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CHAPTER 4 Software Project Planning 4.4.3 CONSTRUCTIVE COST MODEL (COCOMO)
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COCOMO is the classic LOC cost-estimation formula. It was created by Barry Boehm in the 1970s. He used thousand delivered source instructions (KDSI) as his unit of size. KLOC is equivalent. His unit of e ort is the programmer-month (PM). Boehm divided the historical project data into three types of projects: 1. Application (separate, organic, e.g., data processing, scienti c) 2. Utility programs (semidetached, e.g., compilers, linkers, analyzers) 3. System programs (embedded) He determined the values of the parameters for the cost model for determining e ort: 1. Application programs: PM 2:4 KDSI 1:05 2. Utility programs: PM 3:0 KDSI 1:12 3. Systems programs: PM 3:6 KDSI 1:20
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EXAMPLE 4.10
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Calculate the programmer effort for projects from 5 to 50 KDSI (see Table 4-6)
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Table 4-6 Size
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COCOMO Effort Util Sys
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13.0 26.9 41.2 55.8 70.5 85.3 100.3 115.4 130.6 145.9
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10K 15K 20K 25K 30K 35K 40K 45K 50K
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18.2 39.5 62.2 86.0 110.4 135.3 160.8 186.8 213.2 239.9 24.8 57.1 92.8 131.1 171.3 213.2 256.6 301.1 346.9 393.6
CHAPTER 4 Software Project Planning
Boehm also determined that in his project data, there was a standard development time based on the type of project and the size of the project. The following are the formulas for development time (TDEV) in programmer-months: 1. Application programs: TDEV 2:5 (PM) 2. Utility programs: TDEV 2:5 (PM) 0.35 3. Systems programs: TDEV 2:5 (PM) 0.32
EXAMPLE 4.11
Calculate the standard TDEV using the COCOMO formulas for projects from 5 to 50 KDSI (see Table 4-7). Table 4-7 COCOMO Development Time Size 5K 10K 15K 20K 25K 30K 35K 40K 45K 50K Appl 6.63 8.74 10.27 11.52 12.60 13.55 14.40 15.19 15.92 16.61 Util 6.90 9.06 10.62 11.88 12.97 13.93 14.80 15.59 16.33 17.02 Sys 6.99 9.12 10.66 11.90 12.96 13.91 14.75 15.53 16.25 16.92
FUNCTION POINT ANALYSIS
The idea of function points is to identify and quantify the functionality required for the project. The idea is to count things in the external behavior that will require processing. The classic items to count are as follows: Inputs Outputs Inquiries Internal les External interfaces
CHAPTER 4 Software Project Planning
Inquiries are request-response pairs that do not change the internal data. For example, a request for the address of a speci ed employee is an inquiry. The whole sequence of asking, supplying the name, and getting the address would count as one inquiry. Inputs are items of application data that is supplied to the program. The logical input is usually considered one item and individual elds are not usually counted separately. For example, the input of personal data for an employee might be considered one input. Outputs are displays of application data. This could be a report, a screen display, or an error message. Again, individual elds are usually not considered separate outputs. If the report has multiple lines, for instance, a line for each employee in the department, these lines would all be counted as one output. However, some authorities would count summary lines as separate outputs. Internal les are the logical les that the customer understands must be maintained by the system. If an actual le contained 1000 entries of personnel data, it would probably be counted as one le. However, if the le contained personnel data, department summary data, and other department data, it would probably be counted as three separate les for the purposes of counting function points. External interfaces are data that is shared with other programs. For example, the personnel le might be used by human resources for promotion and for payroll. Thus, it would be considered an interface in both systems.
Counting Unadjusted Function Points
The individual function point items are identi ed and then classi ed as simple, average, or complex. The weights from Table 4-8 are then assigned to each item and the total is summed. This total is called the unadjusted function points. There is no standard for counting function points. Books have been written with di erent counting rules. The important thing to remember is that function points are trying to measure the amount of e ort that will be needed to develop the software. Thus, things that are related to substantial e ort need to generate more function points than things that will take little e ort. For example, one di erence between approaches to counting function points is related to summary lines at the bottom of reports. Some software engineers feel that a summary line means another output should be counted, while others would only count the main items in the report. The answer should be based on how much additional e ort that summary line would require. Speci c rules are not as important as consistency within the organization. Working together and reviewing other function point analyses will help build that consistency. Additionally, reviewing the estimate after completion of the project might help determine which items took more e ort than indicated by the function point analysis and perhaps which items were overcounted in terms of function points and did not take as much e ort as indicated. Note: Try to make your function points consistent with e ort necessary for processing each item.
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