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28. Managing Construction
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thought. So I estimated it using a completely different technique. The second estimate came out to 828 pages. Considering that these estimates were within about 5 percent of each other, I concluded that the book was going to be much closer to 850 pages than to 250 pages, and I was able to adjust my writing plans accordingly.
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Re-estimate periodically Factors on a software project change after the initial estimate, so plan to update your estimates periodically. As Figure 28-2 illustrates, the accuracy of your estimates should improve as you move toward completing the project. From time to time, compare your actual results to your estimated results, and use that evaluation to refine estimates for the remainder of the project.
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Figure 28-2 Estimates created early in a project are inherently inaccurate. As the project progresses, estimates can become more accurate. Re-estimate periodically throughout a project. Use what you learn during each activity to improve your estimate for the next activity. As the project progresses, the accuracy of your estimates should improve.
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Estimating the Amount of Construction
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for details on the amount of coding for projects of various sizes, see Activity Proportions and Size in Section 21.2.
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0 CROSS-REFERENCE
The extent to which construction will be a major influence on a project s schedule depends in part on the proportion of the project that will be devoted to construction understood as detailed design, coding, debugging, and unit testing. As this chart from 27 shows, the proportion varies by project size.
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Figure 28-3 Until your company has project-history data of its own, the proportion of time devoted to each activity shown in the chart is a good place to start estimates for your projects.
The best answer to the question of how much construction a project will call for is that the proportion will vary from project to project and organization to organization. Keep records of your organization s experience on projects and use them to estimate the time future projects will take.
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28. Managing Construction
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Influences on Schedule
6 CROSS-REFERENCE
7 effect of a program s size on
productivity and quality isn t always intuitively apparent. 9 See 27, How Program Size Affects 0 Construction, for an explanation of how size affects construction.
The largest influence on a software project s schedule is the size of the program to be produced. But many other factors also influence a software-development schedule. Studies of commercial programs have quantified some of the factors, and they re shown in Table 28-1.
Table 28-1. Factors That Influence Software-Project Effort Factor Potential Positive Influence -14% -10% -19% -9% -12% -16% -19% -13% -13% -27% -24% -18% -29% -5% -11% 0% -10% -19% -15% 0% -22% Potential Negative Influence 22% 28% 23% 10% 14% 20% 29% 30% 15% 74% 34% 26% 42% 24% 12% 46% 11% 22% 19% 63% 17%
Co-located vs. multi-site development Database size Documentation match to project needs Flexibility allowed in interpreting requirements How actively risks are addressed Language and tools experience Personnel continuity (turnover) Platform volatility Process maturity Product complexity Programmer capability Reliability required Requirements analyst capability Reuse requirements State-of-the-art application Storage constraint (how much of available storage will be consumed) Team cohesion Team s experience in the applications area Team s experience on the technology platform Time constraint (of the application itself) Use of software tools
Source: Software Cost Estimation with Cocomo II (Boehm et al 2000).
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Here are some of the less easily quantified factors that can influence a softwaredevelopment schedule. These factors are drawn from Barry Boehm s Software Cost Estimation with Cocomo II (2000) and Capers Jones s Estimating Software Costs (1998). Requirements developer experience and capability Programmer experience and capability Team motivation Management quality Amount of code reused Personnel turnover Requirements volatility Quality of relationship with customer User participation in requirements Customer experience with the type of application Extent to which programmers participate in requirements development Classified security environment for computer, programs, and data Amount of documentation Project objectives (schedule vs. quality vs. usability vs. the many other possible objectives)
Each of these factors can be significant, so consider them along with the factors shown in Table 28-1 (which includes some of these factors).
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