bytescout barcode reader sdk for .net Note If the target project is unusual, at least the lack of a similar project in Software

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Note If the target project is unusual, at least the lack of a similar project
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to compare against may highlight this to the estimator It offers the chance to learn from past experience When estimating by analogy, it is convenient to select a potential comparable project via scrutiny of available metric values, because this information is concise and easily compared Ideally, analogybased estimation would be applied within an organization with access to other information associated with past projects, not just project metrics Information such as project debriefing reports could help managers identify risks that the new project faces and avoid mistakes that have been made in the past
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An outlier in this context is a project with metrics that differ markedly from the sample group
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estimating Using analogy
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The Drawbacks of Estimating by Analogy
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Naturally, some difficulties with analogy-based estimation offset its advantages Its accuracy relies on three factors: The availability of an appropriate analog The soundness of the strategy for selecting the analog The manner in which differences between the analog and target are allowed for when deriving an estimate There may be no appropriate analog project within an available data set for the project that you want to estimate One danger is that an analog may be selected and used regardless of its appropriateness An old project could be selected as an analog because it appears similar to the target project, even though factors affecting effort have changed over time
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Analogical estimation offers another macro-estimating alternative It relies heavily on the availability of an appropriate analog This in turn relies on your ability to define the attributes of the target project to a level of granularity that will result in any identified analog being a true match with the proposed project That said, if a suitable analog is available, this method of estimation offers another viable estimating option In 13 you will find an example of how to perform an estimate using the analogical technique utilizing the ISBSG data
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estimating Using Work Breakdown Structure
hroughout this book we have stressed the importance of not relying on one method of estimation We advise you to use different techniques to provide sanity checks for your preferred estimation approach While the emphasis in this book has been on techniques for macro-estimation, particularly utilizing the project history available in the ISBSG Repository, it is important to at least make reference to the essential micro-estimation technique, commonly known as a work breakdown structure (WBS) As there are many publications available that provide detailed material on work breakdown structures, this chapter provides only a basic introduction
Work Breakdown Structure: Introduction
For work breakdown estimates, the main development phases are broken down into tasks and then into subtasks PMBOK refers to this as bottom-up estimates To reduce the possibility of failing to include all the tasks, the project team members and stakeholders should be involved in the process of task identification and recording This process then provides a base for a bottom-up estimate The team-based technique of Wide-Band Delphi estimation (developed by the Rand Corporation in 1948) is now widely used for software project WBS-based estimates The technique is also taught in many universities and software organizations After researching estimation techniques used by software organizations, the University of West Florida discovered that a number of software organizations utilize the technique, without referring to it by its name So, even
practical Software project estimation
though few organizations claim to use the Delphi technique by name, the methodology is widely used
Note Formal risk assessment is an essential project estimation
prerequisite The following approach to work breakdown software estimation based on the Delphi technique can be used: 1 Provide team members with the relevant information regarding the project (business case, quality requirements, and so on) 2 Conduct a formal risk assessment 3 Develop task lists 4 Each person in the development team individually estimates each task using sensitivity analysis1 to provide a best case, likely, and worst case estimate 5 All estimates are then written on a white board, grouped in the three ranges 6 Each person discusses the various assumptions and issues they considered when developing their estimates 7 If appropriate, the various estimates are adjusted based on the team discussion 8 Each range is averaged with outliers being discarded 9 The resultant ranges are used as the basis for the effort and duration estimates The team discussions incorporated into this technique are very important because they allow the team members and stakeholders to learn about the various assumptions that were made during the estimation process
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