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27. How Program Size Affects Construction
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How Program Size Affects Construction
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Contents 27.1 Communication and Size
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27.2 Range of Project Sizes 27.3 Effect of Project Size on Errors 27.4 Effect of Project Size on Productivity 27.5 Effect of Project Size on Development Activities
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Related Topics Prerequisites to construction: 3
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Determining the kind of software you re working on: Section 3.2 Managing construction: 28 SCALING UP IN SOFTWARE DEVELOPMENT isn t a simple matter of taking a small project and making each part of it bigger. Suppose you wrote the 25,000-line Gigatron software package in 20 staff-months and found 500 errors in field testing. Suppose Gigatron 1.0 is successful as is Gigatron 2.0, and you start work on the Gigatron Deluxe, a greatly enhanced version of the program that s expected to be 250,000 lines of code. Even though it s 10 times as large as the original Gigatron, the Gigatron Deluxe won t take 10 times the effort to develop; it ll take 30 times the effort. Moreover, 30 times the total effort doesn t imply 30 times as much construction. It probably implies 25 times as much construction and 40 times as much architecture and system testing. You won t have 10 times as many errors either; you ll have 15 times as many or more. If you ve been accustomed to working on small projects, your first medium-tolarge project can rage riotously out of control, becoming an uncontrollable beast instead of the pleasant success you had envisioned. This chapter tells you what kind of beast to expect and where to find the whip and chair to tame it. In
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27. How Program Size Affects Construction
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contrast, if you re accustomed to working on large projects, you might use approaches that are too formal on a small project. This chapter describes how you can economize to keep the project from toppling under the weight of its own overhead.
27.1 Communication and Size
If you re the only person on a project, the only communication path is between you and the customer, unless you count the path across your corpus callosum, the path that connects the left side of your brain to the right. As the number of people on a project increases, the number of communication paths increases too. The number doesn t increase additively, as the number of people increases. It increases multiplicatively, proportionally to the square of the number of people. Here s an illustration:
3 1 Communication path with two programmers Communication paths with three programmers 45 10 Communication paths with four programmers 6
Communication paths with five
Communication paths with ten programmers
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Figure 27-1 The number of communication paths increases proportionate to the square of the number of people on the team.
7 KEY POINT
As you can see, a two-person project has only one path of communication. A five-person project has 10 paths. A ten-person project has 45 paths, assuming that every person talks to every other person. The 2 percent of projects that have fifty or more programmers have at least 1,200 potential paths. The more communication paths you have, the more time you spend communicating and the more opportunities are created for communication mistakes. Larger-size projects
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27. How Program Size Affects Construction
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demand organizational techniques that streamline communication or limit it in a sensible way. The typical approach taken to streamlining communication is to formalize it in documents. Instead of having 50 people talk to each other in every conceivable combination, 50 people read and write documents. Some are text documents; some are graphic. Some are printed on paper; others are kept in electronic form.
27.2 Range of Project Sizes
Is the size of the project you re working on typical The wide range of project sizes means that you can t consider any single size to be typical. One way of thinking about project size is to think about the size of a project team. Here s a crude estimate of the percentages of all projects that are done by teams of various sizes:
Team Size 1-3 4-10 11-25 26-50 50+ Approximate Percentage of Projects 25% 30% 20% 15% 10%
Source: Adapted from A Survey of Software Engineering Practice: Tools, Methods, and Results (Beck and Perkins 1983), Agile Software Development Ecosystems (Highsmith 2002), and Balancing Agility and Discipline (Boehm and Turner 2003).
One aspect of data on project size that might not be immediately apparent is the difference between the percentage of projects of various sizes and the percentage of programmers who work on projects of each size. Since larger projects use more programmers on each project than do small ones, they can make up a small percentage of the number of projects and still employ a large percentage of all programmers. Here s a rough estimate of the percentage of all programmers who work on projects of various sizes:
Team Size 1-3 4-10 11-25 26-50 50+ Approximate Percentage of Programmers 5% 10% 15% 20% 50%
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