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CO-IMP-MO – the use of COCOMO II to improve Rolls-Royce. Andy Nolan BSc Hons, CEng, FBCS, CITP Chief of Software improvement – The Software Centre of Excellence Satpaul Sall BSc Hons Software Technologist – The Software Centre of Excellence. Abstract.

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co imp mo the use of cocomo ii to improve rolls royce

CO-IMP-MO – the use of COCOMO II to improve Rolls-Royce

Andy Nolan BSc Hons, CEng, FBCS, CITP

Chief of Software improvement – The Software Centre of Excellence

Satpaul Sall BSc Hons

Software Technologist – The Software Centre of Excellence

abstract
Abstract
  • Validating Improvement Initiatives - Using COCOMO to verify improvement projects/programmes being delivered by the engineering organisation. Are we failing to recognise which areas of improvement we need to be tackling as a business? COCOMO has allowed us to show Rolls-Royce the key factors affecting programme/project performance & effectiveness. This has had big pull from the corporate Engineering Improvements team who want to use this method to verify many improvement projects. The presentation provides an overview of the tool and some of the results it produces.
the need for software product lines
The need for Software Product Lines

4

  • The Control Systems department is responsible for the Engine Electronic Controllers (EECs) for a range of small and large gas turbine engines for the aerospace industry.
  • The software is developed to DO-178B Level-A standards
  • The company has been developing high integrity software for over 20 years and has extensive data on its processes and productivity.
  • We have the largest order book in history, new engine development places greater demand on the software team (shorter time scales and lower costs)
slide5

The Philosophy

An improvement project should be estimated and managed to the same rigour as a development project of its equivalent size and risk

slide6

CO-Bus-MO

Enterprise

business

performance

Software

Supplier

COCOMO

Challenging our supplier costs.

Benchmarking

the business

Hardware

COCOMO

CO-RISK-MO

Risk

Management

Using the model to identify and quantify

risk

Using many SW factors to estimate hardware engineering

CO-Imp-MO

Improvement

COCOMO

Hardware

Supplier

COCOMO

Using COCOMO to identify & validate improvements

Estimation & eliciting key assumptions & negotiation

COCOMO

A unifying

language

slide7

Estimation

Elicitation

Diagnostics

CO-Bus-MO

Enterprise

business

performance

Software

Supplier

COCOMO

Estimation & eliciting key assumptions & negotiation

Challenging our supplier costs.

Benchmarking

the business

COCOMO

A unifying

language

Hardware

COCOMO

CO-RISK-MO

Risk

Management

Using the model to identify and quantify

risk

Using many SW factors to estimate hardware engineering

CO-Imp-MO

Improvement

COCOMO

Hardware

Supplier

COCOMO

Using COCOMO to identify & validate improvements

slide8

The problem

Improvements are often peoples “pet” subjects, based on politics, overlook the “elephant in the room”, lack evidence to justify their claims and can easily overspend and under-succeed

cocomo is at the heart of our business
COCOMO is at the heart of our business

Business Goals

  • Anticipate risk
  • Identify improvements
  • Validate improvements
  • Benchmark the business
  • Make better decisions

Set Project

Goals & Targets

Estimate

& Plan Project

Understand

Capability

Improve

capability

Monitor

& Control Project

Benchmark

Capability

slide11

The Philosophy

If COCOMO II models the cost of a project then it can also model the benefits of improvements. Any improvement that does not affect a factor in COMO is unlikely to deliver significant engineering improvements

estimating improvement benefits
Estimating Improvement benefits

Improvement

COCOMO

Benefit is calculated as the % influence over each COCOMO factor. Each COCOMO factor has a difference sensitivity and each improvement will affect each factor differently

estimating improvement benefits1
Estimating Improvement benefits

Improvement

COCOMO

Benefit is calculated as the % influence over each COCOMO factor. Each COCOMO factor has a difference sensitivity and each improvement will affect each factor differently

%Benefit = %influence * COCOMO Factor

Benefit

estimating improvement benefits2
Estimating Improvement benefits

Improvement

Improvement

Improvement

COCOMO

COCOMO

COCOMO

FTE’s affected is based upon the number of FTE’s in each business section multiplied by the % affected by the improvement initiative

Sector FTE

estimating improvement benefits3
Estimating Improvement benefits

Improvement

Improvement

Improvement

COCOMO

COCOMO

COCOMO

Example 1

£/$Benefit = %Benefit * FTE * Hours per year * Cost Rate

Sector FTE

estimating improvement benefits4
Estimating Improvement benefits

Improvement

Improvement

Improvement

COCOMO

Benefit is also affected by WHEN the improvements are expected to arise (time)

COCOMO

COCOMO

Example 2

Sector FTE

10%

100%

50%

25%

Year

50%

100%

50%

100%

75%

estimating improvement benefits5
Estimating Improvement benefits

Improvement

Improvement

Improvement

Example 3

COCOMO

COCOMO

COCOMO

Sector FTE

10%

100%

50%

25%

Year

50%

100%

50%

100%

75%

10

100

50%

25

Cost£

50

100

50

100

75

estimating improvement benefits6
Estimating Improvement benefits

Improvement

Improvement

Improvement

COCOMO

COCOMO

COCOMO

Sector FTE

10%

100%

50%

25%

Year

50%

100%

50%

100%

75%

10

100

50%

25

Cost£

50

100

50

100

75

project 3 point estimate
Project 3-point Estimate

Improvement Log

Risk Log

business average performance
Business Average Performance

Best Value

Nominal Value

Business average: where the business needs to invest

Worst Value

diagnostics tool
Diagnostics Tool

Best Value

Nominal Value

Worst Value

Business average: where the business needs to invest

conclusions
Conclusions
  • COCOMO II challenges the business
    • Are our improvements worthwhile
    • Are we improving the right things
  • It has had the effect of
    • Stopping some initiatives
    • Changing many other initiatives
    • Creating new ideas in the business
slide25

An Observation

Often, just the existence of COCOMO II and its factors is enough to change project and business behaviour for the better.