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EXAMPLE 3.5
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Company LMN is partway through its project. The job log below indicates the current status of the project.
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Software Project Management
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Work Task 1 2 3 4 5 6
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Estimated E ort (programmerdays) 5 25 120 40 60 80
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Actual E ort So Far (programmerdays) 10 20 80 50 50 70
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Estimated Completion Date 1/25/01 2/15/01 5/15/01 4/15/01 7/1/01 9/01/01
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Actual Date Completed 2/1/01 2/15/01
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4/1/01
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The BAC is the sum of the estimations. BAC = 330 days. BAC is an estimate of the total work. On 4/1/01, tasks 1,2, and 4 have been completed. The BCWP is the sum of the BCWS for those tasks. So BCWP is 70 days. The earned value (EV) is 70/330, or 21.2 percent. On 4/1/01 tasks 1 and 2 were scheduled to be completed and 1,2, and 4 were actually completed. So BCWP is 70 days and BCWS is 30 days. Thus, SPI is 70/30, or 233 percent. The SV = 70 days 30 days = +40 days, or 40 programmer-days ahead. The ACWP is the sum of actual effort for tasks 1, 2, and 4. So, ACWP is 80 programmer-days. CPI is 70/80 = 87.5 percent. The CV = 70 programmer-days 80 programmer-days = 10 programmer-days, or 10 programmer-days behind.
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EXAMPLE 3.6
On 7/1/01, assume that task 3 has also been completed using 140 days of actual effort, so BCWP is 190 and EV is 190/330, or 57.5 percent. On 7/1/01, tasks 1, 2, 3, and 4 were actually completed. So BCWP is 190 days and BCWS is 250 days. Thus, SPI is 190/250 = 76 percent. The SV is 190 programmer-days 250 programmer-days = 60 programmer-days, or 60 programmer days behind. ACWP is the sum of actual effort for 1, 2, 3, and 4. So ACWP is 220 programmer-days. Tasks 1 through 5 were scheduled to have been completed, but only 1 through 4 were actually completed. CPI is 190/220 = 86.3 percent, and CV is 190 220, or 30 programmer-days behind.
Error Tracking
One excellent management practice is error tracking, which is keeping track of the errors that have occurred and the inter-error times (the time between occurrences of the errors). This can be used to make decisions about when to release software. An additional e ect of tracking and publicizing the error rate is to make the
CHAPTER 3 Software Project Management
software developers aware of the signi cance of errors and error reduction. The e ects of changes in the software process can be seen in the error data. Additionally, making the errors and error detection visible encourages testers and developers to keep error reduction as a goal. The error rate is the inverse of the inter-error time. That is, if errors occur every 2 days, then the instantaneous error rate is 0.5 errors/day. The current instantaneous error rate is a good estimate of the current error rate. If the faults that cause errors are not removed when the errors are found, then the cumulative error rate (the sum of all the errors found divided by the total time) is a good estimate of future error rates. Usually, most errors are corrected (the faults removed), and thus the error rates should go down and the inter-error times should be increasing. Plotting this data can show trends in the error rate (errors found per unit time). Fitting a straight line to the points is an e ective way to display the trend. The trend can be used to estimate future error rates. When the trend crosses the x-axis, the estimate of the error rate is zero, or there are no more errors. If the x-axis is number of errors, the value of the x-intercept can be used as an estimate of the total number of errors in the software. If the x-axis is the elapsed time of testing, the intercept is an estimate of the testing time necessary to remove all errors. The area under this latter line is an estimate of the number of errors originally in the software.
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