • Apply the multiplier (SLOC/UFP)

  • More information can be found in COCOMO II book


Function points the good
Function Points: The Good

  • Independent of programming language and technology

  • Help derive productivity and quality performance indicators

    • Benchmarking

    • Productivity rate

    • Cost/FP

  • Guard against increase in scope

    • Function creep


Function points the bad
Function Points: The Bad

  • Requires subjective evaluations

    • A lot of judgment involved

  • Many cost estimation models do not support function points directly

    • Need to be converted to SLOC first

    • Not as much research data available compared to LOC

  • Can only be performed after design specification


Uncertainty treatment
Uncertainty Treatment

  • PERT Sizing

    • Use distribution

    • Specify pessimistic, optimistic, and most likely sizes

    • Biased?

  • Wideband Delphi

    • Experts discuss and estimate individually

    • Discussions focus on points where estimates vary widely

    • Reiterate as necessary


    • Extension to COCOMO II

    • Use Bayesian Belief Network to address uncertain parameters

    • Provide range of possible values


Workshop time

Workshop time!



  • Develop a software system for Effort Reporting

    • Sounds familiar?

  • Software Requirements

    • User authentication

    • User capabilities

      • Select Week

      • Submit weekly effort

      • View/Update weekly effort

      • View weekly total

    • Admin capabilities

      • View grade report by user (on time submission)

      • Add/view/edit effort categories



  • Terms and Definitions

  • Software Sizing

  • Software Estimation

  • Software/Project Tracking


Project tracking
Project Tracking

  • Goal-Question-Metric

  • PERT Network Chart

    • Gantt Chart

  • Burn Up and Burn Down Charts


Goal question metric what
Goal-Question-Metric: What?

  • By Victor Basili, University of Maryland and NASA

  • Software metric approach

  • Capturesmeasurement on three levels

    • Conceptual level (goal)

      • Defined for an object

    • Operational level (question)

      • Define models of the object of study

    • Quantitative level (metric)

      • Metrics associated with each question in a measurable way


Goal question metric why
Goal-Question-Metric: Why?

  • Used within context of software quality improvement

  • Effective for the following purposes:

    • Understanding organization’s software practices

    • Guiding and monitoring software processes

    • Assessing new software engineering technologies

    • Evaluating improvement activities


Goal question metric how
Goal-Question-Metric: How?

  • Six-step process

    • Develop a set of corporate, division, and project business goals

    • Generate questions defining those goals

    • Specify measures needed to be collected to answer questions

    • Develop mechanisms for data collection

    • Collect, validate,and analyze data. Provide feedback in real-time

    • Analyze data in post mortem fashion. Provide recommendations for future improvements.


Goal question metric the good
Goal-Question-Metric: The Good

  • Align with organization environment

    • Objectives and goals

    • Project context

  • Flexible


Goal question metric the bad
Goal-Question-Metric: The Bad

  • Only useful when used correctly

    • Must specify the right goals, questions, and metrics to measure

  • Requires experience and high level of knowledge to use

  • No explicit support for integrating with higher-level business goals and strategies

  • Some things cannot be measured


Gqm strategies what
GQM+Strategies: What?

  • An extension of GQM

    • Built on top

  • Link software measurement goals to higher-level goals

    • Software organization

    • Entire business


Gqm strategies example
GQM+Strategies: Example

  • Wants: Increase customer satisfaction

  • Strategy: Improve product reliability

    • Both hardware and software

  • Software development contribution

    • Reduce defect slippage

    • Improve testing process

    • Team leaders decide on set of actions to take

    • Implement improvements

    • Measure results of improvements

  • A tie between test defect data and customer satisfaction


Gqm strategies example1
GQM+Strategies: Example


Pert network chart
PERT Network Chart

  • Identify critical paths

  • Nodes updated to show progress

  • Grows quickly

  • Becomes unusable when large

    • Especially in smaller agile environments

    • Eventually gets thrown away


Burn charts
“Burn” Charts

Burn Up

Burn Down

  • Effective in tracking progress

  • Good for story points

  • Not good at responding to major changes


Workshop time1

Workshop Time!



  • Story Points



  • Planning Poker



  • Function Points



    • Boehm, B., Abts, C., Brown, A.W., Chulani, S., Horowitz, E., Madachy, R., Reifer, D.J., and Steece, B. Software Cost Estimation with COCOMO II. Prentice-Hall, 2000.

  • Goal-Question-Metric




  • GQM+Strategies



  • PERT

    • Wiest, J.D. and Levy, F.K. A Management Guide to PERT/CPM. Prentice-Hall, Englewood Press, 1977.

  • Burn Charts

    • Cockburn, A. “Earned-value and Burn Charts (Burn Up and Burn Down). Crystal Clear,Addison-Wesley, 2004.