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Test Estimation Techniques
- 6. Importance of Estimates Estimate too high Estimate too low Actual Schedule Estimated Schedule actual schedule = estimated schedule minimum actual schedule
- 9. Steps involved in Estimation Work out elapsed time / critical path Is the total reasonable Reassess tasks and / or effort Identify scope State assumptions Assess the tasks involved Estimate the effort for each task Calculate Total Effort No Yes Finish and Present the Estimate
- 16. Function Point Method - Example Medium Complex Simple Total Function Point Total 120 4.15 498 Weightage 1 3 5 Function Points 35 20 5 35 60 25 Estimate defined Per Function Point Total Estimated Effort( Person Hours)
Notes de l'éditeur
- Estimating isn’t an exact science - there is no magic formula so that you can feed figures in and get a neat answer out - although there is some element of this, using tables of figures garnered from previous experience of a similar situation Estimating isn’t an Art either - in no way can it be seen as an abstract activity So, it is more like design - some “creativity” given the requirements, the situation, the time scales etc but working within a set of rules and using models to provide consistency, whilst having to make assumptions about some of the unknowns so that the rules can be obeyed
- KMMG was formed in 1987 with the merger of Peat Marwick International (PMI) and Klynveld Main Goerdeler (KMG) and their individual member firms. Spanning three centuries, the organization's history can be traced through the names of its principal founding members - whose initials form the name "KPMG." K stands for Klynveld. Piet Klynveld founded the accounting firm Klynveld Kraayenhof & Co. in Amsterdam in 1917. P is for Peat. William Barclay Peat founded the accounting firm William Barclay Peat & Co. in London in 1870. M stands for Marwick. James Marwick founded the accounting firm Marwick, Mitchell & Co. with Roger Mitchell in New York City in 1897. G is for Goerdeler. Dr. Reinhard Goerdeler was for many years chairman of Deutsche Treuhand-Gesellschaft and later chairman of KPMG. He is credited with laying much of the groundwork for the KMG merger.
- Although for enhancements there needs to be some strategy on how the amendments are going to be unit tested As on-project estimator the PM will be looking to you to suggest a testing strategy. It may be as simple as saying “current testing procedures are sufficient for this enhancement”.. It is for you to identify if they are not. Supposing that nothing exists for use,, yet timescales are tight What would be a sensible approach? What tasks would you include? Exercise 2 - Produce program list
- Isolation Never feel that you are working on an estimate on your own if you’re not sure how to approach the estimate, talk to someone if you don’t know enough about hardware or software, talk to someone if you are running out of time agreed, tell someone before the deadline is reached if a project manager or sales person asks you to alter your estimate or is pressurising you into finishing it earlier than agreed, talk to someone Your Estimate is not sacrosanct When you have taken time and effort to complete an estimate, it is easy to think it is an important document in itself. However, remember it is only a tool . Do not take it personally when it is radically changed on walkthrough. Be confident that you have estimated the technical effort from experience and using guidelines and that you have documented your assumptions. if the management then want to amend it, that is their prerogative Exercise 4 - Aspects adding, plus final deliverable with contingency, staffing, elapsed time etc