C

calendar schedules

allocating to various activities, 238–239

budget-driven, 261

buffers for risk contingency, 245–247

quantifying risk, 251–252

comparing to past projects, 223–224

data on calendar time measures, 95

estimating, 221–232

basic equation for, 221–223

comparing estimates, 231–232

Jones's first-order estimation, 224–225

reestimation, 177–178

with software, 225

ownership of, 268

predictability of, 29

presenting

coarse dates and time periods, 255

confidence factors, 252–254

plus-or-minus qualifiers, 251

recalibrating after missed milestones, 175–179

shortest possible schedules, 226–228

staffing constraints and, 230

tradeoffs with effort, 227, 228–230

calendar time measures, data on, 97

calibration, 91, 98–102

of estimation software, 158, 162

with historical data, 98–99

with industry average data, 100–102

with project data, 99

recalibrating after missed milestones, 175–179

case-based estimates, 254

changed requirements. See unstable project requirements

Chaos Report (Standish Group), 24

chaotic development processes, 41

checklists of project tasks, 110

chronological estimation flow, 173–175

clerical support, effort of, 247

coarse dates, expressing, 255

Cocomo II tool, 47, 65–70, 163

adjustment factors, 67–70

effort in estimation, 86

effort multipliers, 66

personnel considerations, 63

scaling factors, 70

collaboration. See communication

collecting data. See data

Collusion of Optimists, 47

commitments, 4–6, 173, 269

case-based estimates, 254

changing, 178

Cone of Uncertainty and, 40

negotiating, 261. See also principled negotiation

ranges of estimation and, 257

common estimation techniques, problems with, 30

communication

about targets, 4–6

feedback loops. See reviews of estimates

presenting estimates, 249–257

assumption communication, 249–251

expressing uncertainty, 251–255

ranges, 256–257

reestimation needs, 176–179

stage-gate processes, 184

unrealistic project expectations, 160

companies, multiple, 247

comparing estimates to actuals, 110–112

completion progress

likelihood of completing on time, 22

requirements changes and, 42

visibility of completion status, 27

complex standard deviation formula, 122–124

Complex Standard Deviation Formula (Equation #5), 122

compressing schedules, 226–228, 229

computation, 83–84

converting counts to estimates, 86–88

stage-gate processes, 187

Cone of Uncertainty, 35–41

reestimating throughout project, 173–175

schedule estimates and, 222

confidence, 9

90% confidence, 16–17

estimating confidence factors, 252

configuration management, effort of, 247

Construx Estimate tool, 60, 163

computing effort with, 210

computing schedule with, 225

contingency buffers, 245–247, 251–252

control. See project control

convergence between estimation approaches. See multiple estimation approaches

correcting errors in software, 241–245

Costar tool, 163

costs

budget accuracy, 28

budget-driven scheduling, 261

estimating, 241

predictability of, 29

range presentation and, 256

counting, 84–86

computing estimates from, 86–88

function points, 200

stage-gate processes, 187

credibility of development team, 28

creeping requirements, 42, 247

requirements omitted from estimates, 44–46, 110

software to account for, 160