Past criticisms of Function Point Analysis (FPA) have included concerns that it takes too long, it requires too much detail, it is too difficult to implement, and it costs too much. A recent study has shown that an adaptation of the FPA methodology – FP Lite™ – is a reasonable alternative to the detailed FPA method, and in fact, addresses many of the criticisms that have been levied in the past. This paper introduces the FP Lite™ methodology in correlation with two studies designed to statistically understand the accuracy of the FP Lite™ methodology in contrast to the detailed FPA method.
The industry standard metric of software functional size is clearly explained.
Everyone agrees that software estimating continues to be an ongoing problem for IT managers. Sometimes there is a perception that an estimation model is a black box with a magic process from which the absolute answer appears, when an estimate is just that – an estimate. We need to reframe our thinking about estimating and view it as a vehicle to manage customer and management expectations based on the best available information at that point in time.
This presentation provides an introduction to Function Point Analysis, the industry standard software sizing metric.
This presentation discusses advanced practices of the Function Point Metric used by organizations worldwide to accurately size systems in an effort to meet customer demand on time and within budget.
This presentation provides information on the important changes to the CPM 4.2 standard, which now is updated to 4.3.
Many organizations today have adopted or are planning to adopt the use of the International Function Point Users Group (IFPUG) function point methodology. As with any key initiative, the organization has to continually evaluate cost, resource and business decisions to be able to implement an effective and efficient program. This paper will address some of the key measures and considerations for function point activities, what targets can be expected, what factors drive the measures, and how to maximize function point counting processes and resources.
It is commonly accepted that most organizations today have moved, are moving, or are evaluating a move toward the use of the Agile methodology. This report considers: (a) why the move to Agile; (b) what it means to adopt the Agile methodology to incur a transformation; (c) how to measure to know if your transformation is successful; and (d) how to insure that the effects of the transformation are continued.
Every company wants to maximize its profits while meeting its customer expectations. The primary purpose of software delivery is to provide a product to the customer that will validate a business idea, and ultimately provide value to the end-user. There must be feedback between the customer and the business, and this iterative process must be performed quickly, cheaply and reliably.1 The real question is how does an organization know whether its software delivery is performing at optimal levels?
This report considers the following topics.
In this report, we look at productivity primarily through a project management perspective. That said, we consider the strategic or top-down perspective and the tactical or bottom-up perspective separately.
How can I manage a project’s productivity? While the question may invoke a complex answer, the rationale for asking the question is quite simple: increased productivity reduces costs. Of course, this assumes that all other things stay the same and the report considers the interactions between cost, quality and time to market. It has been estimated that increasing global software productivity by even small percentages would translate into billions of dollars in savings and/or increased profitability. It is no small matter that organizations are constantly looking to improve their software delivery performance.
Should I even try? While on the surface this question may seem rhetorical and the response superficial, the real answer lies in the choice of goals for the project – we assume in this report that productivity is a high priority or else the question is moot – and the degree to which managing for high productivity can be achieved without compromising secondary objectives, the most difficult of which might be customer satisfaction.
Software estimating continues to present challenges for programmers, project managers, and senior level IT managers. Most organizations consider their estimating practices to be ineffective and they have no real sense of how to make them better. However, if an IT organization is serious about improving their estimating practices and they want to estimate more effectively (accurately), there are workable solutions available.
This report examines how to utilize software estimation techniques more effectively.
Is the function point method still viable “as is” in newer technologies? The answer is “yes,” but the function point counter must know how to appropriately apply the FPA guidelines. This article examines three types of architectures used in today’s business sectors: client server/cloud computing; real-time, process control and embedded systems; and service oriented architecture (SOA) -- and what to consider when counting in those scenarios.
The average cost to fix a defect at the end of the lifecycle is 400-800 times greater than if it were addressed earlier. On average, poor requirement practices account for 60 percent of a project’s time and budget. Organizations with well-defined, closely managed, and effectively measured quality activities succeed and continuously improve. Yet, in a recent survey, 77 percent of managers reported that bad decisions have been made due to a lack of accurate information.
This presentation outlines the TMMi model, the de facto international standard to assess and improve test maturity, featuring independent best practices from more than 14 quality and test models. It explores how TMMI can be used in conjunction with the GQM model to ensure that upper management is provided with the information they need to make informed business decisions.