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The schedule variance is 145 145=0. The cost performance index = 145 /170 = 85.3 percent. This indicates that the actual e ort is larger than the estimated e ort. The cost variance is 145 170= 25. This also indicates that more e ort has been required than was estimated. The project appears to be on schedule but is costing more than was planned. 4. Use a spreadsheet to calculate the PV and the progress indicators for the following project at half-month intervals from January 1 through September 1.
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Estimated E ort (programmerdays) 30 25 30 50 60 35 55 30 45 25 45 Actual E ort (programmerdays) 37 24 41 47 63 31 58 28 43 29 49
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Estimated Completion Date 1/1 2/15 3/1 4/15 5/1 5/15 6/1 6/15 7/1 8/1 8/15
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Actual Date Completed 2/1 2/15 3/15 4/1 4/15 6/1 6/1 6/15 7/15 8/15 9/1
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bcw 30 25 30 50 60 35 55 30 45 25 45 430
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pv 0.070 0.058 0.070 0.116 0.140 0.081 0.128 0.070 0.105 0.058 0.105
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sched 1-Jan 15-Feb 1-Mar 15-Apr 1-May 15-May 1-Jun 15-Jun 1-Jul 1-Aug 15-Aug
actual 1-Feb 15-Feb 15-Mar 1-Apr 15-Apr 1-Jun 1-Jun 15-Jun 15-Jul 15-Aug 1-Sep
CHAPTER 3 Software Project Management
bcws 30 30 30 55 85 85 85 135 195 230 285 315 360 360 385 430 430 bcwp 0 0 30 55 55 85 135 195 195 195 285 315 315 360 360 385 430 acwp 0 0 37 61 61 102 149 212 212 212 301 329 329 372 372 401 450 ev 0.00 0.00 0.07 0.13 0.13 0.20 0.31 0.45 0.45 0.45 0.66 0.73 0.73 0.84 0.84 0.90 1.00 spi 0 0 1.00 1.00 0.65 1.00 1.59 1.44 1.00 0.85 1.00 1.00 0.88 1.00 0.94 0.90 1.00 sv 30 30 0 0 30 0 50 60 0 35 0 0 45 0 25 45 0 cpi 0 0 0.81 0.90 0.90 0.83 0.91 0.92 0.92 0.92 0.95 0.96 0.96 0.97 0.97 0.96 0.96 cv 0 0 7 6 6 17 14 17 17 17 16 14 14 12 12 16 20
1-Jan 15-Jan 1-Feb 15-Feb 1-Mar 15-Mar 1-Apr 15-Apr 1-May 15-May 1-Jun 15-Jun 1-Jul 15-Jul 1-Aug 15-Aug 1-Sep
5. A professor has 40 homework assignments and 40 exams to grade. The exams usually take 3 times as long to grade as the homework assignments. Calculate the PV for each homework and for each exam. After 5 hours, if the professor has half of the exams done, how long should he estimate it will take to complete the grading Assume a grading unit is equal to 1 homework assignment. Then this task has a total of 40 1 40 3 160 grading units. Each homework has a planned value of 1/160 = 0.625 percent, and each exam has a planned value of 1.875 percent. After 5 hours, 20 exams are completed, or 37.5 percent. Thus, 5/0.375 = 13.33 hours as the estimated total time, or 8.33 hours left. 6. Given the following inter-error times (that is, the time between occurrences of errors), use plots to estimate the total original number of errors and the time to completely remove all errors. 6, 4, 8, 5, 6, 9, 11, 14, 16, 19 The inverses of the inter-error times are the instantaneous error rates. Plotting these rates against the error number gives a plot that shows a trend of decreasing error rates, as shown in Fig. 3-4.
0.3 0.25 Error Rate 0.2 0.15 0.5 0.05 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Number of Errors
Fig. 3-4.
Error rate plot.
Software Project Management
Fitting a straight line would show an x-intercept of about 15. Using this as an estimate of the total number of original errors, we estimate that there are still ve errors in the software. The error rates can also be plotted against elapsed time (the sum of the previous inter-error times), as shown in Fig. 3-5.
0.3 0.25 Error Rates 0.2 0.15 0.1 0.05 0 0 50 100 Time 150 200 250 Errors
Fig. 3-5.
Error rates vs. elapsed time.
Fitting a straight line to these points would give an x-intercept near 160. This would give an additional testing time of 62 units to remove all errors. The y-intercept would be around 0.25. The area under this line would be 0:5 160 0:25, or 20 errors. This would suggest about 10 errors left. The di erences between these two estimates show the roughness of this approach. 7. The project started on January 1 and should be nished by June 1. It is now March 1. Complete the following table. Calculate EV, SPI, SV, and CV. Determine whether the project is on time. Justify your answer. Show your work.
Job # 1 2 3 4 Est. Time 30 20 50 100 Actual Time Spent 10 30 30 5 PV .15 .10 .25 .50 Due Date Feb. 1 Mar. 1 May 1 Jun. 1 Yes Yes Completed
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