©2011 Rolls-Royce plc The information in this document is the property of Rolls-Royce plc and may not be copied or communicated to a third party, or used

©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

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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.

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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)

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The PhilosophyAn improvement project should

be estimated and managed to the same rigour as a

development project of its equivalent size and risk

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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

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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

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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

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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



Estimating the Benefit of ImprovementsEstimating the Benefit of Improvements

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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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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

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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

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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

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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

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Yea

r

10% 100% 50%

50% 100%

100%

25%

50%

75%

ImprovementC

OC

OM

OS

ecto

r F

TE

CO

CO

MO


OC

OM

O

Benefit is also affected by WHEN the improvements are expected to arise (time)

Example 2

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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


OC

OM

O

Example 3

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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


OC

OM

O



Eliciting ImprovementEliciting Improvement

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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

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Business Average Performance 21

Best Value

Nominal Value

Worst Value

Business average: where the business needs to invest

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Diagnostics Tool 22

Best Value

Nominal Value

Worst Value

Business average: where the business needs to invest



ConclusionConclusion

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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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An ObservationOften, just the existence of COCOMO II and its factors is

enough to change project and business behaviour for the

better.

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Documents

©2011 Rolls-Royce plc The information in this document is the property of Rolls-Royce plc and may not be copied or communicated to a third party, or used