?_l!@9Learn the southernSCOPE Method$Copyright Victorian Government 2000BrowseButtons()^CB("jump_glossary","&Glossary","JI(`SouthernSCOPE Training.hlp>Main',`GlossaryOfTerms.D2H')")ZmainLearn the southernSCOPE Methodl@ j Arial/&;)z4*J*|CONTEXTO|CTXOMAPo|FONTa|KWBTREEs|KWDATAZr|KWMAPs|SYSTEM|TOPIC|TTLBTREE|VIOLA |bm0~|bm1]f|bm10i|bm11|bm12|bm13 |bm14'|bm15/|bm16=|bm17M|bm18f|bm19Zn|bm2W{|bm20|bm21|bm22=|bm23g|bm24|bm254|bm26<|bm27E|bm28M|bm29|bm3|bm30N|bm31g|bm4Y|bm5|bm6\|bm7e|bm8G|bm9[[ KW1 W+ Learn southernSCOPE Method0 % Contents8W) "UIntroductionr;17 >vU$ per function point method and southernSCOPE methodU7 ><U6Who is the training for?W 17 >@UK)What is this training for?Z#77 >FU1Other documents that may helpM$) "HUWhat is the southernSCOPE method?L77 >*UUgFunction pointsf/67 >^UdŀLinking project budget to function points^'7 >NUC,Steps in the southernSCOPE method?6) ",UWhy use the method?g0:7 >`U8Software projects are normally over budgeta*7 >TUbHuCombating causes for budget overruns[$:7 >HUBenefits from using the method`)V7 >RUPhAppropriate projects for the methodL#) "FURoles and Their ResponsibilitiesSV7 >8U#2Project sponsor is keyMB7 >,U TCProject managersP7 >2UYDevelopment companyVB7 >>UۿIndependent scope managerJ!2) "BUUsing the southernSCOPE Methodj37 >fUFitting within a software development processw@27 >UR(Typical software contract compared to southernSCOPE methodm67 >lU F^Project initiation with the southernSCOPE methodh17 >bUnkRelationship between customer and developerp9X 7 >rURequirements analysis with the southernSCOPE methodj3 7 >fUVChange management for the rest of the projecti2X + 7 >dUImplementation with the southernSCOPE methodf5 1 $ per function point method and southernSCOPE method^8+ & p$ per function point method and southernSCOPE method a#CRe , "8 'zk4nThe southernSCOPE method is a project management approach designed to give project sponsors (customers of software projects) the ability to better manage their software acquisition. This method reduces the risk of budget blowouts and helps ensure good value. It results in the customer paying the software developer an agreed price for each 'unit' of functionality in the scope of commissioned software.  , &m Icj]The most common technique for measuring units of functionality is function points, which leads to its more common name of the '$ per function point' method. In the future however, it is likely that there are other units of functionality ie. other techniques for measuring the functionality of software. The southernSCOPE method will work equally effectively with these 'units', and thus this document will use the more generic name. I 1(^[CWho is the training for?@[% 6Who is the training for?GB9 @O k;EThis training is primarily for project managers within the customer organisation of a software developm[GBent project. Project managers have the day-to-day responsibility for ensuring that the project starts effectively, runs smoothly and completes successfully.This training is also for the project sponsor within the customer organisation. The project sponsor is the person who has the primary requirement for the software application, and whose business objectives depend upon the successful completion of the software application. This person is ultimately responsible for ensuring that the software is provided to budget, to schedule and meeting the identified need. ^[C8 > 4n'zA secondary audience is project managers within the software developers. These people need to understand the project management method that a sponsor has elected to follow. This understanding allows the software developer to fit the southernSCOPE method into the software development process that the development company would normally use.KGB(D1(DjDEWhat is this training for?BCjD% :What is this training for?_*(DE5 8U 'zThis training is intended to prepare people to use the southernSCOPE method on their projects and to provide them with the background necessary to use the method effectively. The document assumes a basic understanding of software development processes, and of project management techniques.NjDF1^JF\FLOther documents that may helpE E\F% @Other documents that may helptBFG2 2 'zkThere is a range of information available to help people understand the southernSCOPE method and show them its benefits. This information is for project sponsors, project steering committees, and project managers within customer organisations, as well as project managers within software development organisations. \FJJ bSZ:HOverview brochure (How to get your software project finished on budget): this provides a brief overview of the method and its benefits. It is to introduce people to the method, and by describing its benefits, encourage them to find out more.Case studies: examples of how the $ per function point method worked on two Victorian government software projects.Presentation to project sponsors (Avoid another project blowout): a PowerPoint presentation intended for delivery to project sponsors or steering committee managers within the customer organisation. It shows how the southernSCOPE method eliminates the common causes of budget overrun in software projects.GK. *;Z:HsouthernSCOPE Reference Manual: a reference manual for the southernSCOPE method that customer project managers use in the course of a software project.RJLU x H)EF(`http://www.mmv.vic.gov.au/',`',1,`')People working within the Victorian Public Service may access these resources through the Victorian government intranet (Livewire / IT &T /IT & T Policy). Others may download them from the Multimedia Victoria web site (http://www.mmv.vic.gov.au/).@K M1r MWMFunction points7LWM% $Function points/ MO, & Icj]Function points are the units of a measurement technique that calculates a number to the amount of functionality in a software application. It is a measure software in terms of functionality delivered to users. Thus it is a measure of the useful output of software development. It similar to the use of 'squares' to measure the floor area of a house. Squares are thus a measure of a houses 'usefulness', as it is the size of a house in floor area that has a big influence on how useful it is to its occupiers. WM[& G The most common function point counting method is that published by the InternationO[Lal Function Point Users Group (IFPUG), which is based in the United States. O*O% T The components of IFPUG function points[f + "xo֣K4?̈́v!͉N^ *⋅,Function point analysis only measures the software under development from the perspective of the users. It primarily measures the transactions across the software's boundary, which are inputs, outputs and inquiries. It also measures the logical data concepts that the software manipulates. Much software has interfaces to other software, which can provide external reference data. K1}Software under developmentB1% : Software under developmentL }, &A Icj]The software that the project will produce or enhance. It is important to identify the boundary of the software, as IFPUG function points only measure the transactions that cross the boundary. The boundary is from the user's perspective, not defined by the technical implementation. 611bUsers-}%  UsersVb, & Icj]The people who will be, or are, using the software interactively. Function points always identifies and measures functionality from the external perspective. This is primarily functionality provided to human users, but could be functionality provided to other software operating externally and distinct from the software being developed.@1&External Inputs7bن% $ External InputsM!&, &C An external input (EI) is an elementary process of the application which processes data or control information that enters from outside the boundary of the application. Processed data maintains one or more ILFs; processed control information influences the behaviour of the software. Aنg1E gkExternal Outputs8&% & External Outputsgk, &A An external output (EO) is an elementary process of the application that generates data or control information that exits the boundary of the application. C1 SExternal Inquiries:k% * External Inquiriesk?S, & An external inquiry (EQ) is an elementary process of the application that is made up of an input-output combination that results in data retrieval. The input side is control information that spells out the request; the output side only presents the data in ILFs or EIFs. It contains no calculated or derived data. G1 ڌInternal Logical Files>S؋% 2 Internal Logical Filesڌ, & An internal logical file (ILF) is a user identifiable group of logically related data or control information maintained through an elementary process of the application within the boundary of the application. ?؋1< Other software6ڌO% " Other software& C Software with which the software under development has interfaces, particularly if the other software provides information to the software under development. ; OQ1  Q!Interfaces2 %  InterfacesyQ!%  Input and output transactions with the other software. Input transactions extract data from External Interface Files. Ij1jExternal Interface Files@!% 6 External Interface Filesj, & An external interface file is a user id!entifiable group of logically related data or control information referenced by the application, but maintained within the boundary of a different application. Z)1J2YLinking project budget to function pointsQ,Y% XLinking project budget to function points, &% Icj]Function points measure the output of a software project that is useful to customers, the software functionality. Commissioning a project on a $ per function point price links the project budget to its planned output. Other industries often use a similar methods, such as magazines paying freelance journalists by the word, or builders subcontracting painters on a $ per square of house to paint. Y4Yp% h Link between user requirements and project budget;Z y "'zk4n ┱$UDJBKnIn the southernSCOPE method, first the customer contracts a developer on the basis of $ per function point delivered. At the beginning of the project, and with the developer, the customer specifies the functionality required in the software. The total price for the project is then set, based on a function point measure of the specified functionality and the $ per function point price agreed in the contract. The customer can then pay the developer the set price at the project end, or in increments as the developer delivers specified functionality.R!pW1WSystem Requirements SpecificationI$% H System Requirements SpecificationsAW2 2 Z/tgThere is always a document that contains a structured and detailed statement of the functionality that the users require. This System Requirements Specification (SRS) often contains a mixture of text and drawings. Hopefully it uses some form a functional model to provide a coherent structure to the requirements. H[1v[Function Point Analysis?% 4 Function Point Analysis[> Jc GFxoZ/Icj]The scope manager preforms function point analysis on the System Requirements Specification to measure the functionality of the software in units of function points. J1Dollar per Function PointA% 8 Dollar per Function Point> J Z/k4nIcj]At the beginning of the project, prior to preparing the System Requirements Specification, the customer and the developer agree a $ per function point price. The $ per function point price sets a relationship or link between the function points measured from the required functionality and the final project price. It is a linear relationship between the number of function points measured in the user requirements and total project price. > S1SProject Price5%   Project Price#S> J Icj]Z/k4nThis is calculated by multiplying the number of function points measured in the System Requirements Specification by the agreed $ per function point price. The customer can set an overall budget for the project in terms of function points without knowing the full details of the user requirements. After the developer has prepared the System Requirements Specification, the customer and developer negotiate the detailed functionality that is within the scope of the budget. R!19 F Steps in the southernSCOPE methodI$F% HSteps in the southernSCOPE method& C This overview provides sufficient information to help you understand the major differences between this method and traditional project management aFpproaches. F9o#e *"< ;ErUىIdentify needThe project sponsor identifies that a need exists to acquire application software and prepares a Project Requirements document to define the project.G}#Ȁ  *" < GF Early estimatesThe project sponsor engages an independent scope manager to perform a preliminary function point count (PFPC), and from this provide early estimates of cost and duration. `9Oo#  *" " Invite proposalsThe project sponsor invites proposals to satisfy the identified need.D}#Ȁ  *" < 4n Engage developerThe project sponsor selects the best proposal and engages the successful developer, with the payment for the software based upon dollars per function point delivered. Ob#A , ": Z/ Prepare the System Requirements SpecificationThe development commences with a phase of analysis that produces a System Requirements Specification.tV#z? , "" Measure specified functionalityThe scope manager conducts a function point count on the System Requirements Specification. With adjustments to balance budget with requirements, this determines the baseline functionality for the software, and thus the remaining project budget. 3V#zi , " " Pay on products deliveredDuring the project, the project sponsor makes payment to the developer on the basis of software, or other measurable products, actually delivered. During this period, the scope manager helps determine the price impact of changes raised after the Requirements Specification.}Q , & 'zThe key difference between the southernSCOPE method and the older fixed-price approach is the direct linking of the price to the unit of delivery. Though the emphasis of the method is on the development of new software, it can also apply to projects that involve major additions of functionality (enhancements) to existing software.[*i 1 2r i   Software projects are normally over budgetR-  % ZSoftware projects are normally over budget>i  & 1 If you have ever commissioned software development, you probably found that the project went well over budget. Such an experience is not unusual; only 16% of projects finish on budget. In contrast, 53% of software projects go over budget and schedule, and 31% fail completely. < 5 5 :;LK " a;  & w Software development is a new industry, and all new industries have difficulty with predictability. Early rail bridges collapsed, and early chemical plants blew up. These reasons are not excuses for ignoring the issue and continuing the status quo. Customers must demand improved budget and schedule performance.U$5  1  7BCombating causes for budget overrunsL' 7% NCombating causes for budget overruns Fi M 9EF(`http://www.standishgroup.com/visitor/chaos',`',1,`')The primary causes of project overruns are listed below in order of importance (The CHAOS Report, The Standish Group, http://standishgroup.com/visitor/chaos). 27@b Z:Hk4nLack of user input.Incomplete requirements.Changing requirements.LackF@  of executive support in the customer.Technology incompetence in the developer.Unrealistic expectations.[FA'  HThe $ per function point method incorporates mechanisms to combat five of these causes. /@5A' H More:LAA4 80 Hck6nLack of user inputQ5AA4 8: H/Incomplete requirementsOA!B4 86 HAUChanging requirementsb.AB4 8\ HH{PTechnology incompetence in the developerR!BB4 8< H8*Unrealistic expectationsCBC1r CRCELack of user input:BRC% *Lack of user inputsCE> J xo4nZ/To provide an accurate measure of software functionality, and thus set the project budget, function point analysis needs a detailed specification of the functional requirements. Without a high level of user input, a software developer cannot produce the detailed System Requirements Specification needed. This feature of the method counters lack of user input.HRCKE1^KEEFIncomplete requirements?EE% 4Incomplete requirements-KEF8 > xoZ/Because of its structure, function point analysis supports rigorous crosschecks looking for completeness in the System Requirements Specification. These crosschecks, along with high levels of user input, counter incomplete requirements.FEF1F:GIChanging requirements=F:G% 0Changing requirementsNFI9 @ 'zGFKeeping a project to budget also needs effective management of changes. Detailed and complete System Requirements Specifications make it easier for customers and developers to identify changes. Because the requirements are less likely to be incomplete, a large number of changes to the requirements are also less likely. The southernSCOPE method includes a clear procedure for identifying changes. It also includes an independent scope manager, who monitors changes and helps negotiate their impact on budget. Together, these features counter the problem of changing requirements.Y(:GJ1q%JjJLTechnology incompetence in the developerP+IjJ% VTechnology incompetence in the developer@JLB R 4nk If a developer lacks appropriate technical knowledge, their budget estimates are often overly optimistic, which leads to budget overruns. The $ per function point agreed between the customer and developer is based upon a technology specified in the contract. This places the risk of budget overrun due to technology incompetence on the developer, which is reasonable. Developers must control and commit to their technical capability. (See also Attitude of developers to the southernSCOPE method.)IjJL1ZL3MҀUnrealistic expectations@L3M% 6Unrealistic expectations]$LO9 @I 'z A common risk for software projects is an overly optimistic budget set at the project start. This unrealistic expectation results in rushed, poorly executed projects that produce late, poor quality software. The southernSCOPE method is good at managing this risk. Customers can easily obtain a preliminary function point count, and from this provide early estimates of cost and duration. These early estimates are much more likely to be accurate than any other estimating technique. This counters the problem of unrealistic expectations. 63MҀ& ! Project sponsors particularly value how the southernSCOPE approach makes OҀLit much easier to control project budgets. This covers both setting accurate budgets at the project beginning, and minimising the impact of changes in requirements over the course of the project. OO!1%!gχBenefits from using the methodF!Ҁg% BBenefits from using the method*!&   A review of how the $ per function point method had been used within the Victorian Government was conducted in May 2000. The conclusions of the review identified that projects using the $ per function point method are likely to receive substantial benefits.gR rUZ:Hk4nThey are highly likely to finish within a controlled budget.They are much more likely than typical software projects to meet the project sponsor's objectives.Customers receive 'cost per delivered unit' rate which will be within the top 20% of current industry best for comparable organisations.There will likely be less conflict between customer and developer than occurs on typical software projects.4 6 H'zAt the time of the review, the southernSCOPE method was known as the Software Charged by Unit of Delivery (SCUD) method. This is the term in used on the review report Report on the SCUD Method Review, Sage Technology, 2000. (  HThe southernSCOPE method gives project sponsors a good technique to balance a project's budget with the functionality that they require. This has significant impact on the budget performance of projects. /φ' H More:^*-4 8T HFFinishing within a controlled budgetT φ4 8@ HMeeting project objectivesN-χ4 84 H ^Industry-best pricesU$$1\$pFinishing within a controlled budgetL'χp% NFinishing within a controlled budget$72 2+ 'zLK " K_1 (Meeting project objectivesB(% :Meeting project objectivesb. * ?LKCustomers are likely to be satisfied with their project outcomes. Developers may be more neutral about project outcomes, as they are still learning about using the method. In the industry as a whole, 31% of projects fail to complete, and of those that do complete, larger projects typically achieve less than 50% of specified requirements. Customers of previous $ per function point projects have stated that their projects met their objectives and achieving all important requirements. This is another benefit from the method; projects are likely to meet objectives and achieve important requirements. E(19Industry-best prices<9% .Industry-best prices<u5 :@LK " zT9&  Customers of $ per function point projects receive good value compared to the overall productivity ouf software development for government organisations. They receive $ per function point prices 23% better than current industry best practice. In turn, industry best practice prices are generally half those from typical industry practice.T#uO1* M OAppropriate projects for the methodK&% LAppropriate projects for the methodp:O 6 :u 'zxoYou can identify appropriate projects for the southernSCOPE method by either examining the category of software that the project will deliver, or examining the characteristics of the project itself. Note that function point analysis does not accurately measure the functionality for all categories of software, so you need to be aware of when this technique for measuring functionality is inappropriate. Note that use of the southernSCOPE method on software projects does not cause any problems additional to those that software projects can normally encounter.-7%  More:\ w   o/sThree categories of softwareFive categories of software projectsCharacteristics of appropriate projectsSoftware that function point analysis doesn't measureLimiting the number of changes to functionalityM71!$vThree categories of softwareD$% >Three categories of softwarexS%  Software used by government agencies normally fits into one of three categories:`$LP pZ:HALKBLKCLKPersonal productivity. Information infrastructure. Core agency operation. *v; D H'zThe southernSCOPE method most suits the acquisition of software for information infrastructure and core agency operation. It can work with both package customisation and custom development approaches to the provision of software. U$L1\Mv"BFive categories of software projectsL'v% NFive categories of software projectspK%  Software projects themselves typically fall into one of five categories:dd Z:H襉襉襉k襉Development of a new software product for business needs that did not previously exist, or were not previously met with software. Redevelopment of an existing software product using new technology, and probably also to meet new business needs. Purchase of a software package and subsequent development work to customise it to the specific business needs of the customer. Enhancement of an existing system to meet new and additional business needs through additional functionality. 4 6Z:H襉Adaption of existing functionality to fit it to a changing business environment, without adding significant new functionality. oB- * H'zThe southernSCOPE method works well for the first four of the five categories of software project listed. X'1n#Characteristics of appropriate projectsO*B% TCharacteristics of appropriate projectsbv+ & 'zThe southernSCOPE method works well on software projects with the following characteristics: c C TAZ:H襉襉There exists a well-accepted technique for measuring the functionality of the delivered software. The project is able to limit the number of changes to functionality occurring between completion of the requirements specification and delivery of fully functional software. v6 :Z:HBCompleting the project within a controlled budget is of primary importance. The requirements of the project can be documented with sufficient precision for functional size measurement.(  HAll information infrastructure support software has these characteristics, and most software for core agency operations also has them. f51v$S0Software that function point analysis doesn't measure]8S% pSoftware that function point analysis doesn't measure62 2  Icj]'zTo date, only IFPUG function points have been used on southernSCOPE method projects. However, industry experience shows that IFPUG function points do not measure with acceptable accuracy the functionality of software with the following characteristics: ;S6 : Z:HThe structure and variation of data moving in and out of the software is unimportant compared to the internal processing of the data eg. large batch processes, compilers, artificial intelligence systems, avionics, automated control systems such as process control, traffic control or weapons control, and embedded software. The nature of the data moving in and out of the software is beyond the older data types of numbers, text, and discrete, simple images eg. streaming audio and video, complex objects. lD0(  HConsequently, the $ per function point approach is unsuitable for projects producing such software. However, there are currently several initiatives to develop practical functional size measures for these types of software. Once these measures appear, the southernSCOPE method will apply equally well with these measures.`/1m%# Limiting the number of changes to functionalityW20% dLimiting the number of changes to functionality# , & 'zThough the southernSCOPE method appears to have difficulty on projects with high numbers of changes to functionality, so do all other approaches to software project management. There are some possible techniques for reducing this difficulty: c5m . *kZ:HHave the project plan to deliver functionality as a series of 'incremental' software releases, with the releases no more than 2 - 3 months apart. Each release completes an increment of software functionality to a quality level acceptable for production use. During the construction of a release, no changes occur to requirements. After each release the functionality is reviewed, and the requirements revised as part of planning for the next release. This contains changes to periods in the project where stakeholders can best control their impact on budget. # . *Z:HInclude in the structure of the $ per function point price an agreed method for setting a $ per function point price for changes. Gm j 1O&j  @Project sponsor is key>#  % 2Project sponsor is key?j Ng#a *", ;EkThe project sponsor is the software project's key person within the customer organisation. The project sponsor identifies the need for the software, and drives the initiation of the software project. The sponsor must ensure that appropriate personnel are available to decide, communicate and approve the functionality required. The sponsor also needs to decide other requirements such as project constraints and budget. During the course of the project, the project sponsor must be available for discussion and resolution of any changes raised on the requirements.- @6 :  TC'zProject sponsors may act as the project manager within the customer organisation, or have a project manager reporting to N@# them. It is the project manager within the customer organisation that applies the southernSCOPE method to the project. AN@1'@ADProject managers8@A% &Project managersh@Bo# , " 8 k;E4nFor a government software development project, there are typically two project managers: one within the customer organisation reporting to the project sponsor, and one within the developer organisation. Project managers have the day-to-day responsibility for ensuring that the project starts effectively, runs smoothly and completes successfully. AD- (? 'zIt is customer project managers and project sponsors who typically use the southernSCOPE method. Project managers within the development company need to understand the project management method that the project sponsor has elected to follow. This understanding allows the software developer to fit the southernSCOPE method into the software development process that the development company would normally use.DBD1A(D"E2GDevelopment company;D"E% ,Development companydDFc# , "  Z/The development organisation is responsible for producing the System Requirements Specification and providing the software solution that meets this specification. They must have agreed to do so based on a price per unit of functionality delivered. "E2G&   The software solution delivered may comprise pre-existing software, software developed specifically for the project, or a mixture. JF|G1)|GG%LIndependent scope managerA2GG% 8Independent scope manager |G>Ia#C , "8 xoGF This is an independent person with expertise in functional size measurement (typically function point analysis) who also has experience in software project management. The scope manager conducts the preliminary function point count (PFPC) performed during project initiation. G%LT v' Z/[ⵘr;E4nFrom the System Requirements Specification document, the scope manager measures the baseline function point count (BFPC). This sets the precise project budget. Throughout the project, the scope manager monitors any significant changes raised, evaluating their impact against the BFPC and advising each party of the implications of the changes. The success of a southernSCOPE project for both parties depends upon the independence of the scope manager. Though the project sponsor typically pays the scope manager's fees, it is important that the scope manager act independently to protect the interests of both project sponsor and developer.^->IL1#*LL Fitting within a software development processU0%LL% `Fitting within a software development processLM, &O 'zThis training describes the performance of the southernSCOPE method within the context of a typical process for software development, which comprises six phases. 4LN EZ:H43 yOuCcڊ-Project initiation.Requirements analysis.Architecture design.Construction.Quality assurance and testing.Implementation.M . * HYou may need to translate these terms into those you use more commonly. The southernSCOPE method has the most impact in the project initiation and requirements analysis phases but also impacts the change management that occurs within the phN %Lases that follow. Note though, that the southernSCOPE method is not dependent upon a particular software process. It works effectively with a range of software development techniques such as prototyping, time boxing, and rapid application development.CNL1R+LProject initiation: % *Project initiationL]#C , "  This covers both high-level project planning and preliminary requirements analysis. It focuses on objectives, stakeholders, risks, budgets and schedules.$" F1ez,*^Requirements analysis=*% 0Requirements analysis:i#Q , " , 4nkStructure process during which the developer works with the customer to identify and document what functionality, what interfaces, what quality is required.$*^" D:1`;-݄ Architecture design;^݄% ,Architecture design c#S , "  4nPhase during which the developer creates a general, high-level design of the software structure. This phase often overlaps with software requirements analysis.$݄ " = I10z.I}|Construction4 }% ConstructionIXU#x , "  4nDeveloper performs the detailed design, programming and unit testing. This phase often consumes a major part of the schedule. $}|" NXʇ1L;/ʇ*Quality assurance and testingE |% @Quality assurance and testingʇ]#7 , "  Planning and performing of the various levels of testing on the software by people independent of the developers. Often overlaps with construction.$*" ?i10iImplementation6*% "Implementationaibb# , "  kWorking with the customer's personnel for installation, user documentation and training.$" k:b1B1SdTypical software contract compared to southernSCOPE methodb=S% zTypical software contract compared to southernSCOPE methodd6 : "'zThis diagram shows the typical software contract and the southernSCOPE method applied to a simple 'waterfall' software process. It can also apply equally well to other processes, such as incremental development. a0SŌ1YI2ŌQProject initiation with the southernSCOPE methodX3d% fProject initiation with the southernSCOPE method}Ō o# , " 8 rUىGF Project initiation starts with the preparation of the Project Requirements document. It must also include specification of requirements that will impact on the $ per function point price. The scope manager should be involved in this phase to perform the preliminary function point count (PFPC), provide indicate price ranges and possibly assist with early estimates. $9> J ;E*ȣ4nkThe project sponsor invites proposals from developers using a Request for Proposal document and the Project Requirements. After selection of the most suitable developer, the cus 9dtomer and developer establish a contract. - f%  More:A9Q "  [^6N-x#_w sI(Project Requirements documentTechnical environment and the $ per function point priceSelecting a scope managerPreliminary estimates of budget and schedulePreparing the Request for ProposalAttitude of developers to the southernSCOPE methodSelecting a suitable developerThe contractNf13GProject Requirements documentE Q% @Project Requirements document , & rUىThe Project Requirements document is often also called the Project Brief. (Refer to Appendix A of the southernSCOPE Reference Manual for an example Project Requirements document.) This document defines project deliverables and constraints. It covers project management, change control procedures, acceptance criteria and payment arrangements. It must also include specification of requirements that will impact on the $ per function point price. These requirements include: Z ]Z:HkIcj]statement of the primary objectives of the software. identification and description of the customer stakeholders involved in the software. technical environment for the software (operating system, development tools if necessary).a preliminary description of the functional requirements (necessary to measure the approximate functional size). approximate functional size (normally in function points).O"G- *DZ:Hpreferred project schedule. i81OI҇4.Technical environment and the $ per function point price`;G% vTechnical environment and the $ per function point price&  Research has shown that several aspects of the software's technical environment may influence the $ per function point price. These include:@F ZZ:HDevelopment tools. Production operating environment eg. mainframes, Unix servers, file servers or stand-alone workstations.Database servers and other special task servers.Interfaces to other software systems or hardware devices. ).4 6 H4nGFWhich technical requirements influence the $ per function point price may vary from developer. However, the scope manager should be able to provide advice on which technical requirements the Project Specification document should include. Jx1pފ5xSelecting a scope managerA.% 8Selecting a scope manager?xO l ;EGFxo襉 #_Measuring the approximate functional size requires the project sponsor to select and engage a scope manager for the project. The scope manager must have expertise in functional size measurement (function point analysis) and software project management. Victoria is well served by organisations capable of providing scope managers. In measuring the approximate functional size, the Preliminary Function Point Count (PFPC), the scope manager may elicit and prepare the preliminary description of functional requirements. From the Preliminary Function Point Count, the scope manager can calculate the first estimates for development cost and duration. This work by the scope manager typically requires less than 1% of final project budget.],U1҇J6UPreliminary estimates of budget and scheduleT/% ^Preliminary estimates of budget and scheduleU? L GF The scope manager should provide an expected range for the proposed $ per function point prices. Multiplying these prices by the Preliminary Function Point Count calculates preliminary estimates of budget, which may then require further refinement to allow for other project tasks. This in turn allows estimation of the baseline project schedule using appropriate procedures or tools. (Refer to The Benchmark, Release 6, International Software Benchmarking Standards Group (ISBSG), 2000, or Rapid Development, Steve McConnell, Microsoft Press, 1996, as two sources of information to estimate schedule from effort. There are other sources.)vJ, & rUىThe Project Requirements document must include the preferred project schedule, as this is necessary for developers to identify an appropriate team size for the project (and also to validate whether this schedule is practical). Developers need to plan team sizes, as team size has an impact on their development productivity. S"H1Oފ)7HPreparing the Request for ProposalJ%% JPreparing the Request for Proposal&H8 > ;E*ȣ The project sponsor then prepares a Request for Proposal (RFP) document (or Request for Tender), which invites software developers to present a proposal to deliver the required software on the basis of a price per delivered unit of functionality. Proposing developers should receive the full detail of the preliminary function point count (PFPC), as it may provide them some indication of possible complexities within the software, and it will help them with their price calculations. , & kThe customer may then distribute the RFP to selected suppliers, or advertise the project in the press. (Refer to Appendix B of the southernSCOPE Reference Manual for an example press advertisement.)c21J? 8m-Attitude of developers to the southernSCOPE methodZ5m% jAttitude of developers to the southernSCOPE method] 2 2 'z4nBecause the southernSCOPE method is a new project management practice, development companies often do not want to use it. It is unclear why many developers are resistant to the southernSCOPE method. It was designed to give both customers and developers more control over the scope of a project. Possible reasons for developer resistance are: m H ^7Z:Hxok襉Most development companies are not comfortable using function point analysis. They do not have sufficient history with the technique to be confident in their calculation of $ per function point prices. They also do not have sufficient experience with the technique to understand how it relates to project management and changes in scope. The southernSCOPE method provides the customer more control over project budget, particularly for the pricing of changes raised on the requirements specification. This means that developers have less control. Developers generally resist losing control, because it reduces their opportunities to generate revenue.X 7: B=Z:HIcj]襉Because function points do not measure individual changes adequately, the southernSCOPE method has difficulty handling high levels of change raised on the requirements specification. This may put the developer at risk of losing money, or result in conflict with the customer. -+ $ HThough there is developer reluctance to use of the southernSCOPE method, they will comply with a customer's requirement to use it. Over time, they may see the potential benefits that exist for them. O7|1*)9|DSelecting a suitable developerF!-% BSelecting a suitable developer%|A8 > ;E4nGFUpon A-receipt of the proposals from developers, the project sponsor follows an appropriate procedure to select the most suitable developer. The scope manager should have previously provided an expected range for the proposed $ per function point prices, as this helps identify foolishly low and unreasonably high prices. When several developers provide proposals, there is likely to be a 3-to-1 difference (or more) between the lowest and highest $ per function point prices proposed. D- ( Z/Though the final project budget may vary, depending on the amount of functionality in the System Requirements Specification, the project sponsor has total control over this. Consequently, the project sponsor has total control over the project budget, and so should regard the $ per function point prices as 'fixed prices'. The scope manager may also be able to provide assistance in the evaluation of the technical or project management capabilities of the developers submitting proposals. = AMD1P? :MDDEThe contract4DD% The contractMDE2 2 4n;EAfter selection of the developer, the project sponsor engages the developer under an appropriate contract. (Refer to Appendix C of the southernSCOPE Reference Manual for a sample contract tailored for the southernSCOPE approach.)\+DE1ą;EOFJRelationship between customer and developerS.EOF% \Relationship between customer and developerUEGh# *". k4nSoftware projects are typically complex, with their success highly dependent upon the effective communication of complex ideas. The relationship between the customer and the developer has an impact on the project's success. a+OFI6 :W 'zA common risk in software projects is friction between the customer and the developer, which reduces the effectiveness of communication, and thus user involvement in the project. Most past project sponsors and project managers thought that the southernSCOPE method helped manage this risk. -G2I%  More:IJU x =LffAvoiding destructive disagreementIndependence and respect of the scope managerDrawing attention to exploitative behaviourR!2IbJ13<bJJoLAvoiding destructive disagreementI$JJ% HAvoiding destructive disagreementdbJFK7 > 'zk4nThe southernSCOPE method supports the relationship between customer and developer because: )JoLB RZ:HIcj]GFFunction points provide an objective measure of the most common cause of friction, understanding of the scope of the requirements.The scope manager can act as a mediator and arbitrator in situations of disagreement. ^-FKL1ą=L"MOIndependence and respect of the scope managerU0oL"M% `Independence and respect of the scope manager3LOT vg 'zk4nGFIcj]Success of the southernSCOPE method is dependent upon both customer and developer respecting the skill and judgement of the scope manager, and to a lesser extent, their respect of function points as a measure of the project scope. An important contribution to the success of a southernSCOPE project for both parties appears to be the independence of the scope manager. Though the customer typically pays the scope manager's fees, it is important that the scope manager act independently to protect the interests of both customer and developer. \+"M13O>d͂Drawing attention to exploitative behaOOviourS.Od% \Drawing attention to exploitative behaviouri!͂H ^C k4nGF'zAn independent perspective, with a preparedness to advise both customer and developer of their obligations, is important in the scope manager. Otherwise he or she cannot help improve the relationship between customer and developer. Independence of the scope manager is also important when the customer or developer acts in an unreasonable or exploitative manner. The southernSCOPE method will not stop either the customer or the developer trying to exploit the other, but when applied well, will make it harder for them to do so. d3d11}?1؇Requirements analysis with the southernSCOPE method[6͂% lRequirements analysis with the southernSCOPE methodi1v#Ѐ , " \ 4nkZ/GF[ⵘrDuring this phase, the developer works with the customer to identify and document the software requirements. They must define the requirements in sufficient detail to allow a precise function point count. From the produced System Requirements Specification, the scope manager makes the first cut at the Baseline Function Point Count (BFPC). <, &5 ;EAfter negotiation of the scope to keep the project within budget, the project sponsor is able to finalise the BFPC and set the final project budget. -vi%  More:o<؇w  E!:/Mq<Keeping analysis work under controlDefining the Baseline Function Point CountLarge growth in functionality and $ per function point priceSetting final project budget and schedulePayment for the system requirements analysisT#i,1O@,wKeeping analysis work under controlK&؇w% LKeeping analysis work under control},,Q pY 4nkxoZ/VvWhen gathering software requirements, the developer must remain aware of the initial function point size for the project, as it is easy to gather and document requirements significantly in excess of this size. Such growth in functionality may be appropriate, but the developer must consult the customer early to avoid documenting unnecessary requirements. It is important to remember that function point analysis requires considerable detail in a requirements specification for an accurate measure of functionality. This may contribute to the quality of the System Requirements Specification. However, it means that developer's requirements analyst must put detailed specification of essential and important functionality ahead of any documentation of optional, or gold-plating, functionality. [*wO1AODefining the Baseline Function Point CountR-% ZDefining the Baseline Function Point Countr-OE X[ ⵘr;E4nZ/'zWith the first cut of the BFPC, the project sponsor and developer negotiate the functionality that will be within the scope of the rest of the project. Once they agree the functionality within scope, the developer should finalise the System Requirements Specification to reflect the scope of the rest of the project. One major challenge in specifying requirements is achieving a balance between the required functionality and the project budget. Past project sponsors using the southernSCOPE method have felt that it helped in achieving this balance. Another challenge is to specify requirements that provide sufficient benefit to the business in comparison to their cost. Past project sponsors thought that this risk occurred on their projects and that the southernSCOPE method helped minimise it. 2 2{ kThe southernSCOPE method should produce requirements specifications that the customer can afford to construct and that lead to software that provides high benefits to the customers. m<{1)‚B{Large growth in functionality and $ per function point priced?% ~Large growth in functionality and $ per function point price{2 2 ⵘrIcj]If there has been a major change in the functional size (> 40%) between agreeing the contract and the BFPC, then the $ per function point price requires review. This is because software products typically comprise cheap-to-construct function points and expensive-to-construct function points. A large increase in the functional size may make a significant change to this ratio, resulting in the need for a review of the $ per function point price.Z)11<C1Setting final project budget and scheduleQ,% XSetting final project budget and schedule 1D V ;E4nGFⵘr襉When the project sponsor and developer agree on the precise functionality in the project scope, the scope manager then refines the BFPC to document the agreed scope of the project. The BFPC becomes the baseline against which changes are identified. The contracted $ per function point price allows the setting of a baseline project budget. This in turn allows estimation of the baseline project schedule using appropriate procedures or tools.],1‚щD>Payment for the system requirements analysisT/>% ^Payment for the system requirements analysisOa# , "8 ;EZ/[The project sponsor will make a payment upon acceptance of the System Requirements Specification. This is normally between 20 and 25% of the $ per function point price, per function point in the Baseline Function Point Count. s>?? L 4nⵘr rUىThis percentage depends upon the approach used for requirements analysis, and should be specified in the contract. In some past projects, disagreement arose between the project sponsor and the developer because the first cut of the BFPC was considerably higher than the preliminary function point count (PFPC) presented in the Project Requirements document. The project sponsor then dropped functionality from the project scope to ensure it fitted within the initial budget. This meant that the developer had expended effort identifying and documenting requirements that were dropped from the scope of the project. &  It is however, the developer's responsibility to monitor the requirements analysis work to ensure that it is staying within the bounds of the PFPC. If it is not, the developer should immediately draw it to the project sponsor's attention. The project sponsor can then decide whether to extend the budget of the system requirements analysis phase to gather and document the increase in scope. ^-?N1 ENChange management for the rest of the projectU0% `Change management for the rest of the projectRNhs# , "\ 'z4nZ/In the architecture design, construction and testing phases of the software project, the southernSCOPE method only has a role in change management. Because the developer will have the deepest understanding of the System Requirements Specification, the developer is primarily responsible for effective change management. y< F xoGF;EThe project must have a procedure to manage changes and negotiate a price for them. This prhyocedure may use function point analysis to help evaluate the impact and price for a change. Alternatively, it may only call upon the scope manager to help resolve disputes between the project sponsor and developer over a fair price for changes. It is in the management of changes that the independence of the scope manager becomes particularly important. -h%  More:yyw  \?xʬ,0+Not allowing changes until the next projectLimitations of function points in measuring changesLimitations of a single $ per function point price for changesProcedure for pricing changesFactors to consider when deciding change impact\+{1щF{Not allowing changes until the next projectS.% \Not allowing changes until the next projectY{\  uCcڊ-Z/CA good practice to prevent problems with change management is not to allow changes to the requirements during the construction, testing and implementation phases of the project. This is practical in smaller projects. Project sponsors that allow significant changes to occur during design and construction risk significant conflict with their developers. Incremental releases, with a review of the System Requirements Specification between each release, also makes applying the practice of no changes during construction practical. See Incremental software releases for further detail.d31 "GB Limitations of function points in measuring changes[6B% lLimitations of function points in measuring changes^ , & Icj]Developers and scope managers question the ability of IFPUG function points to measure changes with sufficient accuracy for a fair application of the $ per function point price to changes. Function points have some application to the pricing of new functionality added after requirements specification, but have only some value in pricing changes to functionality already specified. This is because the function point technique is very effective at providing a macro-view of software functionality (and thus effort), but the technique doesn't apply well at the micro-view of typical software changes. KB N j xoGFThe change pricing procedure in the southernSCOPE Reference Manual applies function point analysis to the pricing of changes. However, this procedure relies heavily on the experience of the scope manager in hands-on software development. o>  12 H  DLimitations of a single $ per function point price for changesfA  % Limitations of a single $ per function point price for changes 3 4q Icj]Another problem with the southernSCOPE method's ability to manage change is how changes may impact on the validity of the agreed $ per function point price. Project sponsors that stick to using a single $ per function point value to price all changes risk significant conflict with their developers. The method's ability to manage change depends upon how well the function point measurement of a subset of the functionality correlates to the cost of delivering that subset. Scope managers and developers on past projects have stated that when the functionality of a software product is divided into subsets, the one $ per function point price cannot apply to all subsets. In effect, software products typically comprise cheap-to-construct function points and expensive-to-construct function points. The project's $ per function point price depends upon the ratio of cheap and expensive-to-construct functionality in the whole software product. Q 4B3 4= 'z4B Developers quickly become aware of this problem, and it contributes to their resistance of the southernSCOPE method. The causes of this problem are several, including the technology necessary to construct the specific subsets of functionality, and the complexity existing in software functionality that function points don't measure. During the course of the project, scope managers and developers must remain aware of the following constraints on the validity of the $ per function point price, as customers will not understand them.DD VZ:H襉There is no major change to the ratio between cheap and expensive-to-construct functionality during the course of the project. There is no change to the technology used to construct the software, or the technical environment it operates in, during the course of the project. There is no major change in the productivity factors that influence the $ per function point price. N4BOD1D"υIODDJProcedure for pricing changesE DD% @Procedure for pricing changesjOD)E+ & xoThe procedure for pricing changes that involves function point analysis involves the following steps:eDGK d5Z:HGFIcj]4nk襉1.The scope manager determines the functional size of the change (normally in function points), and whether the change is adding function points, changing already specified function points or deleting function points.2.In consultation with the developer and customer, the scope manager considers the impact of the change and defines a possible impact % applied to the $ per function point price for the change. The table below defines possible % of the $ per function point price applied to each classification of change. R()EG* $P HPrice impact percentages for changes:G_HE#Zt$; 8Change FPs Classification% of $ per FP price to applyeGHO#n,$; Added80 - 120 V_HIA#R*$; Changed40 - 150 UHoIA#R($; Deleted20 - 50 8IJ7 <Z:H0+3.The scope manager applies the decided impact % to the $ per function point price, which provides a price for the change from which to start negotiation. 4.The customer and developer agree a price for the change, which the scope manager documents. `/oIK1NJK^K{MFactors to consider when deciding change impactW2J^K% dFactors to consider when deciding change impactXKK+ & GFWhen deciding the % price impact of a change, the scope manager needs to consider: N^K{ML fZ:HZ/the level of documentation of the change relative to the System Requirements Specification; the actual scope of the change relative to function point measurement of the change; the technical impact of the change on existing functionality and; the point in the project's lifecycle at which the change is raised. ],KM1cυ KM,NՁImplementation with the southernSCOPE methodT/{M,N% ^Implementation with the southernSCOPE method2M^Oc# , "  4nImplementation may occur a several points in the project with the developer delivering a series of incremental releases for review or testing, or it could occur primarily at the end of the project. g:,Nр- (u ;EThe project sponsor should link payment with the delivery of software releases of other measurable work products s^Oр{Much as design documents or software prototypes. At project completion, the developer submits a form containing project details to the International Software Benchmarking Standard Group (ISBSG). -^O%  More:рՁU x CeIncremental software releasesPayment upon implementation of working softwareSubmission of project details to ISBSGN#1Ti L#hIncremental software releasesE Ձh% @Incremental software releases]#ń> J? Icj]4nk襉On a project of more than about 300 function points, it is advisable for the project to use an incremental development process. With this 'best practice', the developer delivers the project in a series of releases to the customer for review or acceptance testing, with a release delivered every 1 - 3 months. Each release would be 50 to 150 function points in scope. The regular delivery of incremental software releases is the most accurate method of monitoring project progress, and is accepted software engineering best practice.h& A Using an incremental development process makes it possible to base the payments to the developers upon the amount of functionality planned for each release. `/ń1  MBPayment upon implementation of working softwareW2B% dPayment upon implementation of working softwareQ[# , ", ;E4nAt agreed points in the project, normally linked to the delivery of software releases or other measurable deliverables, the project sponsor makes payments to the developer using pre-agreed percentages of the $ per function point price. B- ( ⵘrIncluded in these payments would be adjustments for any agreed changes. At the completion of the project, the final price should be the agreed $ per function point price multiplied by the BFPC, plus the prices of any agreed changes. W&1i NTċSubmission of project details to ISBSGN)T% RSubmission of project details to ISBSGpċb  4n&EF(`http://www.isbsg.org.au',`',1,`');E'zThe developer (in accordance with the Contract) will enter details of the completed project into the ISBSG Repository (http://www.isbsg.org.au), and on receipt of the Project Benchmark Report from ISBSG, will send a copy to the project sponsor. This will provide an ongoing history of the application of southernSCOPE method. It will also provide the software development community an ongoing and accessible source of project history to make future project management and software development innovations possible.BT1O?Glossary of Terms9ċ?% (Glossary of Terms&Me x[ⵘrk4nxoIcj]tg N-PrUـ;E*ȣVv$ per function point methodBaseline Function Point CountBFPCcustomerdeveloperfunction point analysisfunction pointsfunctional modelPreliminary Function Point Countproject managerProject Requirements documentproject sponsorRequest for Proposalrequirements analystR?I bGF'zZ/scope managersouthernSCOPE methodSystem Requirements Specification1e11hP1XAr# <$ per function point method1X, &] 'zMethod of commissioning software on the basis of a price charged per function point in the specifrXied software. It is the main implementation of the southernSCOPE method.1r1eQC X# @Baseline Function Point Count8 >s ⵘrZ/;E(BFPC) Function point count of the functionality in the System Requirements Specification, and that the project sponsor has defined as within the scope of the software project.11Re*# BFPCM"e+ &D [Baseline Function Point Count11:S. e# customer, &_ ;EThe organisation to which the project sponsor belongs, and whose personnel will use the software. This is the organisation that is commissioning the software development.11T/ # developern%  Organisation that designs, constructs and delivers software products that meet a set of user requirements. 11mU=# 4function point analysis&  Procedure to measure the amount of functionality in software from the perspective of its users. It considers transactions across the software's boundary and the logical data concepts that the software manipulates. 101 V0 5e# $function points0 &  Units of a measurement technique that calculates a number representing the amount of functionality in a software application.1e<1W<6 r# &functional modelQ&<+ $M All effective requirements specifications include a 'model' of the functionality. This can use one (or more) of the following techniques: Use case modelling (as part of Unified Modelling Language) Functional decomposition Data flow diagrams Process flow charts Logical data models1r1XDF#:# FPreliminary Function Point Count D&  (PFPC) Function point count of a preliminary, typically high-level, statement of functionality documented in the project initiation phase of the project. This helps develop early estimates of size, cost and project duration. 1:u1Yu]5D# $project manageru]&  Person who has primary responsibility for the day-to-day running of a project in such a way that it successfully achieves its objectives. 11\ZC ]# @Project Requirements document&  Document produced during project initiation that defines the overall requirements and constraints of the software project. It does not include a detailed statement of software functionality. 115[5# $project sponsor& S Person who has the primary requirement for the software application, and whose business objectives depend upon the successful completion of the software application. 11\q:Y# .Request for Proposalq2 2 krUى(RFP) Document issued by the customer to a candidate developers requesting that they provide a proposal to perform the project described in the Project Requirements document. Customer may issue a Request for Tender instead.1Y1G]:q# .requirements analyst8 > q4nkZ/Person, normally working for the developer, who in partnership with the customer performs the necessary analysis work to identify the system requirements. This person prepares the System Requirements Specification. 111|^1|3d#  scope manager1|2 2  [An independent person who conducts the preliminary function point count performed during project initiation, and then the baseline function point count of the requirements specification that sets the precise project budget.1d1_|:|# .southernSCOPE methodp|%  Method of commissioning software development that bases the price charged on the functional units delivered. 11`G$|# HSystem Requirements Specification%, & 4n(SRS) A document the precisely defines the requirements for the software product that the developer must deliver. It typically covers four main areas: system constraints, functional requirements, non-functional requirements, and project issues.1J1`aJy/yi  9EF(`http://www.standishgroup.com/visitor/chaos',`',1,`')This graph from the CHAOS Study (The CHAOS Report, The Standish Group, http://standishgroup.com/visitor/chaos) shows how the size of the company influences the success of a software project. 1J1.by, & 'zProject managers still need to control the level of change to requirements during construction of the software. The southernSCOPE method doesn't protect projects from this common cause of budget blow out.11ccfc%  Projects using the $ per function point are more likely than typical projects to finish on budget. 11d+ rc+ %  When projects using the method do have budget overruns, the overruns are likely to be less than 10% of budget. 1\ 1e\  {P+  + & The CHAOS Report, The Standish Group,http://standishgroup.com/visitor/chaos1\  10f    &  The $ per function point prices have ranged from $390 to $730, with the median at $500 per function point. The median $ per function point for comparable industry-best projects delivered is $650 per function point.1 8 1g8  {  %  Software that improves the productivity of individuals in their work eg. word processors, spreadsheets, e-mail, drawing.18  1 h    & e Software that supports information management needs fundamental to all organisations eg. accounting and financial management, human resources and payroll, document management.1  1i    &  Software that supports the core operations of the agency eg. court case management, hazardous waste transport certificate management, training organisation funding application and disbursement.1 -1j- &   eg. the creation of software to support electricity trading when the Victorian government created a wholesale electricity market.1-1ki%  eg. the creation of a web-based product ordering system to replace a mainframe-based ordering system. 11lT@\T@%  eg. purchase of an T@enterprise resource planning package such as PeopleSoft, SAP or Baan. 1@1m@@nIT@@%  eg. enhancement of a payroll system to track superannuation payments. 1@$A1n$AArM@A%  eg. changing a product ordering system to handle the introduction of GST. 1$AA1DoABAB, & Icj]At present IFPUG function points have the highest level of acceptance across the Australian software industry; however, IFPUG function points do not measure with acceptable accuracy the functionality of all types of software. 1A C1p CCBC& [ All software project management methods have difficulty keeping within fixed budgets when there are high numbers of changes to functionality during software construction.1 CD1>qDE CE&  Contact Terry Wright of Multimedia Victoria (03 9651 9006; terry.wright@mmv.vic.gov.au) or the Australian Software Metrics Association (03 9844 0560; asmavic@ozonline.com.au) for possible organisations to provide scope managers.1DME1CrME_FE_F, & kThere is anecdotal evidence that many development companies provide low tenders to win projects, knowing that customer will raise sufficient changes on the requirements specification to allow them to recoup potential losses. 1MEF1sF#Gn_F#G%  No project management method can balance compliance to budgets with high levels of change in requirements. 1FTG1mtTGH< #GH2 2 Refer to The Benchmark, Release 6, International Software Benchmarking Standards Group (ISBSG), 2000, or Rapid Development, Steve McConnell, Microsoft Press, 1996, as two sources of information to estimate schedule from effort/budget. There are other sources.1TGH1uHIHI& E An alternative approach to resolve this problem is to have multiple $ per function point prices in the project based upon categorisation of the functionality. 1HI1vI"JhCI"J%  These ranges would be defined for each project in its contract. 1ISJ1ywSJKH"JK9 @ Refer to Principles of Software Engineering Management, Tom Gilb, Addison-Wesley; Software Project Survival Guide, Steve McConnell, Microsoft Press; Dynamics of Software Development, Jim McCarthy, Microsoft Press for fuller descriptions of incremental releases.1SJ1x i( Times New RomanArialCourier NewSymbolTimesHelveticaCourierGenevaTms RmnHelvMS SerifMS Sans SerifNew YorkSystemWingdingsCentury GothicPalatinoBook AntiquaFixedsysTerminalSmall FontsMarlettNews Gothic MTLucida HandwritingLucida SansLucida Sans UnicodeOCR A ExtendedCalisto MTAbadi MT Condensed LightCopperplate Gothic BoldCopperplate Gothic LightMatisse ITCTempus Sans ITCWestminsterLucida ConsoleTahomaVerdanaWebdingsWP Greek CenturyWP MultinationalA CourierWP MultinationalB CourierWP BoxDrawingWP Greek CourierWP Hebrew DavidWP MultinationalA HelveWP MultinationalB HelveWP PhoneticWP TypographicSymbolsWP IconicSymbolsAWP IconicSymbolsBWP MathAWP MathBWP MathExtendedAWP MathExtendedBWP Greek HelveWP JapaneseWP MultinationalA RomanWP MultinationalB RomanWP CyrillicAWP CyrillicBWP Arabic SihafaWP ArabicScript SihafaMT ExtraBinnerDChelthmITC Bk BTKaufmann Bd BTKaufmann BTTechnicalCharter Bd BTCharter BTFrnkGothITC Bk BTNewsGoth BTZapfHumnst BTZapfHumnst Dm BTGalliard BTFutura Md BTFutura Bk BTGoudyOlSt BTKorinna BTPTBarnum BTArial BlackComic Sans MSImpactHaettenschweilerArial NarrowBookman Old StyleMonotype SortsMap SymbolsGaramondMS OutlookBookshelf Symbol 3Times New Roman MT Extra BoldCentury SchoolbookLetter Gothic MTAlbertus Extra BoldAlbertus MediumAntique OliveCG OmegaCG TimesClarendon CondensedCoronetLetter GothicMarigoldMonotype CorsivaUnivers0 hP#HO @A%.;^  1B',M .z=  34I0JP <^D‚r 6҇G /;>3(5 @O-7ފI"&2J9)!5L Ni $v Kυ%2(E8JC Z+Fщ*?=ą:? )"ME<(z)ąщvr ;^Z@ υJ 3 5 " i ފJ=IO҇? ‚2 .M%^#1J/&;)F24O'$ per function point method and southernSCOPE method:Appropriate projects for the method:Architecture design:Attitude of developers to the southernSCOPE method: Avoiding destructive disagreement:Benefits from using the method:Change management for the rest of the project:Changing requirements:Characteristics of appropriate projects: Combating causes for budget overruns:$Construction:(Defining the Baseline Function Point Count:,Development company:0Dollar per Function Point:4Drawing attention to exploitative behaviour:8External Inputs:<External Inquiries:@External Interface Files:DExternal Outputs:HFactors to consider when deciding change impact:LFinishing within a controlled budget:PFitting within a software development process:TFive categories of software projects:XFunction Point Analysis:\Function points:`Implementation with the southernSCOPE method:dImplementation:hIncomplete requirements:lIncremental software releases:pIndependence and respect of the scope manager:tIndependent scope manager:xIndustry-best prices:|Interfaces:Internal Logical Files:Keeping analysis work under control:Lack of user input:Large growth in functionality and $ per function point price:Learn southernSCOPE MethodLimitations of a single $ per function point price for changes:Limitations of function points in measuring changes:Limiting the number of changes to functionality:Linking project budget to function points:Meeting project objectives:Not allowing changes until the next project:Other documents that may help:Other software:Payment for the system requirements analysis:Payment upon implementation of working software:Preliminary estimates of budget and schedule:Preparing the Request for Proposal:Procedure for pricing changes:Project initiation with the southernSCOPE method:Project initiation:Project managers:Project Price:Project Requirements document:Project sponsor is key:Quality assurance and testing:Relationship between customer and developer:Requirements analysis with the southernSCOPE method:Requirements analysis:Selecting a scope manager:Selecting a suitable developer:Setting final project budget and schedule:Software projects are normally over budget:Software that function point analysis doesn't measure:Software under development:Steps in the southernSCOPE method: Submission of project details to ISBSG:System Requirements Specification:Technical environment and the $ per function point price:Technology incompetence in the developer:The contract: Three categories of software:$GTypical software contract compared to southernSCOPE method:(Unrealistic expectations:,Users:0What is this training for?:4Who is the training for?:8:Project Price:Project Requirements document:Project sponsor is key:Quality assurance and testing:Relationship between customer and developer:Requirements analysis with the southernSCOPE method:Requirements analysis:Selecting a scope manager:Selecting a suitable developer:Setting final project budget and schedule:Software projects are normally over budget:Software that function point analysis doesn't measure:Software under development:Steps in the southernSCOPE method: Submission of project details to ISBSG:System Requirements Specification:Technical environment and the $ per function point price:Technology incompetence in the developer:The contract: Three categories of software:$fImplementation with the southernSCOPE method:Preparing the Request for Proposal:Typical software contract compared to southernSCOPE method:/&;)Lzy<Learn southernSCOPE Method($ per function point method and southernSCOPE methodWho is the training for?^What is this training for?Other documents that may helpJFunction pointsSoftware under developmentUsersZExternal InputsExternal Outputs@External InquiriesInternal Logical FilesOther software5 Interfaces External Interface FilesLinking project budget to function points.System Requirements SpecificationFunction Point Analysis^Dollar per Function Point=Project Price2Steps in the southernSCOPE methodSoftware projects are normally over budgetr Combating causes for budget overrunsLack of user inputIncomplete requirementsChanging requirementsTechnology incompetence in the developer%Unrealistic expectationsBenefits from using the methodFinishing within a controlled budgetMeeting project objectives Industry-best pricesAppropriate projects for the methodMThree categories of softwareFive categories of software projectsvCharacteristics of appropriate projectsSoftware that function point analysis doesn't measureLimiting the number of changes to functionalityProject sponsor is keyProject managersDevelopment companyIndependent scope managerFitting within a software development processProject initiationRequirements analysiszArchitecture design;ConstructionQuality assurance and testingImplementationTypical software contract compared to southernSCOPE methodProject initiation with the southernSCOPE methodIProject Requirements documentTechnical environment and the $ per function point price҇Selecting a scope managerފPreliminary estimates of budget and scheduleJPreparing the Request for Proposal)Attitude of developers to the southernSCOPE method? 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