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©2011 Rolls-Royce plcThe information in this document is the property of Rolls-Royce plc and may not be copied or communicated to a third party, or used for any purpose other than that for which it is supplied without the express written consent of Rolls-Royce plc.
This information is given in good faith based upon the latest information available to Rolls-Royce plc, no warranty or representation is given concerning such information, which must not be taken as establishing any contractual or other commitment binding upon Rolls-Royce plc or any of its subsidiary or associated companies.
CO-IMP-MO – the use of COCOMO II to improve Rolls-RoyceCO-IMP-MO – the use of COCOMO II to improve Rolls-Royce
Andy Nolan BSc Hons, CEng, FBCS, CITPChief of Software improvement – The Software Centre of Excellence
Satpaul Sall BSc HonsSoftware Technologist – The Software Centre of Excellence
Andy Nolan BSc Hons, CEng, FBCS, CITPChief of Software improvement – The Software Centre of Excellence
Satpaul Sall BSc HonsSoftware Technologist – The Software Centre of Excellence
Rolls-Royce data
AbstractValidating Improvement Initiatives - Using COCOMO
to verify improvement projects/programmes being delivered by the engineering organisation. Are we failing to recognise which areas of improvement we need to be tackling as a business? COCOMO has allowed us to show Rolls-Royce the key factors affecting programme/project performance & effectiveness. This has had big pull from the corporate Engineering Improvements team who want to use this method to verify many improvement projects. The presentation provides an overview of the tool and some of the results it produces.
2
Rolls-Royce data
3
Rolls-Royce data
4The need for Software Product Lines The Control Systems department
is responsible for the Engine Electronic Controllers (EECs) for a range of small and large gas turbine engines for the aerospace industry.
The software is developed to DO-178B Level-A standards
The company has been developing high integrity software for over 20 years and has extensive data on its processes and productivity.
We have the largest order book in history, new engine development places greater demand on the software team (shorter time scales and lower costs)
Rolls-Royce data
The PhilosophyAn improvement project should
be estimated and managed to the same rigour as a
development project of its equivalent size and risk
5
Rolls-Royce data
6
COCOMOA unifying language
SoftwareSupplier
COCOMO
Challenging our supplier
costs.
HardwareCOCOMO
HardwareSupplier
COCOMO
Using many SW factors to estimate hardware
engineeringCO-Imp-MO Improvement
COCOMO
Using COCOMO to identify &
validate improvements
CO-RISK-MORisk
Management
Using the model to identify and
quantify risk
CO-Bus-MOEnterprise business
performanceBenchmarking the business
Estimation & eliciting key
assumptions & negotiation
Rolls-Royce data
COCOMOA unifying language
SoftwareSupplier
COCOMO
Challenging our supplier
costs.
HardwareCOCOMO
HardwareSupplier
COCOMO
Using many SW factors to estimate hardware
engineeringCO-Imp-MO Improvement
COCOMO
Using COCOMO to identify &
validate improvements
CO-RISK-MORisk
Management
Using the model to identify and
quantify risk
CO-Bus-MOEnterprise business
performanceBenchmarking the business
Estimation & eliciting key
assumptions & negotiation
Estimation
Elicitation
Diagnostics
Rolls-Royce data
The problemImprovements are often peoples
“pet” subjects, based on politics, overlook the “elephant in the room”, lack evidence to
justify their claims and can easily overspend and under-
succeed
8
Rolls-Royce data
9COCOMO is at the heart of our business
Monitor
& Control Project
Improve
capability
Set Project
Goals & Targets
Business Goals
Understand
Capability
Benchmark
Capability
Estimate
& Plan Project
Anticipate riskIdentify improvementsValidate improvementsBenchmark the businessMake better decisions
©2011 Rolls-Royce plcThe information in this document is the property of Rolls-Royce plc and may not be copied or communicated to a third party, or used for any purpose other than that for which it is supplied without the express written consent of Rolls-Royce plc.
This information is given in good faith based upon the latest information available to Rolls-Royce plc, no warranty or representation is given concerning such information, which must not be taken as establishing any contractual or other commitment binding upon Rolls-Royce plc or any of its subsidiary or associated companies.
Estimating the Benefit of ImprovementsEstimating the Benefit of Improvements
Rolls-Royce data
The PhilosophyIf COCOMO II models the cost of a
project then it can also model the benefits of improvements. Any improvement that does not
affect a factor in COMO is unlikely to deliver significant engineering improvements
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Rolls-Royce data
12
Estimating Improvement benefits
Improvement
Benefit is calculated as the % influence over each COCOMO factor. Each COCOMO factor has a difference
sensitivity and each improvement will affect each factor differently
CO
CO
MO
Rolls-Royce data
13
Estimating Improvement benefits
Improvement
Benefit is calculated as the % influence over each COCOMO factor. Each COCOMO factor has a difference sensitivity and each
improvement will affect each factor differently
%Benefit = %influence * COCOMO Factor
CO
CO
MO
Benefit
Rolls-Royce data
14
Estimating Improvement benefits
ImprovementC
OC
OM
OS
ecto
r F
TE
CO
CO
MO
Improvement
FTE’s affected is based upon the number of FTE’s in each business section multiplied by the % affected by the
improvement initiative
ImprovementC
OC
OM
O
Rolls-Royce data
15
Estimating Improvement benefits
ImprovementC
OC
OM
OS
ecto
r F
TE
CO
CO
MO
ImprovementImprovementC
OC
OM
O
Example 1
£/$Benefit = %Benefit * FTE * Hours per year *
Cost Rate
Rolls-Royce data
16
Estimating Improvement benefits
Yea
r
10% 100% 50%
50% 100%
100%
25%
50%
75%
ImprovementC
OC
OM
OS
ecto
r F
TE
CO
CO
MO
ImprovementImprovementC
OC
OM
O
Benefit is also affected by WHEN the improvements are expected to arise (time)
Example 2
Rolls-Royce data
17Estimating Improvement benefits
Yea
r
10% 100% 50%
50% 100%
100%
25%
50%
75%
10 100 50%
50 100
100
25
50
75
Cos
t£
ImprovementC
OC
OM
OS
ecto
r F
TE
CO
CO
MO
ImprovementImprovementC
OC
OM
O
Example 3
Rolls-Royce data
18
Estimating Improvement benefits
Yea
r
10% 100% 50%
50% 100%
100%
25%
50%
75%
10 100 50%
50 100
100
25
50
75
Cos
t£
ImprovementC
OC
OM
OS
ecto
r F
TE
CO
CO
MO
ImprovementImprovementC
OC
OM
O
©2011 Rolls-Royce plcThe information in this document is the property of Rolls-Royce plc and may not be copied or communicated to a third party, or used for any purpose other than that for which it is supplied without the express written consent of Rolls-Royce plc.
This information is given in good faith based upon the latest information available to Rolls-Royce plc, no warranty or representation is given concerning such information, which must not be taken as establishing any contractual or other commitment binding upon Rolls-Royce plc or any of its subsidiary or associated companies.
Eliciting ImprovementEliciting Improvement
Rolls-Royce data
Risks & Opportunities
-20%
-15%
-10%
-5%
0%
5%
10%
15%
Hou
rs p
er M
onth
New
KS
LOC
RE
VL
(Req
Evo
lutio
n &
Vol
atilit
y)
S&
R -
% r
ewor
k (p
lann
ed
or u
npla
nned
)
PR
EC
- p
roje
ct p
rec
eden
tedn
ess
FLE
X -
Dev
elop
men
t fle
xibi
lity
RE
SL
- R
isk
reso
lutio
n
AR
CH
- A
rchi
tect
ural
res
olut
ion
TE
AM
- te
am c
ohes
ion
PM
AT
- P
roce
ss m
atur
ity
RE
LY r
elia
bilit
y
DA
TA -
test
dat
a co
mpl
exity
CP
LX -
com
plex
ity o
f pro
duct
RU
SE
- d
evel
opin
g fo
r re
use
DO
CU
- a
dditi
onal
doc
umen
tatio
n
TIM
E -
exe
cutio
n tim
e
ST
OR
- s
tora
ge u
se
PV
OL
- pl
atfo
rm v
olat
ility
AC
AP
- A
naly
st c
apab
ility
PC
AP
- p
rogr
amm
er c
apab
ility
(cod
e)
PC
ON
- P
erso
nnel
con
tinui
ty
AP
EX
- a
pplic
atio
n ex
perie
nce
PLE
X -
pla
tfor
m e
xper
ienc
e
LTE
X -
lang
uage
& to
ol e
xper
ienc
e
TO
OL
- to
ol c
apab
ility
SIT
E -
dev
elop
men
t site
s
SC
ED
- d
evel
opm
ent
sche
dule
MC
AP
- M
anag
emen
t C
apab
ility
ME
XP
- M
anag
emen
t Exp
erei
nce
MT
OL
- M
ana
gem
ent T
ools
TAS
K -
Tas
k P
riorit
y
FR
AG
- T
ask
Fra
gmen
tatio
n
% Im
pac
t o
n P
roje
ct C
ost
Risk
Opportunity
20Project 3-point Estimate
Risk Log
Improvement Log
Rolls-Royce data
Business Average Performance 21
Best Value
Nominal Value
Worst Value
Business average: where the business needs to invest
Rolls-Royce data
Diagnostics Tool 22
Best Value
Nominal Value
Worst Value
Business average: where the business needs to invest
©2011 Rolls-Royce plcThe information in this document is the property of Rolls-Royce plc and may not be copied or communicated to a third party, or used for any purpose other than that for which it is supplied without the express written consent of Rolls-Royce plc.
This information is given in good faith based upon the latest information available to Rolls-Royce plc, no warranty or representation is given concerning such information, which must not be taken as establishing any contractual or other commitment binding upon Rolls-Royce plc or any of its subsidiary or associated companies.
ConclusionConclusion
Rolls-Royce data
Conclusions
COCOMO II challenges the businessAre our improvements worthwhileAre we improving the right things
It has had the effect ofStopping some initiativesChanging many other initiativesCreating new ideas in the business
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Rolls-Royce data
An ObservationOften, just the existence of COCOMO II and its factors is
enough to change project and business behaviour for the
better.
25
Recommended