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The regression equations based upon functional size for the midrange and multiplatform development platforms indicate that the SSRM project will require about 4,934 hours of work and take 67 months to complete
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Regression Equations: Functional Size and Maximum Team Size
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By combining these first estimates with her knowledge of the project s size and different project maximum team sizes, Jenny is able to both tune her estimates and investigate the relationship between project effort and duration First, Jenny uses her existing estimates of project effort and duration and her experience, which tells her that one full-time equivalent (FTE) resource equates to approximately 130 effort hours per month4 She calculates a likely figure for the SSRM project s average monthly effort and hence an average team size of approximately 55 full-time equivalent resources Jenny performs the following calculations:
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Resource to Effort Ratio (RER) Average Monthly Effort (AME) Average Team Size (ATS) 1 FTE Resource = 130 hours per month PWERE / PDRE = 4,934 / 67 = 736 hours per month AME / RER = 736 / 130 55 FTE resources
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Because Jenny knows that project resource levels are typically not constant for the entire project duration, but rather start at a low level, build up to a peak, and then decline, she also knows that the SSRM project s maximum team size will be greater than the average team size of 55 that she has already calculated Based upon this and her experience, Jenny therefore chooses an initial maximum team size of 9 FTEs for the SSRM project Using this information, Jenny obtains the following additional estimates:
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Project Delivery Rate (Appendix C, Table C-10) Project Work Effort (Appendix C, Table C-11) PDRREMTS (New development/ midrange) PWEREMTS (New development/ midrange) = 3509 Size 0597 Maximum Team Size1080 = 3509 540 0597 91080 = 88 hours per function point = 3509 Size0403 Maximum Team Size1080 = 3509 5400403 91080 = 4,752 hours
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The ratio of one full-time equivalent resource equating to approximately 130 effort hours per month is based upon typical industry figures
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project estimation Using the ISBSG repository
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SDREMTS (New development/ midrange) There are no suitable ISBSG regression equations for estimating speed of delivery from functional size and likely maximum team size for midrange platform projects There are no suitable ISBSG regression equations for estimating project duration from functional size and likely maximum team size for midrange platform projects
Speed of Delivery (Appendix C, Table C-13)
Project Duration (Appendix C, Table C-12)
PDREMTS (New development/ midrange)
The regression equation for project work effort based upon SSRM s functional size and likely maximum team size indicates that the SSRM project will require around 4,752 hours of work There are no suitable regression equations for estimating project duration or speed of delivery Because Jenny s new project effort estimate aligns closely to her initial estimate, however, she can reasonably assume that a new project duration estimate should align closely to her original project duration estimate of 67 months To investigate the relationship between project effort and duration further, Jenny now recalculates the project effort estimate using a smaller maximum team size of 6 FTEs as follows:
Project Work Effort (Appendix C, Table C-11) PWEREMTS (New development/ midrange) = 3509 Size0403 Maximum Team Size1080 = 3509 5400403 61080 = 3,067 hours
Based upon this smaller maximum team size, the regression equation indicates that the SSRM project would require around 3,067 hours of work, a savings of 35 percent over the previous estimate Of course, this project effort savings must come at a cost In this case, the cost is an increase in project duration To obtain this reduction in project effort would require an increase in the project duration from a value of around 67 months estimated using the maximum team size of 9 FTEs The ISBSG Repository contains insufficient data to determine the actual magnitude of the increase in project duration Whether such an increase is acceptable is often driven by external factors such as time-to-market windows of opportunity or the availability of necessarily skilled development staff If, for example, most members of the SSRM development team have no critical activities scheduled over the next 9 months, then significant effort, and hence cost, savings might be made through utilizing a smaller project team coupled with a longer project duration
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