EDS
EDS and the EDS logo are registered trademarks of Electronic Data Systems Corporation. EDS is an equal opportunity employer and values the diversity of its people. © 2004 Electronic Data Systems Corporation. All rights reserved.
CMMI and FPA– the link and benefit of using FPA when rolling out CMMI
Christine Green
IFPUG - Certified Function Point Specialist
IFPUG, San Diego, CA, 2004
ESEPG, London, UK, 2004
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 2
ObjectivesObjectives
• How Function Point Analysis can be used to cover multiple requirements from the CMMI.
• Explain the difference between Function Point Analysis (FPA) and Function Point Size
• To give examples of outputs from an FPA that can be used to back up CMMI goals
• To show why it is recommended to use FPA as an important part of the CMMI focus.
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 3
EDS employs more than 33,000 people maintaining and developing applications in more than 90 solution centres in 60 countries, on six continents and with more than 50 spoken languages
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 4
Function PointsFunction PointsFunction Points
Function Point = Size ?
This is true – but not the whole truth
Function Point Analysis is the interesting part
M a n a g e m e n t S tra te g y
C o s t a n d P re d ic ta b ility
P ro je c t M a n a g e m e n t
E s t im a te s a n d c o n tro l
C M M R e q u ire m e n ts
Q u a lity
M e tr ic s
B e n c h m a rk c o m p a r is o n
T im e to m a rk e t
H ig hQ u a lity
B e s t in c la s s
C o n tra c ts
T ra c k in g
E s t im a te s
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 5
Function Point Counting Process
DetermineType ofCount
IdentifyScope &
ApplicationBoundary
Count DataFunctionTypes
CountTransactional
FunctionTypes
DetermineUnadjusted
FunctionPoint Count
DetermineValue
AdjustmentFactor
CalculateAdjustedFunction
Point Count
CPM v4.1
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 6
Function Point AnalysisFunction Point Analysis
External Input (EI)Application Boundary
External Output (EO)
TransactionFile
TransactionFile
DataEntry
DataDisplay
PrintedReport
Internal Logical File(ILF)
Internal Logical File(ILF)
Other Application(s)
DataDisplay
External Interface File(EIF)
External Inquiry (EQ)
14 General System Characteristics
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 7
Function Point Analysis – The MethodFunction Point Analysis – The MethodThe Method • Measuring software size, independently
of underlying language and technology, from the user’s logical perspective.
• Breaking down functionality defined by Client
• Evaluation during Software Life Cycle against work products
• Evaluation of work products against Requirements documentation
• Definition of Functionality Scope and size
• Definition of Scope changes and size of changes
• Independent Peer Review of Requirement method defined over +300 pages incl. examples
The Output• A overview diagram• Identification of affected applications• Important input to Top-Down
Estimating tool• Requirement Scope control• Peer Review of Design – in respect
of requirements• Test checklist• Implementation checklist• ”Object” checklist• Assumption and constraint
information• Requirement traceability list• Link work product to requirementsAND SIZE
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 8
Function Point – The SizeFunction Point – The Size
• Output from a Function Point Analysis• Recognized size in benchmark and in many companies – such as
EDS• A size measure• Size as accurate as possible• Input for estimation tools• A size of scope• A size of scope changes
Source: The David Consulting Group, Inc.
Count Type Accuracy (+/-) CostIFPUG FP 5% 1-3 DaysIFPUG - Limited 25% 1-3 DaysApproximation 35% ½ DayRatio 50% <½ DayExpert 50% < ½ DayDelphi 100% < 1/4 DayBackfire 100-400% Varies
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 9
Function Point Analysis – ResourceFunction Point Analysis – Resource
Expected skill-set• Business awareness• Knowledge about
Requirement notation techniques
• Trained and skilled people• Communication Skills• Project Management Skills• Change Management Skills• Development and design
experience
Remember that Function point is just the size – Function Point Analysis is the method
FPA specialist
• Independent peer review specialist
• Business Analyst
• Estimator on software projects
• Bench marker on software projects
• Constraint/assumption expert
• Quality review on documentation
• Consistent use of documentation
FPA specialist is not a bean counter!
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 10
Ad hocAd hoc
DisciplinedProcess
DisciplinedProcess
Standard and Consistent
Process
Standard and Consistent
Process
PredictableProcess
PredictableProcess
Initial(1)
Managed(2)
Defined(3)
QuantitativelyManaged
4)
Optimizing(5)
Continuously Improving
Process
Continuously Improving
Process
FocusOrganizational Innovation and DeploymentCasual Analysis and Resolution
Organizational Process Performance Quantitative Project Management
Quantitative Supplier Mgmt
Requirements DevelopmentTechnical Solution OrganizationProduct Integration Environment forVerification IntegrationValidation Integrated TeamOrganizational Process FocusOrganization Process DefinitionOrganization TrainingIntegrated Project Management*Risk ManagementDecision Analysis and Integrated Supplier Mgmt
ResolutionRequirements ManagementProject planning Supplier SelectionProject Monitoring & Monitoring and Control
Supplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration management
CMMI-SE/SW/IPPD/A - Staged View
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 11
Level 2 - Repeatable
SW-CMM V1.1Level 2 - Managed
CMMI-SE/SW V1.1
SW-CMM to CMMI Model Relationships
Requirements ManagementProject PlanningProject Monitoring and
ControlSupplier Agreement
ManagementMeasurement and AnalysisProcess and Product Quality
Assurance
Configuration Management
Requirements Management Software Project PlanningSoftware Project Tracking
and Oversight Software Subcontract
ManagementSoftware Quality AssuranceSoftware Configuration
Management
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 12
Optimizing
QuantitativelyManaged
Defined
Managed
Initial
Continuous processimprovement
Process measured andcontrolled
Process characterizedfor the organization andis proactive
Process characterizedfor projects and is oftenreactive
Process unpredictable,poorly controlled, reactive
Causal Analysis and ResolutionOrganizational Innovation and Deployment
Quantitative Project ManagementOrganizational Process Performance
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganization Process FocusOrganization Process DefinitionOrganizational Training Integrated Project ManagementRisk Management Decision Analysis and Resolution
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
Productivity & Quality
I
S
K
R
Level Characteristic Process Areas Result
5
4
3
2
1
PAs Associated With the Managed LevelPAs Associated With the Managed Level
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProduct and Process Quality AssuranceConfiguration Management
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProduct and Process Quality AssuranceConfiguration Management
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 13
PurposeTo manage the requirements of the project's products and product components and to identify inconsistencies between those requirements and the project’s plans and work products.
PurposeTo manage the requirements of the project's products and product components and to identify inconsistencies between those requirements and the project’s plans and work products.
end user
customersolution
consulting*
solutiondevelopment
other groupscustomer
requirements
requirements
systems requirements & interface reqs. allocated
to software
interface or data baserequirements
Requirements ManagementRequirements Management
* or systems engineering
Specific Goal:
Requirements are managed and inconsistencies with project plans and work products are identified
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 14
Requirements Management & FPARequirements Management & FPA
• This PA involves:– Manage Requirements
• Obtain an Understanding of Requirements
• Obtain Commitment to Requirements
• Manage Requirements Changes
• Maintain Bi-directional Traceability of Requirements
• Identify Inconsistencies between Project Work and Requirements
FPA can provide:• FPA drawing equals a context
diagram• FPA transaction and data element
list• Link to Client documentation• FPA link to phases, work products
and Changes• FPA link to Change requests –
added, deleted, re-use, change• Requirement status
– Planned, incorporated, designed, etc.
• Requirement traceability matrix
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 15
Project PlanningProject Planning
Specific Goals:• Estimates of project planning
parameters are established and maintained
• A project plan is established and maintained as the basis for managing the project
• Commitments to the project plan are established and maintained
PurposeTo establish and maintain plans that define project
activities
PurposeTo establish and maintain plans that define project
activities
Optimizing
QuantitativelyManaged
Defined
Managed
Initial
Continuous processimprovement
Process measured andcontrolled
Process characterizedfor the organization andis proactive
Process characterizedfor projects and is oftenreactive
Process unpredictable,poorly controlled, reactive
Causal Analysis and ResolutionOrganizational Innovation and Deployment
Quantitative Project ManagementOrganizational Process Performance
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganization Process FocusOrganization Process DefinitionOrganizational Training Integrated Project ManagementRisk Management Decision Analysis and Resolution
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
Productivity & Quality
I
S
K
R
Level Characteristic Process Areas Result
5
4
3
2
1
Optimizing
QuantitativelyManaged
Defined
Managed
Initial
Continuous processimprovement
Process measured andcontrolled
Process characterizedfor the organization andis proactive
Process characterizedfor projects and is oftenreactive
Process unpredictable,poorly controlled, reactive
Causal Analysis and ResolutionOrganizational Innovation and Deployment
Quantitative Project ManagementOrganizational Process Performance
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganization Process FocusOrganization Process DefinitionOrganizational Training Integrated Project ManagementRisk Management Decision Analysis and Resolution
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
Productivity & Quality
I
S
K
R
Level Characteristic Process Areas Result
5
4
3
2
1
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProduct and Process Quality AssuranceConfiguration Management
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProduct and Process Quality AssuranceConfiguration Management
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 16
Project Planning & FPAProject Planning & FPA
This PA involves:
• Establish Estimates
– Estimate the Scope of the Project
– Establish Estimates of the Project Attributes
– Define the Project Life Cycle
– Determine Estimates of Effort and Cost
FPA can provide:
• Size input for benchmark estimate
• Size of objects – such as requirements documentation
• No. of transactions
• No. of data elements
• Size tracking against lifecycle –using object references
• Size of scope changes during life cycle
• Approximation FP early in the life cycle – direct the project to make the right decisions
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 17
PurposeTo provide an understanding of the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates
significantly from the plan
PurposeTo provide an understanding of the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates
significantly from the plan
Project Monitoring and ControlProject Monitoring and Control
Specific Goals:• Actual performance and
progress of the project is monitored against the project plan
• Corrective actions are managed to closure when the project’s performance or results deviate significantly from the plan
Optimizing
QuantitativelyManaged
Defined
Managed
Initial
Continuous processimprovement
Process measured andcontrolled
Process characterizedfor the organization andis proactive
Process characterizedfor projects and is oftenreactive
Process unpredictable,poorly controlled, reactive
Causal Analysis and ResolutionOrganizational Innovation and Deployment
Quantitative Project ManagementOrganizational Process Performance
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganization Process FocusOrganization Process DefinitionOrganizational Training Integrated Project ManagementRisk Management Decision Analysis and Resolution
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
Productivity & Quality
I
S
K
R
Level Characteristic Process Areas Result
5
4
3
2
1
Optimizing
QuantitativelyManaged
Defined
Managed
Initial
Continuous processimprovement
Process measured andcontrolled
Process characterizedfor the organization andis proactive
Process characterizedfor projects and is oftenreactive
Process unpredictable,poorly controlled, reactive
Causal Analysis and ResolutionOrganizational Innovation and Deployment
Quantitative Project ManagementOrganizational Process Performance
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganization Process FocusOrganization Process DefinitionOrganizational Training Integrated Project ManagementRisk Management Decision Analysis and Resolution
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
Productivity & Quality
I
S
K
R
Level Characteristic Process Areas Result
5
4
3
2
1
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProduct and Process Quality AssuranceConfiguration Management
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProduct and Process Quality AssuranceConfiguration Management
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 18
Project Monitoring and Control & FPAProject Monitoring and Control & FPA
This PA involves:
• Monitor Project Against Plan
• Monitor Project Planning Parameters
• Monitor Commitments
• Monitor Project Risks
• Monitor Data Management
• Monitor Stakeholder Involvement
• Conduct Progress Reviews
• Conduct Milestone Reviews
FPA can provide:
• Monitoring of Scope against requirements
• Monitoring of the project risk associated with scope changes
• Monitoring of project quality –defects expected compared to defects found
• Progress and milestone review – by review of FPA against current phase documentation
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 19
PurposeTo develop and sustain a measurement capability
that is used to support managementinformation needs.
PurposeTo develop and sustain a measurement capability
that is used to support managementinformation needs.
Measurement and AnalysisMeasurement and Analysis
Specific Goals:
• Measurement objectives and practices are aligned with identified information needs and objectives
• Measurement results that address identified information needs and objectives are provided
Optimizing
QuantitativelyManaged
Defined
Managed
Initial
Continuous processimprovement
Process measured andcontrolled
Process characterizedfor the organization andis proactive
Process characterizedfor projects and is oftenreactive
Process unpredictable,poorly controlled, reactive
Causal Analysis and ResolutionOrganizational Innovation and Deployment
Quantitative Project ManagementOrganizational Process Performance
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganization Process FocusOrganization Process DefinitionOrganizational Training Integrated Project ManagementRisk Management Decision Analysis and Resolution
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
Productivity & Quality
I
S
K
R
Level Characteristic Process Areas Result
5
4
3
2
1
Optimizing
QuantitativelyManaged
Defined
Managed
Initial
Continuous processimprovement
Process measured andcontrolled
Process characterizedfor the organization andis proactive
Process characterizedfor projects and is oftenreactive
Process unpredictable,poorly controlled, reactive
Causal Analysis and ResolutionOrganizational Innovation and Deployment
Quantitative Project ManagementOrganizational Process Performance
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganization Process FocusOrganization Process DefinitionOrganizational Training Integrated Project ManagementRisk Management Decision Analysis and Resolution
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
Productivity & Quality
I
S
K
R
Level Characteristic Process Areas Result
5
4
3
2
1
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProduct and Process Quality AssuranceConfiguration Management
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProduct and Process Quality AssuranceConfiguration Management
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 20
Measurement and Analysis & FPAMeasurement and Analysis & FPA
This PA involves:
• Align Measurement and Analysis Activities
• Establish Measurement Objectives
• Specify Measures
• Specify Data Collection and Storage Procedures
• Specify Analysis Procedures
FPA can provide:
• Size – and a very accurate size
• No. of units with a size
• No. of designs with a size
• No. of requirements, etc.
• Size of projects, application and portfolio
Size is used in most analysis to ensure comparison between applications, projects and organisations and to ensure comparison to industry and historical information
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 21
Measurement and AnalysisMeasurement and AnalysisThis PA involves:• Provide Measurement Results
– Collect Measurement Data– Analyze Measurement Data– Store Data and Results– Communicate Results
FP can provide:• Consistency across industry• Comparison between language,
applications, organisations, country, etc.
Language Group
VBOO
JavaIEF/Cool
HTMLDBMS
CAssemble
3GL
Per
cent
of P
roje
cts
100
90
80
70
60
50
40
30
20
10
0
quartiles of FP/FTE
4
3
2
1
417194476356N =
Technical Productivity by Language
Primary Language
VBOO
JavaIEF/Cool
HTMLDBMS
CAssemble
3GL
UFP
per
FTE
80
70
60
50
40
30
20
10
0
2366332287N =
Project Productivity
Year Project Ended
200120001999199819971996
UFP
per
FTE
80
70
60
50
40
30
20
10
0
15161617161517161516N =
Project Productivity by Application Size
deciles of UFP (1 = small, 10 = large)
10987654321
UFP
per
FTE
100
90
80
70
60
50
40
30
20
10
0
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 22
PurposeTo establish and maintain the integrity of work
products using configuration identification,configuration control, configuration status
accounting, and configuration audits
PurposeTo establish and maintain the integrity of work
products using configuration identification,configuration control, configuration status
accounting, and configuration audits
Configuration ManagementConfiguration Management
Optimizing
QuantitativelyManaged
Defined
Managed
Initial
Continuous processimprovement
Process measured andcontrolled
Process characterizedfor the organization andis proactive
Process characterizedfor projects and is oftenreactive
Process unpredictable,poorly controlled, reactive
Causal Analysis and ResolutionOrganizational Innovation and Deployment
Quantitative Project ManagementOrganizational Process Performance
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganization Process FocusOrganization Process DefinitionOrganizational Training Integrated Project ManagementRisk Management Decision Analysis and Resolution
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
Productivity & Quality
I
S
K
R
Level Characteristic Process Areas Result
5
4
3
2
1
Optimizing
QuantitativelyManaged
Defined
Managed
Initial
Continuous processimprovement
Process measured andcontrolled
Process characterizedfor the organization andis proactive
Process characterizedfor projects and is oftenreactive
Process unpredictable,poorly controlled, reactive
Causal Analysis and ResolutionOrganizational Innovation and Deployment
Quantitative Project ManagementOrganizational Process Performance
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganization Process FocusOrganization Process DefinitionOrganizational Training Integrated Project ManagementRisk Management Decision Analysis and Resolution
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
Productivity & Quality
I
S
K
R
Level Characteristic Process Areas Result
5
4
3
2
1
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProduct and Process Quality AssuranceConfiguration Management
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProduct and Process Quality AssuranceConfiguration Management
Specific Goals:
• Baselines of identified work products are established and maintained
• Changes to work products under configuration management are tracked and controlled
• Integrity of baselines is established and maintained
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 23
Configuration ManagementConfiguration Management
This PA involves:
• Establish Baselines
– Identify Configuration Items
– Establish a Configuration Management System
– Create or Release Baselines
FPA can provide:
• A list of all work products that are tracked against requirements
• A list of latest formal reviewed and baseline version of all work products
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 24
PurposeTo assure that selected work products
meet their specified requirements.
PurposeTo assure that selected work products
meet their specified requirements.
VerificationVerification
Specific Goals:
• Preparation for verification is conducted.
• Peer reviews are performed on selected work products.
• Selected work products are verified against their specified requirements.
Optimizing
QuantitativelyManaged
Defined
Managed
Initial
Continuous processimprovement
Process measured andcontrolled
Process characterizedfor the organization andis proactive
Process characterizedfor projects and is oftenreactive
Process unpredictable,poorly controlled, reactive
Causal Analysis and ResolutionOrganizational Innovation and Deployment
Quantitative Project ManagementOrganizational Process Performance
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganization Process FocusOrganization Process DefinitionOrganizational Training Integrated Project ManagementRisk Management Decision Analysis and Resolution
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
Productivity & Quality
I
S
K
R
Level Characteristic Process Areas Result
5
4
3
2
1
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganization Process FocusOrganization Process DefinitionOrganizational Training Integrated Project ManagementRisk Management Decision Analysis and Resolution
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganization Process FocusOrganization Process DefinitionOrganizational Training Integrated Project ManagementRisk Management Decision Analysis and Resolution
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 25
Requirements DevelopmentRequirements Development
Optimizing
QuantitativelyManaged
Defined
Managed
Initial
Continuous processimprovement
Process measured andcontrolled
Process characterizedfor the organization andis proactive
Process characterizedfor projects and is oftenreactive
Process unpredictable,poorly controlled, reactive
Causal Analysis and ResolutionOrganizational Innovation and Deployment
Quantitative Project ManagementOrganizational Process Performance
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganization Process FocusOrganization Process DefinitionOrganizational Training Integrated Project ManagementRisk Management Decision Analysis and Resolution
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
Productivity & Quality
I
S
K
R
Level Characteristic Process Areas Result
5
4
3
2
1
Optimizing
QuantitativelyManaged
Defined
Managed
Initial
Continuous processimprovement
Process measured andcontrolled
Process characterizedfor the organization andis proactive
Process characterizedfor projects and is oftenreactive
Process unpredictable,poorly controlled, reactive
Causal Analysis and ResolutionOrganizational Innovation and Deployment
Quantitative Project ManagementOrganizational Process Performance
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganization Process FocusOrganization Process DefinitionOrganizational Training Integrated Project ManagementRisk Management Decision Analysis and Resolution
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
Productivity & Quality
I
S
K
R
Level Characteristic Process Areas Result
5
4
3
2
1
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganization Process FocusOrganization Process DefinitionOrganizational Training Integrated Project ManagementRisk Management Decision Analysis and Resolution
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganization Process FocusOrganization Process DefinitionOrganizational Training Integrated Project ManagementRisk Management Decision Analysis and Resolution
PurposeTo produce and analyze
customer, productand product component
requirements.
PurposeTo produce and analyze
customer, productand product component
requirements.
Specific Goals:
• Stakeholder needs, expectations, constraints, and interfaces are collected and translated into customer requirements.
• Customer requirements are refined and elaborated to develop product and product component requirements for the product life cycle.
• The requirements are analyzed and validated, and a definition of required functionality is developed.
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 26
Requirements DevelopmentRequirements Development
• This PA involves:– Development of Customer
Requirements– Development of Product
Requirements– Analyze and Validate
Requirements
FPA can provide:• Develop a list of affected
applications
• Identify needed design and test scenarios
• Analyse Requirements from requirement documentation to data elements and transactions
• Identify affected groups and projects by boundary
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 27
VerificationVerification
This PA involves:
• Prepare for Verification
• Establish a Verification Strategy
• Establish the Verification Environment
• Define Detailed Verification Procedures
FPA can provide:
• Verification strategy and preparation by the timing of FPA and plan for FPA
• Verification procedure by the way FPA is documented
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 28
VerificationVerification
This PA involves:• Perform Peer Reviews
– Prepare for Peer Reviews– Conduct Peer Reviews– Analyze Peer Review Data
• Verify Selected Work Products– Perform Verification– Analyze Verification
Results and Identify Corrective Action
– Perform Re-Verification
FPA can provide:
• Independent peer review
• A list of assumptions and issues found during FPA
• Planning and strategy of peer review
Note that the FPA strategy and planning becomes the independent Peer review strategy and planning
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 29
PurposeTo demonstrate that a product or product component
fulfills its intended use when placed in itsintended environment.
PurposeTo demonstrate that a product or product component
fulfills its intended use when placed in itsintended environment.
ValidationValidation
Specific Goals:• Preparation for validation is
conducted.• The product or product
components are validated to ensure that they are suitable for use in their intended operating environment.
Optimizing
QuantitativelyManaged
Defined
Managed
Initial
Continuous processimprovement
Process measured andcontrolled
Process characterizedfor the organization andis proactive
Process characterizedfor projects and is oftenreactive
Process unpredictable,poorly controlled, reactive
Causal Analysis and ResolutionOrganizational Innovation and Deployment
Quantitative Project ManagementOrganizational Process Performance
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganization Process FocusOrganization Process DefinitionOrganizational Training Integrated Project ManagementRisk Management Decision Analysis and Resolution
Requirements ManagementProject PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
Productivity & Quality
I
S
K
R
Level Characteristic Process Areas Result
5
4
3
2
1
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganization Process FocusOrganization Process DefinitionOrganizational Training Integrated Project ManagementRisk Management Decision Analysis and Resolution
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganization Process FocusOrganization Process DefinitionOrganizational Training Integrated Project ManagementRisk Management Decision Analysis and Resolution
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 30
ValidationValidation
FPA can provide:• Identification of all
requirements into transactions and data elements
This PA involves:
• Prepare for Validation
– Establish a Validation Strategy
– Establish the Validation Environment
– Define Detailed Validation Procedures
• Validate Product or Product Components
– Perform Validation
– Capture and Analyze Validation Results
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 31
Verification versus ValidationVerification versus ValidationAlthough “verification” and “validation” at
first seem quite similar in CMMI models, on closer inspection you can see that each addresses different issues.
VerificationVerification confirms that work products
properly reflect the requirements specified for them. In other words, verification ensures that “you built it right.”
ValidationValidation confirms that the product, as
provided, will fulfill its intended use. In other words, validation ensures that “you built the right thing.”
This in connection to FPA means
To perform a FPA verifies that the product that you give the client is what the Client requested in their requirements
The FPA output and a completed list of design’s against all identified transactions and data elements – Validates that you have completed a design for all the requirements agreed with the Client
Validate transactions and data elements against requirements to identify missing or mismatch. Such as missing search.
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 32
Project ExampleProject Example
• Project to maintain Audit of Sub-suppliers for major company
• All documentation is done using UML
• All detail requirements created using Use Case notation
• All detail requirements broken down to only one Actor – or if multiple they are identifying the function as the same function.
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 33
Use Case exampleUse Case example
Maintain Personnel
• Four alternatives
– Find company unit
– Cancel
– Delete
– Update
• View/Search is not mentioned
• Number of fields identified in the basic flow is 10
Admin Officer
(from System Actors)
Maintain Personnel
(from Company Artifacts)
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 34
FPA on Use CasePeer review, initial size and analysisFPA on Use CasePeer review, initial size and analysis
Enh. Description * Type FTR/RET DETS Comment Requirement
Maintain PersonnelDel Find Company Unit other use
caseMaintain
personel 1.0Add Personnel - show EQ 2 15 Company
unitMaintain personel 1.1
Personnel - New EI 1 13 Maintain personel 1.0
Personnel - Cancel not uniq Maintain personel 1.0
Personnel - Update EI 1 13 Maintain personel 1.0
Personnel - Delete EI 1 3 Maintain personel 1.0
Personnel ILF 1 11 added ID Maintain personel 1.0
• The Use case does not enable to find/show Personnel – Add
• The function Find Company Unit is a separate use case and therefore not defined as a unique elementary process - Duplicate requirements
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 35
FPA on the Project – SIZE +FPA on the Project – SIZE +
Type LOW AVG HIGH TOTAL# WT # WT # WT
ILF 0 7 0 10 15 15 225EIF 0 5 0 7 2 10 20EI 0 3 0 4 23 6 138EO 5 4 0 5 0 7 20EQ 2 3 0 4 21 6 132
UFP = 349
• Overview diagram
• Assumption and constraint list
Independent peer review of all requirements
• Idenification of transactions and data elements incl. type and complexity
• Requirement traceability matrix started incl. size of requirementsdocumentation
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 36
Function Point Analysis Function Point Analysis –– graphical overviewgraphical overview
Personnel – newPersonnel – updatePersonnel - delete
Application Boundary
TransactionFile
DataEntry
PersonnelInfo Data
Display
Personnel - show
External Input (EI)
Application Boundary
External Output (EO)
TransactionFile
TransactionFile
DataEntry
DataDisplay
PrintedReport
Internal Logical File(ILF)
Internal Logical File(ILF)
Other Application(s)
DataDisplay
External Interface File(EIF)
External Inquiry (EQ)
• A Project context diagram
• An analysis overview
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 37
FPA – Possible other Feedback informationFPA – Possible other Feedback information
• In this Project the boundary diagram was in the High-level Scope diagram and therefore was easy to describe – if this is not the case – walk through the boundary diagram to ensure that scope is correctly defined.
• The Notes describe the assumptions that have been made –validate this with Client
• The output from the FPA identifies the information that is duplicated and what is added. Look for add and deletes in the initial FPA –don’t forget to delete this when the FPA is baselined
• The difference between the FPA of requirements documentation andthe FPA of the design document is more then 50%. It is thereforehighly recommended to do a re-planning of this requirement – the project is still aligned.
• No Average ILF/EIF’s was found – therefore no average transactions – ensure that this fits into the feeling of the application –either small or big tables, etc.
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 38
Tracking using the FP and UoSTracking using the FP and UoS
Phase Project FP Enhance % expected FPA Est FPA after review
Define 349 0% 387 448Analyse 363 4% 414 490Design 370 2% 387Produce 378 2%Unit test 381 1%Integration test 385 1%Acceptance test 393 2%Implementation
• Added an expected FP scope change – use historical information ifpossible – otherwise use benchmark
• Track estimate against actual
• Create thresholds for when to re-estimate – based on est./act.
300
320
340
360
380
400
420
Define
Analyse
Design
Produce
Unit tes
tInteg
ratio
n test
Accep
tance
test
Implem
entat
ionPhase
Size
Expected FP UoS Actual FP
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 39
FPA used for impact analysisFPA used for impact analysis
Phase add FP
delete FP
Change old FP
Change New FP
Add %
delete %
change %
DefineAnalyse 21 21 27 110% 20% 105%Design 27 42 42 130% 30% 110%Produce 33 150% 60% 120%Unit test 21 33 170% 90% 130%Integration test 95% 150%Acceptance test 21 27 100% 170%
01020304050
Def
ine
Des
ign
Uni
t tes
t
Acc
epta
nce
Add UFP
Delete UFP
Change oldUFPChange NewUFP
300
350
400
450
500
550
Define
Analyse
Design
Produce
Unit tes
tInteg
ratio
n test
Accep
tance
test
Implem
entat
ionPhase
Size
Project FP UoS Pro. UoS
• Reflect time and price to change compared to phases
• Size of project – impact of changes
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 40
FPA on Use CaseTraceability, verification and validation
FPA on Use CaseTraceability, verification and validationMaintain Personnel
Del Find Company Unit Maintain personel 1.0
0 0 Personnel 1.0 0
Chg Personnel - show Maintain personel 1.2
7 4 Personnel 1.0 7
Chg Personnel - New Maintain personel 1.2
4 3 Personnel 1.0 4
Personnel - Cancel Maintain personel 1.2
0 0 Personnel 1.0 0
Chg Personnel - Update Maintain personel 1.2
4 3 Personnel 1.0 4
Personnel - Delete Maintain personel 1.2
3 3 Personnel 1.0 3
Chg Personnel Maintain personel 1.2
10 7 ERD Diagram 1.0
10
Add
Pesonnel- summary report
Print - summary personnel 1.0
5 0 Personnel 1.0 5
• Personnel – CR – added 9 fields, additional personnel info detail – 2 RET
• The design includes a monthly report with names and total number of employees – a separate use case
EDS© 2004 Electronic Data Systems Corporation. All rights reserved. Page 41
FPA summary – When?FPA summary – When?
• FPA for baseline of requirements• FPA as the independent peer review• FPA for reconciliation of requirements against work products in
checkpoint/verification• FPA for reconciliation of delivered against what was expected and
what is needed.• FPA for re-planning and re-baseline of requirements• FP Size
– FP for estimating and tracking– FP for threshold to do re-planning– FP for application size– FP as a price/re-work indicator
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