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5 8 (>800 FP Project) 31 48 42 53
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Table 16-3 PDRs Chosen from the ISBSG Tables for Example Development Team
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Software project estimation Framework
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project size Consequently, you do need to take into account the impact of project size on your team s PDR if you are estimating a project with a size that is unusually larger, or more importantly, unusually smaller, than you would normally assign to a team of a given size The example development team can now use this PDR table in its estimation framework However, while building up its project history, the example development team can refine this table using the history from each project that it completes To calculate an estimate, use the attributes of the planned project to select a pair of PDR values, and then multiply these by the measured FP scope for the project This provides a best case and worst case estimate Which estimate you actually use on a project depends upon risk and commercial factors For example, for a project that you think faces several risks of high probability and impact, you may choose to use the worst case figure
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Remember that project estimates represent a target for the team that is performing the project They are not predictions that will come true as a matter of course The key issue for estimating software projects is setting realistic targets that your development team can reasonably expect to achieve Estimates based purely on professional judgment are notoriously optimistic Estimates also set the customer s expectations; the first published estimates are usually the ones that are remembered Using the information in Appendix B, you can construct a useful estimation framework for a development team This framework will produce estimates that have a higher likelihood of being achieved than any form of estimating based purely on professional judgment
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Calculating a Benchmark Estimate for a Planned Project
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It is advisable to calculate a second estimate for a planned project Ideally, the second estimate should have a high degree of independence from the first The following is a simple, fast, estimating procedure that you can use to calculate a benchmark estimate for a project This procedure produces a benchmark PDR and so needs a measure of the software size in function points The procedure results from an ISBSG analysis of greater than 500 projects in the ISBSG Repository2 These software development
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A four-step analysis was performed that (1) estimated PDR as the average of the selected data set; (2) adjusted the PDR according to the effect of the expected team size, by adding the tabulated value to the current estimate; (3) further adjusted the PDR, according to the effect due to the estimated project size (expressed in UFP), by adding the tabulated value to the current estimate; and (4) further adjusted the PDR according to the effect of the programming language, by adding the tabulated value to the current estimate
practical Software project estimation
Median 309 006 612
Maximum Team Size
Team Size 1 to 4 5 to 8 9 or more Table 16-4
Mean 454 145 437
Project Size 1 to 200 201 to 400 401 to 600 601 to 800 801 to 1,000 >1,000 Table 16-5
PDR Adjustment Factor
Median 296 005 195 43 556 676
Mean 388 001 468 691 873 952
projects have high quality data covering all the important factors impacting productivity You start the benchmark estimate calculation with these two PDR values that cover all 500 projects: 1043 hours per FP (median) and 1492 hours per FP (mean)
Step 1 Adjust PDR for Team Size
Decide the appropriate maximum team size for the planned project, and select from Table 16-4 the applicable adjustment factor for the PDR3 If our example project team needs to put a maximum of four people on a project, this adjusts the median PDR downwards to 732 hours per FP Be careful to note that this is the maximum team size, not the core team size part-time people add to the team size
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