ean 13 barcode generator c# Estimation vs. Control in C#.NET

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Estimation vs. Control
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The important question is, do you want prediction, or do you want control Tom Gilb
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Estimation is an important part of planning to complete a software project on time. Once you have a delivery date and a product specification, the main problem is how to control the expenditure of human and technical resources for an on-time delivery of the product. In that sense, the accuracy of the initial estimate is much less important than your subsequent success at controlling resources to meet the schedule.
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Most software projects fall behind. Surveys of estimated vs. actual schedules have shown that estimates tend to have an optimism factor of 20 to 30 percent (van Genuchten 1991).
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1 HARD DATA
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de Complete
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28. Managing Construction
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When you re behind, increasing the amount of time usually isn t an option. If it is, do it. Otherwise, you can try one or more of these solutions:
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7 HARD DATA
Hope that you ll catch up Hopeful optimism is a common response to a project s falling behind schedule. The rationalization typically goes like this: Requirements took a little longer than we expected, but now they re solid, so we re bound to save time later. We ll make up the shortfall during coding and testing. This is hardly ever the case. One survey of over 300 software projects concluded that delays and overruns generally increase toward the end of a project (van Genuchten 1991). Projects don t make up lost time later; they fall further behind. Expand the team According to Fred Brooks s law, adding people to a late software project makes it later (Brooks 1995). It s like adding gas to a fire. Brooks s explanation is convincing: New people need time to familiarize themselves with a project before they can become productive. Their training takes up the time of the people who have already been trained. And merely increasing the number of people increases the complexity and amount of project communication. Brooks points out that the fact that one woman can have a baby in nine months does not imply that nine women can have a baby in one month.
Undoubtedly the warning in Brooks s law should be heeded more often than it is. It s tempting to throw people at a project and hope that they ll bring it in on time. Managers need to understand that developing software isn t like riveting sheet metal: More workers working doesn t necessarily mean more work will get done. The simple statement that adding programmers to a late project makes it later, however, masks the fact that under some circumstances it s possible to add people to a late project and speed it up. As Brooks points out in the analysis of his law, adding people to software projects in which the tasks can t be divided and performed independently doesn t help. But if a project s tasks are partitionable, you can divide them further and assign them to different people, even to people who are added late in the project. Other researchers have formally identified circumstances under which you can add people to a late project without making it later (Abdel-Hamid 1989, McConnell 1999).
7 FURTHER READING For an
8 argument in favor of building
only the most-needed features, see 14, 0 Feature-Set Control, in 1 Rapid Development (McConnell 1996).
Reduce the scope of the project The powerful technique of reducing the scope of the project is often overlooked. If you eliminate a feature, you eliminate the design, coding, debugging, testing, and documentation of that feature. You eliminate that feature s interface to other features.
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28. Managing Construction
Page 18
When you plan the product initially, partition the product s capabilities into must haves, nice to haves, and optionals. If you fall behind, prioritize the optionals and nice to haves and drop the ones that are the least important. Short of dropping a feature altogether, you can provide a cheaper version of the same functionality. You might provide a version that s on time but that hasn t been tuned for performance. You might provide a version in which the least important functionality is implemented crudely. You might decide to back off on a speed requirement because it s much easier to provide a slow version. You might back off on a space requirement because it s easier to provide a memoryintensive version. Re-estimate development time for the least important features. What functionality can you provide in two hours, two days, or two weeks What do you gain by building the two-week version rather than the two-day version, or the two-day version rather than the two-hour version
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