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practical Software project estimation
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estimating and is even around 14 percent lower than the comparative estimate s optimistic value For project work effort, the estimation by analogy value does appear to support the values calculated using estimation by comparison The same is not true, however, for the project duration estimates Because of her lack of knowledge as to whether the selected project analog is truly analogous to SSRM and because she is unable at this stage to discover any further information that would clarify this issue, Jenny decides not to utilize the analogy-based estimates to validate the planned task-based micro-estimates In the future, when Supersoft has built up its own repository of completed project data, Jenny will be able to use that data to perform estimating using analogy more effectively
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Jenny has now completed her macro-level estimating for the SSRM project She will use the comparative estimates as initial and indicative estimates of SSRM s required project work effort and duration to aid in constructing the project plan, schedule, and budget She will also use the estimates to help validate the task-based micro-estimates that will be generated from the full work breakdown once it is completed When the development of SSRM is completed, Jenny submits a description of the project along with details of the actual project work effort and duration to ISBSG to be added to the ISBSG Repository Each project added to the ISBSG Repository enhances its usefulness as an estimating tool and, hence, aids software practitioners in accurately determining project resource requirements and schedules and ensuring that they deliver their software on time and within budget
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gile is an approach to software development and delivery that:
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Encourages a high level of customer involvement throughout the software process and tolerates and even promotes changes to the software s requirements during that process
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Delivers software via a series of short iterations a couple of weeks to a couple of months with outcomes that focus on the delivery of working software as opposed to descriptive specifications Is performed by largely self-organizing development teams where individual software developers take personal responsibility for the delivery of their components of the software product The Agile approach is widely used throughout the world in a number of well-known and effective Agile software development and delivery methods and methodologies The way an Agile project is performed can differ markedly from a traditional software development or delivery project In many cases, therefore, traditional software project estimation techniques are not the most appropriate or effective way of forecasting and managing an Agile project s schedule and budget
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This chapter introduces an estimation approach for Agile software projects1 It is important to note that while they align with the typical Agile approach to software development, a number of the estimation concepts presented here may also be applicable in other software projects that use more traditional development approaches
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Estimating an Agile Project
Before describing the Agile software project estimation approach, it is necessary to briefly outline how an Agile project is performed and to define a number of the key terms used Agile views a software application as comprising a number of features, and a software project as delivering a number of new or enhanced features into production Estimation of an Agile project involves decomposing the project into the set of features to be delivered, as opposed to decomposing it into the set of work breakdown structure (WBS) tasks to be performed, as is often done in the traditional bottom-up approach to project estimation Different Agile methodologies and methods refer to project features by different names Extreme Programming (XP) refers to features as user stories or just stories This is the term used in this chapter An Agile project is performed by a development team as a series of short, fixed-length iterations Iteration duration is typically between 2 weeks and 2 months Each iteration delivers a number of stories (features) A key aspect of Agile project estimation is determining which and how many stories can be delivered by each project iteration Estimation requires methods for determining: The relative size of each of the project s stories (that is, how much software functionality each story delivers) The development team s velocity (that is, how quickly the team delivers the project s stories) Various methods have been devised for measuring and expressing software size and velocity in general, and the size of stories and their delivery within Agile projects in particular This chapter focuses on one of these techniques, the use of story points
This chapter provides a brief summary of estimation approaches for Agile software projects The concepts and techniques included have been drawn from a number of sources For more detailed and complete descriptions of estimation of Agile software projects, see the following: Crystal Clear, by Alistair Cockburn (Addison-Wesley, 2005) Agile Estimation and Planning, by Mike Cohn (Prentice Hall, 2004) Planning Extreme Programming, by Kent Beck and Martin Fowler (Addison-Wesley, 2001)
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