Estimating Technique Guide SEO

Estimating Technique Guide
Estimating Technique Guide Version 1
Estimating Technique Guide - Draft
2/26/2013

Table of Contents Introduction_____________________________________________________________4 Estimating Approaches ____________________________________________________4
Top-Down Estimating Approach ________________________________________________5 Bottom-Up Estimating Approach ________________________________________________5 Estimating Approach Comparison_______________________________________________6
Estimating Techniques ____________________________________________________6

Ballpark Estimating___________________________________________________________6 Proportional Percentage Estimating______________________________________________7 Comparative_________________________________________________________________8 Expert Judgment______________________________________________________________8 Proportional Estimating________________________________________________________8 Widget Counting______________________________________________________________8 Function Point Analysis________________________________________________________9 Feature Points_______________________________________________________________10 Technique Comparison________________________________________________________11 Estimating Technique Comparison______________________________________________12 Managing Multiple Estimates__________________________________________________12
Wideband Delphi Technique__________________________________________________________12 Weighted or Average Estimate________________________________________________________13
Commercially Available Estimating Tools____________________________________13

CHECKPOINT/KnowledgePLAN______________________________________________13
Overview_________________________________________________________________________13
Estimating Templates____________________________________________________14
General Purpose Templates____________________________________________________14
Staff and Duration Estimating Template...........................................................................................14 Travel Expenses Template.................................................................................................................14 Requirements/BAA Proportional Estimate Projection Template......................................................14
ASPIRE Phase Templates_____________________________________________________14

Vision and Strategy_________________________________________________________________14 Business Area Architecture___________________________________________________________14 Development______________________________________________________________________14 Integration________________________________________________________________________14 Deployment_______________________________________________________________________15
Specialty Area Templates______________________________________________________15

Development______________________________________________________________________15 Package-Based Development (PBD) Estimating Template...............................................................15 Matrix-Based Iterative Custom Development (ICD) Estimating Template......................................15 Accelerated Application Development (XAD) Estimating Template...............................................15 Organizational Change______________________________________________________________15
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Communication Event Estimating Template.....................................................................................15 Stakeholder Group Estimating Template...........................................................................................15 Technical Infrastructure_____________________________________________________________16 Facilities Infrastructure______________________________________________________________16
Estimating Guidelines____________________________________________________17
Project-Wide Guidelines_______________________________________________________17 ASPIRE Phase Guidelines_____________________________________________________19
Vision and Strategy (ETP)___________________________________________________________19 Business Area Architecture (Requirements/BAA)_________________________________________20 Development______________________________________________________________________21 Integration________________________________________________________________________21 Deployment_______________________________________________________________________21
Specialty Areas______________________________________________________________22
Development______________________________________________________________________22 Package Based Development (PBD)..................................................................................................22 Package Evaluation and Selection (PES) Sub-Phase.........................................................................24 Iterative Custom Development (ICD)................................................................................................26 Accelerated Application Development (X/AD).................................................................................33 Organizational Change______________________________________________________________36 Technical Infrastructure_____________________________________________________________38 Critical Computer Resources and Facilities Infrastructure__________________________________38
Management and Coordination_________________________________________________39
Appendices_____________________________________________________________40
Estimating Templates_________________________________________________________40 Estimating Template User Guides_______________________________________________40
Staff and Duration Estimating Templates_______________________________________________40 Travel Expenses Template___________________________________________________________40 Requirements/BAA Proportional Estimate Projection Template______________________________40 Package-Based Development (PBD) Estimating Template__________________________________41 Matrix-Based Iterative Custom Development (ICD) Estimating Template______________________42 Accelerated Application Development (XAD) Estimating Template__________________________44 Communication Event Estimating Template_____________________________________________45 Stakeholder Group Estimating Template________________________________________________46
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Estimating Technique Guide Introduction

Company Management has stated that there has been some history of Significant Project Cost and Schedule Overruns. Issues identified included: Many project over-runs are attributed to poor estimates. Current estimating techniques are perceived to be inconsistent, baseless, and inaccurate. There is a tremendous financial risk associated with poor estimating techniques. High estimates can result in lost business opportunities. Low estimates increase the risk of project over-runs. There is an inconsistent use of a disciplined estimating process. This problem occurs in the sales process and in estimating subsequent phases in an ongoing project. There is disagreement and no general consensus on the best techniques for system development estimates. There is little or no guidance for estimating Accelerated application, package-based system development, Non-traditional system development such as object-oriented development or Internet / Intranet development, Non-system development projects such as Performance Improvement Initiatives, Vision and Strategy, Business Architecture, IT Re-engineering, and Organization Change. Few tools exist to support estimating and the usability and validity of these tools is not universally accepted. The purpose of this Estimating Technique Guide, along with the Estimating Process Guide, is to begin to address several of these issues. It will not resolve all of these issues. However, it can be an effective vehicle that allows us to share our collective experiences. Although the targeted audience of this guide is IT Services Consulting and Systems Integration, our goal is to utilize and share knowledge and experiences across all of IT Services divisions. Specific goals for this guide include: Identifying estimating approaches, techniques, models and tools that have been used on prior IT Services engagements. There are a number of techniques, models and tools that are being used across the division. There are probably an equal number of opinions on which ones are the most effective. This guide identifies some of the most common techniques, models, and tools. It does not try to cover all of them; nor does it attempt to single out which technique, model and tool is the most effective. In reality, there is no universal technique that applies to all types of projects; each technique is valuable when used for the appropriate type of project. The key is to have an awareness of what techniques, models, and tools are available so that you apply the best set of techniques, models, and tools for your specific project. Sharing information on the techniques, models, and metrics that have been used for various project phases. Many of the metrics defined are rules of thumb that have come from specific projects. Many of these have not been confirmed or compared against other projects so you will need to apply your judgment accordingly. This guide also includes some gotchas that were identified from past experiences; hopefully these will help you to avoid similar pit-falls as you develop your estimates. Fostering communication regarding estimating and metrics between project team members, projects, business units, regions, and divisions. This guide, in and of itself, will not make us better estimators. All of us need to experiment and communicate our experiences with these techniques, models, and tools so that we can further define and refine them.
Estimating Approaches
There are two basic approaches for determining the estimates for a given component of a project, topdown and bottom-up. IT Services highly recommends that you estimate a project using both of these approaches. A top-down estimating approach takes an estimate for an entire project and breaks it down
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into lower-level components. Since this approach looks at the entire project from a fairly high-level view, you can develop a top-down estimate in a relatively short period of time and with a minimal amount of project related information. A bottom-up estimating approach breaks the project into pieces, examines each piece at a detail level, and assembles all of the pieces and their estimates to come up with the overall project estimate. Since this approach examines the project in much greater detail, it requires more project related information and takes a longer time to develop the estimate. Because of the level of detail required, your bottom-up estimate is generally more accurate than your top-down estimate.
Top-Down Estimating Approach

Using this approach you divide an overall estimate into separate, lower-level components. The starting point is an estimate of the size, total effort, or the time required to perform a project. The total estimate is apportioned among the components, or tasks that make up the project, according to a predefined formula as well as taking into account experience from similar projects and any known external dependencies that may act as constraints. For example, you may have determined that the total effort for a Requirements/BAA phase is 1,000 hours. You can than use an estimating model such as Project Bridge Modeler to apportion the 1,000 hours across the various activities and tasks that comprise a Requirements/BAA. You can also adjust the hours per activity or task based on the required deliverables, your prior project experience, or the project teams expertise. Depending on the size and complexity of the project, you can repeat this process to arrive at estimates for lower-level tasks. After completing the top down estimates for the lower-level tasks you must validate your estimate by checking to make sure that each of the lower-level estimates makes sense. If any of the lower-level task estimates is too low you must adjust the top level estimate upward or change the scope of the project. You should also use other estimating methods to cross-validate your results. This estimating approach is helpful when you have relatively little knowledge of the project requirements or when the project is strictly limited by resources. For example, if the client has a fixed budget, this estimating approach could be used to identify the level of work that could be delivered for that budget. (Note: This is risky and not generally recommended.) Disadvantages of this approach include: You could miss low-level technical issues or special components of the system. This approach offers little or no basis for the cost justification of subsequent estimating iterations. There is a tendency to define the scope in terms of the resources allocated rather than in terms of the activities or deliverables. You need some basis for apportioning the overall project estimate across the various subcomponents.
Bottom-Up Estimating Approach

Using this approach you first identify the low-level components of the project, estimate each of these components, and then total the individual estimates to produce the overall project estimate. The definition of a low-level component can vary widely and is very dependent on the type of the project. You should ensure that all of your low-level components are identified in or mapped to a Work Breakdown Structure (WBS) or Statement of Work to ensure that you have accounted for all of the projects components. Examples of a low-level component include: The effort to produce an intermediate product or deliverable. Examples include preparing for or documenting workshops or interviews, developing an integration or application test plan, and creating a detail project plan for a subsequent project phase. The effort to develop a specific function of the completed software system. For example, code and test the maintain customer address window. A non-labor item such as a product or service. Examples include PCs, printers, pagers, development software, installation fees, training, and travel related expenses.
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One advantage of this approach is that it requires a relatively thorough analysis before you begin estimating. Since you need have a more detailed view of the project requirements when using this approach, it can yield a more accurate estimate than a top-down approach, provided you havent forgotten anything. This approach also helps to identify uncertainties regarding the project requirements or proposed solution. These uncertainties will often result in assumptions in the estimate and the projects Statement of Work. Disadvantages of this approach include: You may overlook system-level costs such as integration or training. It often requires more information than what is typically available at the time the estimate is required. It requires a significant effort to produce the estimate. Activities such as management and development coordination cannot be estimated until the underlying task estimates are complete. (These tasks are generally estimated based on the duration of the project or as a percentage of the underlying tasks.)
Estimating Approach Comparison

The following diagram illustrates a high-level comparison between these two estimating approaches. Estimation Approach Strengths Top-Down Particularly relevant if project is strictly limited by resources. Relatively little knowledge of proposed system required. Weaknesses May miss low-level technical issues. Has little or no basis for the cost justification of subsequent estimating iterations. May omit special components of software system. Need basis for proportioning estimates across project sub-components. Tendency to define scope in terms of resources allocated rather than in terms of activities or deliverables. May overlook system-level costs such as integration, training. Often requires more information than is available at time of estimate. Requires significant effort to produce Activities such as management and coordination cannot be estimated until underlying task estimates are complete.
Bottom-Up
Enforces relatively thorough analysis before estimation. Identifies uncertainties in developers knowledge of system requirements or proposed solution.
Estimating Techniques
The following estimating techniques fit into either the top-down or bottom-up approach. No one estimating technique is ideal for all situations; each has its own strengths and weaknesses. When estimating a project, you need to decide which technique is appropriate and what adjustments, if any, are needed.
Ballpark Estimating
With this estimating technique you use a combination of time, effort, peak staff, and derived from the QSM SLIM completed projects database. Each row represents a consistent set of estimates that may be determined based on any one of the variables estimated using expert judgment. This technique can be used at any point in the lifecycle. It can be used early in the lifecycle and when no historical information is available. Once the estimate is developed, a comparative estimate can be
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developed using a proportional technique. The final estimates can be compared to other estimates for analysis. Using the Business Case documentation, a proposed solution is visualized, and using expert judgment, the Modules, Interfaces, Configuration Items, or Programs in the visualized solution can be identified and entered into Top Down Estimate by CI worksheet. Using the factors table, a size can be determined between Very Very Small and Very Large. At the same time the Category with Size can be determined. Estimates are developed using the Peak Staff, Time in Months, and Effort in Hours columns for guidance in determining each size estimate. Using the size and category within size, the table is completed by locating the effort hours and ESLOC in the top down factors table and entering them into the Effort Estimate and ESLOC columns in the Top Down Estimate by CI worksheet. After all Configuration Items are estimated, the totals can be calculated. If there are logical groupings of configuration items, they may be numbered. The groupings can then be used to combine individual configuration items into packages of work for estimation by group. The list of configuration items can be sorted by group and combined into a single estimate. The total of the group can be used to create one estimate for the group using the top down factors table to locate the total. The group total can then be used for a single estimate for size (ESLOC). The ESLOC estimate is based on 100 Lines of Code per Function Point, with a productivity index assumed to be slightly less than the average productivity of companies in the SLIM database having a SEI CMM Level 2 productivity index.
Proportional Percentage Estimating

With this estimating technique you use the size of one component to proportionally estimate the size of another. For example, the Design effort might be estimated as 22% of the Requirements effort; Construction 45% of Requirements effort, and Testing/Pilot 33% of Requirements effort. This technique is very effective when used appropriately, when the estimated value really does depend proportionally on another factor. There are different proportional models for different types of life cycles, which must be considered in developing proportional estimates. Consideration needs to be given to whether the current estimate is for an effort that is more like a Development/Enhancement effort or a Maintenance effort. If any portion of the labor distribution is estimated, it can be used to expand the known portion into a total estimate. For example: Labor Distribution Standard for "Development / Enhancement" Work Types Project Management (start-up, manage, close) - Development/Enhancement Quality Assurance Reviews Development / Enhancement Analysis (Requirements) [Solution Definition] Development / Enhancement External Design Development / Enhancement Internal Design Development / Enhancement Procedures and Training Development / Enhancement Construction (Code/Unit Test) [Solution Generation] Development / Enhancement Test [Solution Validation] Development / Enhancement Implementation [Solution Deployment] Labor Distribution Standard for "Maintenance" Work Types Project Management (start-up, manage, close) - Development/Enhancement Quality Assurance Reviews Maintenance Analysis (Requirements) [Solution Definition] Development/ Enhancement 15.00% 5.00% 15.00% 13.00% 12.00% 6.00% 27.00% 18.00% 9.00% Maintenance 12.00% 8.00% 9.00%
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Maintenance External Design Maintenance Internal Design Maintenance Procedures and Training Maintenance Construction (Code/Unit Test) [Solution Generation] Maintenance Test [Solution Validation] Maintenance Implementation [Solution Deployment] 9.00% 18.00% 4.00% 40.00% 15.00% 5.00%
Comparative
Using this estimating technique, you compare the project at hand, the target project, with other projects similar in scope and type to produce an estimate. The comparison is normally performed at a high-level with little reference to detail. This technique relies heavily on the experience of the estimators and their ability to gauge the target project in relation to the comparative data available. For example you have been asked to estimate the custom development for a new telecommunications system. You also happen to know of a similar type of project that was also custom developed. Since this reference project covered roughly 50% of the functionality needed by the new system, you could develop a comparative estimate for the new telecommunications systems by doubling the actual effort from your reference project. You could even add an additional percentage of effort to account for some of the unknowns in the new system. The comparison does not have to be at a project or phase level. You can use this technique for lower-level tasks such as developing a reporting sub-system or a customer maintenance window. This technique is useful as a sanity check for an estimate produced by another method. It can also be useful for estimating low-level components such as documentation, printer volume, processor capacity, or programming a specific system component. The major weakness of this technique is that a project is not thoroughly assessed. Therefore, it should be used only if time is limited or a relatively large uncertainty in the estimate can be tolerated. This technique also requires some type of historical data to compare against.
Expert Judgment
This technique relies on the extensive experience and judgment of the estimator to compare the requirements for the component being estimated against all projects in his/her previous experience. It differs from the comparative technique in that the reference projects are not explicitly identified.
Proportional Estimating
With this estimating technique you use the size of one component to proportionally estimate the size of another. For example, Quality Assurance might be estimated as 3% of the total project effort; the design effort might be estimated as 40% of the coding effort; the number of printers might be estimated as one for every 6 users. Previous personal experience or estimating guidelines can help provide these proportionality factors. This technique is very effective when used appropriately, when the estimated value really does depend proportionally on another factor. However, it should not be used as a crutch to pass the estimating responsibility on to some other component. Using this technique will magnify estimating errors being made elsewhere. Proportional estimates can be used in combination with other estimating techniques. For example, after using widget counting to derive the estimate for the Requirements phase of a project and then used proportional factors to estimate the Design, Code/Unit Test, System and Integration Testing, Implementation, and Deployment phases of the project.
Widget Counting
Using this estimating technique, you identify project characteristics that can be counted and that are performed on a recurring basis (the widget), estimate the effort for each type of widget, and determine the total effort by applying these estimates against the total number of widgets. Typical widgets may be
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menu choices, windows, screens, reports, database entities, database fields, requirement specifications, pages of documentation, and test cases. You may assign complexity factors to each type of widget (simple, medium, complex) and weight the effort accordingly. Use the following criteria when determining whether you should be using this estimating technique: There must be enough detail information to allow you to identify and count the widgets. The effort to develop or complete the project must be reasonably proportional to the number of widgets, even though the project is not necessarily made up purely of widgets. You must be able to produce an estimate for the effort of each widget type. This is typically done by using the comparative approach based on historical metrics data or by prototyping the implementation of one of the widgets.
Function Point Analysis

This estimating technique is suited for projects that are based on straightforward database input, output, maintenance, and inquiry, with low algorithmic processing complexity. Function Point Analysis is the basis for several automated estimating tools. The basic steps involved in this estimating technique include: 1. Decomposing the project or application into a defined set of function types, described below. 2. 3. 4. 5. Assigning a complexity to each of these function types. Tallying the function types and applying pre-defined weighting factors to these totals to drive a single unadjusted function point count. Adjusting this function point count based on the overall project complexity. Translating the function point count to an effort estimate based on a function point delivery rate. (This is probably the most difficult step.)
Function points are viewed from the perspective of the system boundary and are comprised of the following types: InputAny data or control information provided by the user that adds or changes data held by the system. An input can originate directly from the user or from user-generated transactions from an intermediary system. Inputs exclude transactions or files that enter the system as a result of an independent process. OutputAny unique unit of data or control information that is procedurally generated by the system for the benefit of the user. This would include logical units forming part of printed reports, output display screens, audit trails, and messages. InquiryEach unique input/output combination, in which the online user defines an inquiry as input and the system responds immediately with an output. An inquiry is distinct from an output in that it is not procedurally generated. The result of an inquiry may be a display/report or a transaction file that is accessible by the user. Logical Internal FileAny logical group of data held by the system. This includes database tables and records on physical files describing a single logical object. A logical file may span many physical files (e.g., index, data, and overflow). However, it is treated as a single logical internal file for sizing purposes. External Interface FileEach logical group of data that is input to or output from the system boundary to share that data with another system. Advantages for using Function Point Analysis include:

The project is viewed from the perspective of the user rather than the developer, that is, in terms of user functions rather than programs, files, or objects. The estimates can be developed from knowledge of the requirements without a detailed design solution being known. This provides for a level of independence from the specific hardware platform, languages, developers skill level, and the organizations line of business.
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The use of Function Point Analysis is accepted internationally. There is also a users group, International Function Point Users Group (IFPUG), which has established standards to help encourage consistency in counting function points.
Disadvantages for using this estimating approach include:

This approach does not accurately estimate systems that are largely algorithmic such as military systems, space systems, robotics, process control, and middleware. Function Points can be complicated to administer. Formal training is needed before you can consistently count, and therefore track, function points. The use of function points is not widely accepted within IT Services. As a result, we have not gathered any estimating guidelines or metrics for function point estimating. Since the concept of Function Point Analysis was developed with older technologies and development approaches, it is not certain how well this concept applies to newer technologies and development approaches such as object-oriented development. However, variations of Function Point Analysis are being developed to address the newer technologies and development approaches.
Feature Points
This estimating technique is an extension to the function point analysis technique. It involves adding a number of algorithms with an average complexity weight and changing the function point weighting in other areas. For typical management information systems, there is little difference in the results between Function Points and Feature Points, both techniques result in nearly the same number of points. For real-time or highly algorithmic systems, however, the results can be significantly different between these two techniques. The Function Point count for such systems totals only 60 to 80 percent of the Feature Point count. Note: Before using this estimating technique, you should read one of the published books on this subject.
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Technique Comparison
The following table highlights the strengths and weaknesses of these estimating techniques: Estimation Technique Comparative Strengths Estimate can be very accurate if a suitable analogy can be identified.
Weaknesses Historical data repository required. Often difficult to find comparable projects. Must be verified by another method. High risk; may not be repeatable by anyone other than the expert. Single data point. Requires previous personal experience or experience-based guideline metrics for proportionality factors. Can magnify estimating errors made in other areas. Magnifies size errors if widget effort estimates are incorrect. Assumes effort to develop system is proportional to number of widgets, even though system is not necessarily made up purely of widgets. Does not accurately estimate systems that are largely algorithmic such as military systems, space systems, robotics, and process control. Does not have overall acceptance within IT Services. Can be complicated to administer. Requires formal training.
Expert Judgment
Estimate can be extremely accurate. Identifies areas where requirements clarification is needed. Identifies requirements tradeoffs.

Proportional
Effective when estimated value really does depend proportionally on another factor (e.g., software management, quality assurance, configuration management).
Widget Counting
Effective for systems that can be characterized by widgets
Function Point Analysis
Feature Point
Well suited for standard Management Information System projects with little internal processing complexity, especially those using 4GL, report writer, or CASE tool environments. Project viewed from user, not developer, perspective (e.g., user functions rather than programs, files). Estimates can be developed from knowledge of requirements without a detailed design solution being known. Provides independence from hardware platform, languages, developers skill at code efficiency, business of organization. Consistency encouraged through established international standards for function point counting. Same strengths as Function Point Analysis, with added benefit of accounting for algorithms and internal processing complexity.
Does not yet have overall acceptance. Can be complicated to administer. Requires formal training.
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Estimating Technique Comparison

The following diagram illustrates the recommended estimating techniques for the various ASPIRE project phases, specialty areas, and management and coordination activities.
Estimating Techniques
Comparative Proportional Expert Judgement Widget Counting Function Point Analysis Feature Point Analysis
Specialty Areas Project Phases Mgmt and Coord.
Vision & Stategy, & ETP Business Area Architecture Development Integration Deployment Development Organizational Change Technical Infrastructure Facilities Infrastructue Year 2000 Development Coordination Project Management Program Management
Not Recommended
Recommended
Optional/ Sanity Check
Managing Multiple Estimates

The following techniques can be used to manage multiple estimates. This can occur when you have used different techniques to estimate a project or component; you have various degrees of confidence, or when you have multiple estimators.
Wideband Delphi Technique

When several estimators are estimating the same project or component, the Wideband Delphi technique is useful to enforce convergence of the different estimates. The basic goal of this technique is to achieve a more accurate and reliable composite estimate, thereby reducing the impact of individual biases, misunderstandings, and incomplete knowledge. This technique consists of the following steps: 1. 2. 3. The lead estimator presents the same specification to each expert. The lead estimator calls a group meeting in which the experts discuss estimation issues. The experts independently develop estimates and give them to the coordinator.
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4. 5. 6. The lead estimator analyzes the estimates and distributes a summary containing the estimates with their medians, but excluding rationale. The lead estimator calls a group meeting to discuss estimates, focusing on where estimates vary widely. Experts review estimates, and steps 46 are repeated until a consensus is reached.
Weighted or Average Estimate

The technique uses the following formula to derive an average estimate. In general, this formula will result in an estimate very close to the realistic estimate. EV = (1{O} + 4{R} + 1{P}) / 6 where: EV = Estimate Value O = Optimistic Estimate R = Realistic Estimate P = Pessimistic Estimate Note: The definition of optimistic, realistic, and pessimistic is up to the individual(s) developing the estimate. Typically, your optimistic estimate will be your aggressive estimate, your realistic estimate will be what you feel is the most likely estimate, and your pessimistic estimate will be your conservative estimate.
Commercially Available Estimating Tools

There are a number of automated estimating tools available to support estimating efforts. In most of these tools, an algorithm is applied to the basic measure of size to produce an estimate of effort (e.g., number of required personnel resources). Although these tools have generally been calibrated using a wide range of historical project data at other companies within the industry, they have not been calibrated against IT Services projects so you need to apply some judgment when using these tools.
CHECKPOINT/KnowledgePLAN Overview
CHECKPOINT, from Software Productivity Research Inc., is a knowledge-based software management tool that can analyze, evaluate, and store data about your development projects. CHECKPOINT integrates sizing, planning, scheduling, estimating, quality estimating, measurement, risk analysis, value analysis, and technology assessment. It offers the capability to: Predict source code size. Estimate the cost of developing systems as well as the cost of developing specifications and user documentation. Estimate projects using a knowledge-base of over 4,700 software projects. Measure all aspects of a software project at a user-defined level of granularity. Assess a wide range of software attributes against industry standards for cost, quality, schedules, and productivity. Aggregate data across selected projects. Perform side-by-side comparisons of project versions, different projects, or a project against other established benchmarks. Perform what-if analysis for a variety of variables including CASE tools, languages, skills, and methodologies.
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Estimating Templates
There are a variety of estimating templates or spreadsheets being used throughout the organization to assist with our project estimating efforts. Following is a high-level summary of the templates that the Estimating and Metrics team have obtained, created, or modified. The actual spreadsheets have been attached as separate files. Detailed instructions for using these spreadsheets are located in the appendix.
General Purpose Templates

Staff and Duration Estimating Template
This template provides a simple spreadsheet to compute the total hours and cost based on the anticipated level of staffing and length of the project. The template allows you to define a project role, identify how many individuals will fill this role (fractional values are valid), and specify the duration and hourly billing rate for this role. The spreadsheet calculates the total hours and cost for each role, provides grand totals for staff count, hours, and cost, and computes an average billing rate. The template also allows you to specify a duration to hour conversion factor so that the total hours and cost are calculated on a per hour basis. For example, if you are counting weeks in your duration, you can specify that there are 40 hours per week. The estimating templates, contained in the file attachments, provide two staff and duration estimating templates. One template allows for a single resource group, such as the project team; the other template allows for two resource groups, such as IT Services and the client staff.
Travel Expenses Template

This template provides you with two options for estimating traveling expenses. The first option allows you to estimate these expenses as an average for the entire team. The second option allows you to specify estimated travel expenses on an individual by individual basis.
Requirements/BAA Proportional Estimate Projection Template

This template allows you to do a simple projection of the remainder of a project based on the actuals from the Requirements/BAA phase. It is based on the assumption that a Requirements/BAA accounts for 7% to 10% of the total project effort. You simply enter the actual hours from the Requirements/BAA and the spreadsheet projects the remaining project effort based on 7%, 8.5%, and 10% scenarios. You can modify these factors or add additional scenarios. The template assumes a custom (ICD) development approach.
ASPIRE Phase Templates Vision and Strategy

The Estimating and Metrics team currently does not have any templates specific to this ASPIRE phase. The generic Staff and Duration template could be used for this type of an engagement.
Business Area Architecture

The Estimating and Metrics team currently does not have any templates specific to this ASPIRE phase. The generic Staff and Duration template could be used for this type of an engagement.
Development
A number of estimating templates have been collected that support the Development phase of ASPIRE. Please refer to the Development estimating templates for a complete list.
Integration
Specific estimating templates have not been developed for this phase. The various Development estimating templates generally use a proportional estimating factor for this phase. The general Staff and Duration estimating template can also be applied to this phase.
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Estimating Technique Guide Deployment

Specific estimating templates have not been developed for this phase. The various Development estimating templates generally use a proportional estimating factor for this phase. The general Staff and Duration estimating template can also be applied to this phase.
Specialty Area Templates Development

Package-Based Development (PBD) Estimating Template
Two estimating templates are provided; one supports a single package-based application, the second supports multiple applications. Each template allows you to identify the key activities and work products for each of the package-based sub-phases. For each activity or work product, you can specify the number of units, the estimated effort for each unit, the number of staff working on each activity or work product, and any estimating assumptions or comments. The spreadsheet will compute the total estimated effort for each activity and provide totals by sub-phase. These totals are linked to a summary worksheet that provides a high-level overview of your estimates. You can also apply a proportional level of effort for the integration and deployment phases. The project management and coordination phases can be estimated based on a staff and duration template, included in the spreadsheet, or by using a proportional level of effort.
Matrix-Based Iterative Custom Development (ICD) Estimating Template

This estimating template allows you to build a bottom-up estimate based on the number of widgets being developed. These widgets can include items such as menus, reports, windows, servers, interfaces, conversions, and common objects. As you define each of these widgets, you can rate the complexity of each on a scale from 1 to 10. The detail matrix worksheet references additional look-up tables that contain the appropriate estimate based on the type of widget and its complexity. The spreadsheet accumulates totals for each type of widget and links these totals to a summary worksheet to provide a high-level summary of your estimates. You can also apply a proportional level of effort for the business system design, application development completion, integration and deployment phases. The project management and coordination phases can be estimated based on a staff and duration template, included in the spreadsheet, or by using a proportional level of effort. Two estimating templates are provided; one supports a single iterative custom-developed application, the second supports multiple applications.
Accelerated Application Development (XAD) Estimating Template

Two estimating templates are provided; one supports a single XAD application, the second supports multiple applications. Each template allows you to identify the key activities and work products for each of the XAD sub-phases. For each activity or work product, you can specify the number of units, the estimated effort for each unit, the number of staff working on each activity or work product, and any estimating assumptions or comments. The spreadsheet will compute the total estimated effort for each activity and provide totals by sub-phase. These totals are linked to a summary worksheet that provides a high-level overview of your estimates. You can also apply a proportional level of effort for the integration and deployment phases. The project management and coordination phases can be estimated based on a staff and duration template, included in the spreadsheet, or by using a proportional level of effort.
Organizational Change
Communication Event Estimating Template
This estimating template assists in estimating the effort to design and deliver communication events using the calculations described in the Organizational Change estimating guidelines; these guidelines are provided later in this document. Two estimating options are included in this template.
Stakeholder Group Estimating Template

This estimating template assists in estimating the number of stakeholder groups based on either the project teams size or the overall size of the client. This template uses the calculations described in the
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Organizational Change estimating guidelines; these guidelines are provided later in this document. To estimate the number of stakeholder groups based on the project team size, simply enter the size of the project team in full-time equivalents. To estimate the number of stakeholder groups based on the overall client size, you need to select the appropriate client size and percentage of organizational impact from the respective tables.
Technical Infrastructure
Specific estimating templates have not been developed for this specialty area.
Facilities Infrastructure
Specific estimating templates have not been developed for this specialty area except for Critical Computer Resources.
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ASPIRE Methodology Comparison The following diagram illustrates how the various estimating templates support the ASPIRE project phases, specialty areas, and management and coordination activities.
ASPIRE Phases, Specialty Areas, and Management and Coordination Activities
Organizational Change Technical Infrastructure
Facilities Infrastructure
Development
Staff and Duration Travel Expenses
Estimating Templates:
Requirements/Proportional Package Based Dev Iterative Custom Dev Accelerated Application Dev Ballpark Estimating Proportional Percentage ... TBD ...
Vision and Strategy
Recommended
Optional / Sanity Check
Not Recommended
Estimating Guidelines
Project-Wide Guidelines
The following estimating guidelines can be applied across all phases of a project. Refer to the Estimating Process Guide for additional guidelines. Use at least two, and preferably three, estimating approaches or techniques when estimating your project. Using multiple approaches will help ensure a higher level of confidence in the final estimates. Your estimate should include at least one top-down and one bottom-up approach. On larger scale estimating efforts, you will often need to make assumptions to fill the gaps in the information needed to create the estimate. Be sure to document any assumptions, constraints, or risks that you identify during this process in the Estimating Notebook. These items must also be incorporated into the projects Statement of Work. To estimate effectively, you need to understand the scope, requirements, and the approach. These should be documented in your Statement of Work. You will also need to identify any of the surrounding activities or components. For example, if you are trying to estimate an Enterprise Transformation Plan, you should take into account the effort to produce the final deliverables as well as the workshops, interviews, travel, project management time, and delivery assurance. (Note: In most cases you will be developing the Statement of Work at the same time you are developing your estimates. There will be cases where your estimating process requires that you update your Statement of Work and visaversa. Although these are often done concurrently, an initial draft of your Statement of Work, especially the scope and approach sections, will be a valuable source of input for your estimating process.)
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Development Coordination
Business Architecture
Project Management
Deployment
Program Management
Integration
Process Initiative
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Breakdown the project deliverables and work products into more manageable pieces by creating a work breakdown structure (WBS) that contains all of the components of the proposed solution. Base your estimates on some quantifiable unit of measure. Examples include the number of workshops being conducted, number of windows being developed, number of packages being evaluated, and the number of staff over some fixed duration of time. Document these quantifiable units of measure in the Statement of Work and Estimating Notebook. Include the effort for conducting architecture, business function, design, and development reviews in your estimates. One rule of thumb is to allow for 4 FTEs for 5 days every quarter. When appropriate, evaluate and approve estimates from sub-contractors. Try to separate the pricing from the estimate. All too often we try to develop an estimate with a maximum price tag in mind and we let the price drive the estimate. Use the following guidelines when estimating for project expectations and reviews: For each project expectation: hour to write, and hour for both individuals (manager and project team member) to review and discuss. For each project evaluation: 1 hour to write and 1 hour for both individuals to review and discuss. Allow for 1 project evaluation for each team member every four months.
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Estimating Technique Guide ASPIRE Phase Guidelines Vision and Strategy (ETP)
General Information Several interviews with project teams indicate that the "soft deliverables" associated with an ETP allow a fair amount of flexibility in the duration of the study. Client expectations must be carefully managed as to the level of detail that will be provided as a result of the study. If expectations are not properly managed, significant cost overruns and loss of credibility are likely, even for a relatively small project such as an ETP. Another critical success factor is the staffing. A good client relationship person is key, as well as one or two solid Business Analysts and a good Technical Architect who can take a pragmatic approach and make fact-based recommendations. Estimating Techniques, Tools, and Templates Recommended estimating techniques include comparative and expert judgment. You can also use a proportional or widget counting technique to get an alternative estimate. None of the estimating tools that we have used address this phase of a project. The only estimating template that we currently have available for an ETP is the general staff and duration estimating template. Estimating Rules of Thumb (Note: The following estimating rules of thumb have been collected from a variety of sources including an Estimating Workshop that was conducted in April, 1996, prior experiences, and from our various field visits. Not all of these have been confirmed or validated.) Following are some rules of thumb that have been used on prior projects.

It takes four people approximately six weeks to complete an ETP study. Plan on one to two days per page for preparing the final documentation. The total cost for an ETP seems to be in the $50,000 to $350,000 range. Assuming a $200/hr billing rate this would translate to 250 to 1,750 hours.
Cautions Following is a list of potential gotchas that could impact your ETP estimates. Review these and adjust your estimates, assumptions, or risk factors accordingly.
At the outset of the project, client expectations must be carefully managed as to the level of detail that will be provided as a result of the study. If expectations are not properly managed, significant cost overruns and loss of credibility are likely, even for a relatively small project such as an ETP. The primary deliverable is a prioritized listing of future steps to achieve the Vision set by the study. The time to develop this plan is often underestimated. The answer usually does not "fall out" from the work done during the study. Manage client expectations on the length of the document to be presented and the depth to which it will extend. Will we estimate IT Services involvement or leave the numbers "generic"? Will dollars be associated with the estimates? Will the estimates be considered "IT Services bid" for the work? In the likely event that the plans for the future studies become budgeted numbers for the client, we must realize that IT Services will need to be prepared to do the work for those estimates. A plan that we cannot live with surely is one the client cannot live with.
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Estimating Technique Guide Business Area Architecture (Requirements/BAA)

General Information The following questions can assist you in sizing the Requirements/BAA effort, especially if you are going to use a bottom-up estimating approach.

How many user representatives will be involved with the Requirements/BAA effort? How many representatives will be providing requirements? How many interviews will you conduct? Include interviews at the executive level as well as firstlevel management. How many departments or locations will be involved? What is the clients overall organizational structure? For example is the clients organization largely regulatory, multinational, multidivisional, centralized, or decentralized? What is the scope baseline as defined by each of the six domains of change? What deliverables is the client expecting to be delivered? What is the expected level of detail for these deliverables? How many process threads will you be addressing? Is the client looking for a business process redesign or a business process improvement? How many conceptual data entities are expected to be involved? How many workshops are you expecting to conduct? How many individuals will be attending these workshops? What are the time box assumptions for each workshop? How many best practice interviews are you expecting to conduct? How many legacy systems are involved? Will customer, supplier, or competitor surveys be conducted? And if so, how many customers, suppliers, or competitors will be targeted? Do we have already identified an industry or business best practice for this type of client? Will there be a final presentation? Who will do the final sign-off; I/S or the business users? How many individuals will be reviewing or approving deliverables? Will you need to create a business case for action? Will the client be using a value discipline? Has this already been established? How many alternative architectures is the client expecting?
Estimating Techniques, Tools, and Templates Recommended estimating techniques include comparative and expert judgment. You can also use a proportional or widget counting technique to get an alternative estimate. Possible estimating tools include Ballpark, QSM Slim, and Proportional Percentage. The only estimating template we currently have available for a Requirements//BAA is the general staff and duration estimating template. Estimating Rules of Thumb (Note: The following estimating rules of thumb have been collected from a variety of sources including an Estimating Workshop that was conducted in April, 1996, prior experiences, and from our various field visits. Not all of these have been confirmed or validated.) Following are some rules of thumb that have been used on prior projects. Since the scope and depth of the final deliverable for a Requirements/BAA can vary significantly from project to project; you will need to adjust your estimates based your specific project. The following staff size/ project duration have been used on prior Requirements/BAA efforts: Six people for five months
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Four people for two months (Decision Support System; focused on data not processes) Six people for three and a half months. The Requirements/BAA was for a small division and included all the processes for this division. Three people for three months. Data modeling metrics: Four hours per entity using workshops. These hours are for the data modeler only. Workshops seemed to be the most efficient method. Cautions Following is a list of potential gotchas that could impact your Requirements/BAA estimates. Review these and adjust your estimates, assumptions, or risk factors accordingly. The Requirements/BAA effort generally involves intense senior business level participation. Your estimate and schedule should reflect this effort. The overall client culture could increase the time and effort to resolve issues. During the Requirements/BAA phase, there tends to be more committee decision making versus individual decision making. This will increase time frames. When possible, resist the need for producing downstream estimates for BSD and Development until the Requirements/BAA has been completed, or nearly completed. Accurate estimates are very difficult to produce during the early phases of a project. Changes in scope during the Requirements/BAA will impact later phases of the project. Following are some general metrics regarding the impacts on subsequent project phases. When applicable, be sure to include the potential estimate adjustment for later phases as well. This will help the client in understanding the full impact of the change request; reducing the potential sticker shock of subsequent phases. Req /BAA: BSD: ADP: INT: Scope changes are generally 1 to 1. Changes in the Requirements/BAA could result in changes 2 to 3 times as much during the BSD phase. Changes in the Requirements/BAA could result in changes that are 4 to 5 times as much during program construction. Changes in the Requirements/BAA could result in changes that are up to 10 times as much during integration testing.
Note: If you have already provided estimates for subsequent phases, knowing the estimating drivers that were used for these later phases will also help you to identify the overall impact of the scope changes.
Development
Refer to the Development estimating guidelines for each of the specific Development paths.
Integration
Specific estimating guidelines have not been developed for this phase at this time. During our field support visits, we generally used a proportional factor for this phase. Other estimating options include using a staff and duration model or basing the estimates on the number of test scenarios that need to be executed.
Deployment
Specific estimating guidelines have not been developed for this phase at this time. During our field support visits, we generally used a proportional factor for this phase. Other estimating options include using a staff and duration model or basing the estimates on the number of deployment sites.
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Estimating Technique Guide Specialty Areas Development Package Based Development (PBD)
General Information The following estimating guidelines apply to the entire PBD specialty area. More specific estimating guidelines have also been included for the Package Evaluation and Selection (PES) sub-phase. The following questions can help you to size your overall PBD effort. Have a clear definition of an enhancement, a configuration, and a modification. An enhancement involves making a fix using the tools provided by the vendor. A configuration involves setting a software parameter as intended. A modification is a change to the core software code. As a general rule, Do Not Make Modifications! Does the package include any modules that are provided by ancillary vendors? Will the project include a Requirements/BAA? What is the extent will the business processes change; is the client expecting a process improvement or a reengineering of its business processes? Is a Technical Infrastructure included? Will the project include PSD through implementation? Does the project scope include any production support? Any Training? What is the messaging infrastructure (mainframe component)? Does the project scope include data mapping? Does the project scope include Organizational change for IS or the business community? Does the project scope include a gap analysis? What percentage of change is the client expecting? Will the project team have direct or intermediary contact with the users and decision makers? How involved will the user community be? Will IT Services have overall project control or will we be shadow-managing? Does the project scope include a pilot? Does it include a roll-out? What other tools (IT or project management) will be required for this project? How much experience does the client have with the proposed platform? How sophisticated is the client with this platform? Additional support, policies, and procedures may be required. How will the application or data be distributed across locations? Will the application or data be distributed over time? Who (IT Services or client) will be responsible for managing the software vendor? Estimating Techniques, Tools, and Templates Estimating techniques that apply to a PBD effort include comparative, expert judgment, and widget counting. All of the estimating tools discussed in the prior section provide some level of support for a package-based development approach. CA-Estimacs contains a packaged-based lifecycle model; however, we have had minimal success with using CA-Estimacs to estimate this type of a project. Checkpoint applies mainly to any proposed enhancements and is not recommended for a package-based development effort. We have developed a package-based estimating template that can support a single or multiple applications.
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Estimating Rules of Thumb (Note: The following estimating rules of thumb have been collected from a variety of sources including an Estimating Workshop that was conducted in April, 1996, prior experiences, and from our various field visits. Not all of these have been confirmed or validated.) Following are some suggested rules of thumb that you can use when deriving your estimate. You will need to adjust your estimates based on your specific project. SAP Implementation: A general rule of thumb is $1 million for an SAP implementation. A SAP R3 implementation can be 10 times or more higher than the retail software price. Although the minimum timeframe for an SAP implementation can be a short as 6 months; 12 18 months is a more realistic minimum timeframe. An SAP implementation is often 2 times longer than an Oracle implementation. Oracle Implementation: A typical Oracle implementation costs approximately $10 million. An Oracle 2 implementation can be 3 times or more higher than the retail software price. Although the minimum timeframe for an Oracle implementation can be as short as 6 - 8 months, the average minimum timeframe for a generic implementation is 9 - 12 months. Cautions Following is a list of potential gotchas that could impact your PBD estimates. Review these and adjust your estimates, assumptions, or risk factors accordingly. General: We typically under-estimate the development, conversion, and interface efforts. Clients often fail to provide full-time business resources. Best of breed solutions often require multiple vendors. Multiple database and application software vendors add to the overall risk and complexity. We often underestimate vendor and subcontractor efforts. Earlier software versions are generally prone to bugs and poor software performance. For SAP, Oracle, and PowerSoft: Inflate server requirements 4 times the vendor statements. Software vendors are generally unwilling to modify their software. SAP: SAP does not have a distributed data architecture; however, you can usually distribute module specific information. Oracle: Oracle may not be considered true client server; if it does not have a distributed data architecture. EDI capabilities are non-existent within the Oracle suite of applications. A minimum client PC requirement is a Pentium processor with 24 meg of memory, and a 1.2 gig hard drive.
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Estimating Technique Guide Package Evaluation and Selection (PES) Sub-Phase

General Information Understanding the scope of the PES is a critical factor when deriving your estimate. Following is a list of scope questions that should be considered. These items should be addressed in the projects Statement of Work. Has a vision and strategy (ETP) been conducted? If so, to what extent? If not, will part of the PES need to address the vision and strategy? Does PES also include the relevant activities of the Requirements/BAA or is this being estimated separately? Will the PES selection process result in vendors submitting a response to either a Request For Proposal (RFP) or a Request For Solution (RFS)? An RFS will involve more effort. Is contract negotiation part of the project scope? Does the project scope include the Technical Infrastructure Acquisition (TIA)? If so, you may need to estimate all of the related equipment costs. Will IT Services be managing the project or only assisting the client in managing this effort? What will be the clients involvement in the PES? What is the clients experience level with PES? What is the scope of the end package; for example, will it be used solely for AR or will it also be used for order management? Is the client looking for an integrated packaged solution or is the client looking for a best of breed solution? What are the clients budget thresholds? What are the business drivers behind this initiative? How many packages are you planning on evaluating? What is your evaluation approach for the top packages? What is the clients timeframe for choosing and installing the packaged solution? What is the acceptance process? What is the acceptance criteria? These should be identified in the projects Statement of Work. Does the client have a current or prior relationship with potential vendors? Are there any political issues that you need to be aware of? How many functions or process threads is the new package going to address? How does this compare to the current system? Does the client have a list of requirements? Are there any unique functions specific to the clients industry or the clients company? Is the client considering being an industry center of excellence? How many interfaces are you anticipating? Are there multiple systems or platforms? Will the packaged solution be an enterprise-wide solution? What is the clients guiding principle towards business process change; are they willing to change their business process for the package or visa versa. What is the I/S strategy for or their view towards the package or the packages architecture? Is the packages architecture in alignment with current I/S strategy? Will it be accepted by the I/S organization? Have the equipment, platform, or technical requirements been identified?
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Estimating Techniques, Tools, and Templates The same techniques, tools, and templates identified for a package-based development effort also apply to the PES sub-phase. Estimating Rules of Thumb (Note: The following estimating rules of thumb have been collected from a variety of sources including an Estimating Workshop that was conducted in April, 1996, prior experiences, and from our various field visits. Not all of these have been confirmed or validated.) Following are some rules of thumb that you can use when deriving your estimate. You will need to adjust your estimates based on your specific project. The minimum cost for a PES is $100K. The minimum duration of 3 months elapsed time is needed to accommodate scheduling issues. A PES project should be staffed with one person per functional area such as financial, distribution, manufacturing, technical, and project management. The staff should be experienced. Each major module will cost $25k or higher. A major module is defined as a major functional subsystem. For example, ERP/ MRPII has 15 major modules: General Ledger, Accounts Payable, Accounts Receivable, Order Entry, Purchasing, Inventory, Payroll, Human Resources, Bill of Material, Shop Floor Control, WIP, Master Scheduling, MRP, MPS, and Standard Costing. When estimating the selection process, allow for 20 days or more for each major module. This time does not include the SDL. Cautions Following is a list of potential gotchas that could impact your PES estimates. Review these and adjust your estimates, assumptions, or risk factors accordingly. Interfaces with other systems or packages. Confusion or misinterpretation of the clients definition of specified business processes. You should try to compare their definition with an APICS reference, AICPA, Hackett Group, or HRSP. Multi-lingual, multinational, and multicultural capabilities or requirements. When selecting the final package, avoid a weighted point system as the ultimate decision maker. Ensure that there is a real business value. Be sure to validate a vendors integrity through references. Level of organizational change required versus planned. Clients expectations of IT Services developing a vendor short list. Consider the vendors location, accessibility, and logistics for distributing and receiving RFP or RFS responses. Vendor meetings with the client.
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Estimating Technique Guide Iterative Custom Development (ICD)

General Information Estimating Techniques, Tools, and Templates All of the estimating techniques and tools discussed in prior sections provide some level of support for an iterative custom development effort. The matrix based ICD estimating template is also an effective tool for this type of project. Estimating Rules of Thumb (Note: The following estimating rules of thumb have been collected from a variety of sources including an Estimating Workshop that was conducted in April, 1996, prior experiences, and from our various field visits. Not all of these have been confirmed or validated.) Following are some rules of thumb that you can use when deriving your ICD estimate. You should adjust your estimates based on your specific project. Following are some general metrics for additional support staff. These individuals are in addition to a full-time project manager, system architect, DBA, application architect, and test coordinator. Team Leaders: When a team lead is monitoring 3 or less developers; 50% of this individuals time can be allocated for team leader activities and the other 50% to development activities. If the team leader is monitoring up to 6 developers, then 100% of the individuals time needs to be allocated to team leader activities. Note: If you are using Widget Counting to estimate the development effort, the team leader activities are additional hours. Additional Managers: Consider adding one additional FTE for every 15 -16 team members. Technical Support: Consider adding one additional FTE for every 3 - 4 boxes, servers, networks, or databases. Following are some general metrics for interfaces. These hours include technical design, programming, and unit testing of one program: Simple (Extract and Post): Medium: Complex (multiple systems or conversions): 80 hours 160 hours 240 hours
Following are some general PowerBuilder/ PowerTools metrics. These hours are for coding and unit testing 2-tier applications; you will need to adjust these for more complex 3-tier applications. These estimates are based on an existing, approved prototype. For estimates in excess of 88 hours, try to breakdown into simpler tasks in order to accurately estimate the progress of this task. Simple: Medium: Complex: 24 - 32 hours 40 - 48 hours 80 - 88+ hours
Note: Simple Window: Contains 1-2 simple objects such as a drop down data window or single line edits. There can be a simple query done in this window that does a select from a single table. Many of the data maintenance windows fall into this category.
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Medium Window: Contains several simple data objects or 1-2 complex data windows that have SQL selects with multiple table joins, simple updates or deletes from the database. Complex Window: Contains 3 - 6 data windows with multiple objects on the window. Complex data queries, updates, inserts and deletes across multiple data tables. Performance considerations are critical in this window and extra effort should be taken to make sure that this window is as efficient as possible. Following are some general ANSI C coding and unit testing metrics. Note: The hour estimates for the complex functions are in excess of 80 hours. If these are greater than 120 hours, you need to break these down into simpler tasks, such as sub-functions within the main business process. Simple: Medium: Complex: Note: Simple Function: Does not contain a lot of complex computation or data manipulation . There can be a simple query done in this function that does a select from a single table. Medium Function: A more complex function that has data manipulation, multiple table (2-4) joins in the SQL, and has cursor management within the function. Complex Function: Contains data manipulation, multiple table (4 or more) joins in the SQL, and has multiple cursor management within the function, dynamic memory allocation for structures in support of complex data manipulation. A complex C function can also contain complex queries, inserts, updates and deletes from the database. Following are some general metrics for stored procedures. Note: These estimates were based on Oracle stored procedures. The project teams System Architect needs to be familiar with the stored procedure functionality and know when is it beneficial to use a stored procedure versus a C function or visa versa. These hours are for design, code, and unit testing. Simple: Medium: Complex: 10 hours 20 hours 40+ hours 40 hours 80 hours 80 - 120+ hours
Note: Simple Procedure: Contains a single simple query. Does not contain any logic. Medium Procedure: Contains 1-2 transactions, simple logic within the stored procedure, simple cursor manipulation, simple exception handling. Complex Procedure: Contains complex program logic, complex data manipulation, multiple table (4 or more) joins in the logic, and has multiple cursor management with in the stored procedure. This stored procedure can have multiple transactions processing within the procedure, complex queries, inserts, updates and deletes from the database, and complex exception handling.
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Following are some general metrics for creating a database. Note: Estimates are based on creating a physical build with a first cut at optimization, average database size, single database and location with primary indices. Estimates do not include performance turning. The average is approximately 3 hours per table. Simple (less than 25 tables): Medium (less than 70 tables): Complex (greater than 70 tables): 80 hours 160 hours 240 hours
The following metrics can be used to determine the effort for creating a logical data model: Four attributes per hour Five relationships per hour One entity per hour Following are some general conversion metrics. These estimates include the design, code, and unit testing for each conversion program. The actual conversion effort is not included. Simple: Simple-Medium: Medium: Medium-Complex: Complex: 120 hours 160 hours 200 hours 280 hours 400 hours
Note: Simple Conversion: A simple extract and post program. Expect that less than 10% of the conversion programs to be classified in this category. Simple-Medium Conversion: Expect approximately 10% of the conversion programs to be classified in the category. Medium Conversion: Expect to have approximately 10 - 20% of the conversion programs to be classified in this category. Medium-Complex Conversion: Expect to have approximately 20 - 50% of the conversion programs to be classified in this category. Complex Conversion: Expect to have over 50% of the conversion programs to be classified in this category. Following are some guidelines for developing Oracle Forms. These following estimates are for Forms 4.0 and they assume that the form has been generated through Designer/2000. (If the form was created manually, and additional 12 to 20 hours should be added to the estimates depending on the number of blocks, fields, canvases, and list values contained in the window.) Simple: Medium: Complex: Very Complex: 24 hours 40 hours 64 hours 104 hours
Note: It is not certain whether these estimates only include just the development of these forms or whether these estimates include development and unit testing. Simple: A simple form is one that contains only one block and requires few edits or validations.
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Medium: A medium form is one that contains two or three blocks and a moderate amount of additional processing logic. Complex: A complex form is one that contains two or more blocks and requires a substantial amount of additional processing logic. Very Complex: A very complex form is similar to a complex form, except that the additional processing logic itself is complex. Following are some guidelines for developing Oracle Reports. Simple: Medium: Complex: Very Complex: 8 hours 16 hours 32 hours 48 hours
Note: It is not certain whether these estimates only include just the development of these reports or whether these estimates include development and unit testing. Simple: A simple report is one that contains only one query and requires little formatting. Medium: A medium report is one that contains two or three queries and a moderate amount of formatting. Complex: A complex report is one that contains two or more queries and requires a substantial amount of formatting. Very Complex: A very complex report is one that contains two or more queries and requires a significant amount of formatting. Following are some guidelines for developing Oracle Zooms. The following estimates cover any custom zooms written to allow users to jump from one application form to another with the possibility of performing some processing once the user arrives at the new application form. (This is similar in concept to a hot key.) Note: Zooms are commonly used with Oracles character-based version. They are not commonly used (might not be supported) in their GUI version. Simple: Medium: Complex: Very Complex: 16 hours 32 hours 56 hours 80+ hours
Note: It is not certain whether these estimates only include just the development of these zooms or whether these estimates include development and unit testing. Simple: A simple zoom is one that only has one zoom event and few zoom steps and has little or no effect on the zoom-to location. Medium: A medium zoom is one that may have only one zoom event but several soom steps or have some effect on the zoom-to location. Complex: A complex zoom is one that has several zoom events each with several zoom steps that perform some function in the zoom-to location. (For example, copy data from source to destination, execute an automatic query at the destination, or update data either the source or destination location.) Very Complex: A very complex zoom is one where significant actions take place at both the source and destination locations using combinations of queries and triggers in multiple steps in each event. Following are some guidelines for developing Oracle Alerts.
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Simple: Medium: Complex: Very Complex: 8 hours 16 hours 32 hours 48 hours
Note: It is not certain whether these estimates only include just the development of these alerts or whether these estimates include development and unit testing. Simple: A simple alert is one that incorporates simple SQL code to respond to well defined events or to perform very routine actions such as cleaning obsolete data out of a table. report is one that contains only one query and requires little formatting. Medium: A medium alert is one that incorporates more detailed actions in response to events and contain more complex SQL. Complex: A complex alert is one that might require several elegantly formatted detailed and summary actions in response to an event. Very Complex: A very complex alert is one that requires interaction with the operating system in conjunction with detailed actions. Estimate 40 hours of effort to develop one hour for hands-on (classroom-type) training with labs. Estimate 8 hours of effort to develop one page (8.5 x 11) of user documentation. Following are some generic custom development metrics. There numbers were based on a small sampling of projects and should be adjusted based on the knowledge of the specific project environment. The metrics assume that the development is client/ server using C++ or Visual Basic. They do not account for 4GL tools, prototyping, database activities, performance engineering, team leadership, or other support activities. The total hours cover design, code, unit test, and limited application/ integration testing. Simple Design Code Test Total: Note: These numbers seem to be on the low side when compared to other metrics provided above. Also it is uncertain at this time whether unit testing is covered in the coding or testing phase.
Medium 17 40 8 65
Complex 34 80 16 130
10 24 4 38
For completing a program, the following percentages can be used to break-down an estimate: Review Specification: Code Program: Compile Program: Code Review: Create Test Plan: Review Test Plan: Unit Test Program: Obtain Program Sign-off: 5% 15% 15% 5% 15% 5% 35% 5%
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Following is a proportional percentage by project phase: Requirements /BAA: BSD: Construction: Testing/ Pilot: 10% 20% 40% 30%
Notes: Construction includes unit testing. Testing and Pilot includes: String and Integration Testing: 40% of effort User Acceptance Testing: 40% of effort Performance Testing: 20% of effort As a reasonable sanity check for these phases, calculate the effort based on the anticipated staff count and duration. (Calculate each phase separately.) Cautions Following is a list of potential gotchas that could impact your ICD estimates. Review these and adjust your estimates, assumptions, or risk factors accordingly. Being forced to estimate the entire project up-front. Try to avoid estimating forward from the Requirements/BAA, especially if the Requirements/BAA has not been completed. 3-Tier environments add an additional layer of complexity. Adjust your estimates accordingly. The DBA staff being expected to build all stored procedures. Instead, allow the Application staff to build the procedures and have the DBA staff review them. It is essential to have a frozen architecture before you begin development. Failure to include time for all levels of testing; especially system and performance testing. Failure to distinguish between the various components of the application architecture: e.g. PowerBuilder, C, and stored procedures. Be sure to anticipate an lower level of utilization for client staff. Try to place these resources on non-critical paths. Remember to make allowances for computer operations. You will need them for critical items such as network support, backups, and DASD management. Allocate time for project manager, system architect (technical analyst), application architect (business analyst), test coordinator, and DBA roles. These individuals should be allocated for the entire ICD phase. Note: you can never bring in the test coordinator too soon. This individual will need time to understand the project-specific business requirements. System complexity can have a huge multiplier effect on your estimates. It is essential for the development staff to understand what done means before program development begins. One definition of done: A developer is done with a module when all coding has been completed, the code has been desk checked, the unit test plan has been completed and executed, all software documentation has been completed, and peer (or management) reviews of the code, test plan and results, and software documentation have been completed. Include time to account for miscellaneous development problem solving. These are generally unanticipated problems. Consider conducting regular meetings with key staff to look forward for unplanned tasks and potential workarounds. We occasionally forget to account for fixed support staff (architects, project managers, team leaders) when we adjust end dates due to schedule slips.
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Avoid being too aggressive with complexity ratings. We generally rate programs as easy when they really have a medium complexity. The time required to select a vendor, purchase hardware or software components, or implement hardware or software components can impact the project schedule. Try to allow for these potential schedule delays. A mix of application languages will impact the level of effort. Adjust your estimates accordingly. We typically under-estimate the number of interfaces, interface testing, legacy system modifications, and legacy system testing. We typically under-estimate conversions and the effort to cleanse the data. You may want to consider timeboxing manual data conversions. Data quality will be low and you could expect to have to cleanse 75% of the data. We typically under-estimate or forget to estimate the effort needed to create a physical data design and to physically place the data on the server. Be sure to identify and inventory interfaces and conversion programs. We should determine if legacy system retirement is within the scope of the project. New systems rarely map directly to the systems that they are replacing. The effort to completely retire a legacy system is much more than just developing a new one. Performance Testing: We typically under-estimate or forget to estimate stress and performance testing efforts. We also need to differentiate between benchmarking and performance testing. Need to have target performance levels from the client. The performance levels should focus on business functionality not screen or program response. Need to estimate the effort for selecting , purchasing, and training in the use of performance tools. Need to estimate the performance testing architecture and infrastructure. Hint: Simulate an realistic system loading during user acceptance testing. This will slow down performance during early user acceptance testing so the client does not develop unrealistic expectations for the systems final response time. Conduct pre-development walkthroughs to identify potential performance problems before the application is built.
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Estimating Technique Guide Accelerated Application Development (X/AD)

General Information The following guidelines are based on two X/AD client/server projects; they provide a high-level structure for composing a project plan. Both of these projects were 1 year in duration. The technology employed on these projects was PowerBuilder for the GUI development, C for the server development, a UNIX database server, and a 2-teir client/server design. Estimating Techniques, Tools, and Templates Estimating techniques that apply to an XAD effort include comparative, expert judgment, and widget counting. We have not tried to use any of the estimating tools, discussed in the prior section, for estimating an XAD engagement. We have developed two XAD estimating templates, one that supports a single application and one that supports multiple applications. Estimating Rules of Thumb BSD Estimating Guidelines: The goal of the BSD phase was to develop a proof of concept prototype of the application, design the business processes, define the logical database design, and to design the architecture of the application. The BSD was completed in 12 weeks. The phase was broken down as follows: Six weeks for business process design, prototype development, and data design. Six weeks for application architecture design, common object definition, database creation, development environment setup, and development estimating. The BSD phase was staffed with a Project Manager, Systems Architect, Team Leads, Data Modeler, and a DBA.
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Timebox Estimating Guidelines: The duration of each timebox was 5-6 weeks; four weeks for development and 1-2 weeks for testing and delivery to the users for acceptance testing. While the development for a timebox was underway, the users were completing acceptance testing for the previous timebox. The project team consisted of one or more team leads, each with 3-4 developers. A team lead is NOT responsible for any development. Their time is consumed by managing the developers, planning the next timebox, and assisting the users in acceptance testing. A project should assign as many development teams (1 team lead with 3-4 developers) as the project needs. There was also a full-time DBA, part-time logical data modeler, full-time project manager, full-time systems architect, and fulltime test coordinator. During the application architecture design in BSD, the number of timeboxes for applications development was defined. The application estimates were prepared using ICD estimating guidelines. Common objects and application frameworks were developed in the first timebox. Subsequent timeboxes contained the development work in a logical sequence based on the work to be done. Each timebox contained a mixture of simple and complex tasks based on the level of experience of the staff. Note: No developer should have a task that lasts more than two weeks. After the timeboxes for new development were defined, one additional timebox was added to the schedule. This timebox was used to complete user change requests, bug fixes, enhancements, and any schedule overruns. Integration Testing Estimating Guidelines: After completing all of the timeboxes, an integration testing phase was completed. This phase was used for performance tuning, final user acceptance, data conversion, user training, and business site preparation. (Note: If four or fewer timeboxes were used, the integration testing phase should be equal to two timeboxes (10-12 weeks). If more than four timeboxes were used, this phase should be equal to three timeboxes (15-18 weeks.) The project staff consisted of: Project Manager System Architect All the team leads Half of the development staff DBA Success Factors It is critical to have a test coordinator on staff as soon as possible so that he or she understands the business rules of the application. The user test plans should be business rule based, so that you are testing the application from the end users perspective and not the developers perspective. Having a prototype to show the user community the proof of concept and then get sign-off on the prototype, helps to better estimate the size of the project. The users are completing acceptance testing concurrent with development. They are testing the deliverable from the previous timebox. Having the data model defined ahead of development helped out greatly. This is not to say there wont be any changes to the data model along the way, but it avoids slowing down development while the data model is created.
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It is critical to have a System Architect during the design phases and then guide the development team to make sure the entire application works together. This person should review all developed software for consistency, adherence to standards, and usability. The System Architect should be on the project until the system is deployed.
Cautions None have been identified.
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Estimating Technique Guide Organizational Change

General Information The following estimating guidelines were collected during one of our field visits. You will need to adjust these to fit your specific project environment. Estimating Techniques, Tools, and Templates The current estimating techniques being used for estimating organizational change include comparative, expert judgment, proportional, and widget counting. None of the estimating tools, discussed in the prior section, appear to address organizational change activities. We have developed two estimating templates. One that can help estimate the effort to design and deliver communication events, and a second that can be used to estimate the number of stakeholder groups. Estimating Rules of Thumb (Note: The following estimating rules of thumb have been collected from a variety of sources including an Estimating Workshop that was conducted in April, 1996, prior experiences, and from our various field visits. Not all of these have been confirmed or validated.) The following guidelines are intended to provide a high-level idea of the amount of time required. You will need to adjust these estimates based on your project and team-related experience. Organizational Change as an overall level of effort: One person, 50% of time, for the duration of the project. Expect the Subject Matter Expert to spend most of his or her time during the phase transitions (beginning and end of each phase.) A minimum of 5% of the overall effort to a maximum of 40% of selected project phases. For a systems integration project, use a proportional estimate of 10% - 15% of the overall effort.
Communication Plans: The following formula can be used to estimate the effort to design and deliver communication events. The complexity of the engagement, the types of communication vehicles, the general readiness for change, and the length of the engagement are all factors that can influence this estimate. (# of stakeholder groups * # of project phases * # of hours per event * # of stages of acceptance) Notes: Estimating the number of stakeholder groups is discussed later in this section. Two guidelines have been given for estimating the hours per event. These guidelines include planning, designing, developing, approving, and deploying the communication event.
1. 2.
Two days to plan, design, approve, and execute an event. (This does not apply to a very sophisticated event such as a video component.)
An average of 4 to 20 hours per change enabling communication event. The number of stages of acceptance is 5. Another formula for estimating the amount of time required for change enabling communication follows. This formula guideline includes the time required ( in days) to plan, design, draft, and deploy the communication. (Effort = F * S * P * J) where: F = Complexity factor as calculated below S = Number of stakeholder groups P = Number of project phases (example, ETP and Requirements/BAA equals two phases) J = Judgment factor (use 5 for low-end, 10 for average, and 15 for high-end complexity)
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To compute the Complexity Factor (F), use the following table to categorize the degree of change, anticipated resistance, type of change and number of stakeholder groups. Multiply the factor for each category to determine the complexity factor. Degree of Change Anticipated Resistance Type of Change Number of Stakeholder Groups Minor 1.0 No Resistance 1.0 Anticipated Change 1.0 1 - 9 stakeholder groups 1.0 Moderate 1.2 Some Resistance 1.2 Tactical (business unit) 1.2 10 - 25 groups 1.2 Major 1.4 Much Resistance 1.4 Strategic (organization) 1.4 More than 25 groups 1.4
Example 1: Assume the change is minor, with some resistance anticipated, for a tactical change, and 7 stakeholder groups are involved -- the complexity factor (F) would be 1.0 x 1.2 x 1.2 x 1.0 = 1.44. Using this factor, we could estimate the effort during a Requirements/BAA to equal about 100 days. (Effort = F x S x P x J -- or -- 1.44 x 7 x 1 x 10 = 100) Example 2. Assume the change is major, with much resistance anticipated, for a strategic change, and 12 stakeholder groups have been identified -- the complexity factor (F) would be 1.4 x 1.4 x 1.4 x 1.2 = 3.95. Using this factor, we could estimate the effort during a Requirements/BAA to equal about 475 days. (Effort = F x S x P x J -- or -- 3.95 x 12 x 1 x 10 = 475) Stakeholder Groups: The following guidelines have been defined for estimating the number of stakeholder groups.

Minimum number of stakeholder groups for a small engagement is 4 (executive sponsors, project management, project team, and impacted business unit.) Minimum number of stakeholder groups for an enterprise-wide engagement is 6 (executive sponsors, project management, project team, extended project team, subject matter experts, and organization as a whole.) To calculate the lower boundary of the number of stakeholder groups: divide the number of fulltime project team members (FTEs including client staff) by four and add two. ((project team FTEs / 4) + 2) To calculate the upper boundary of the number of stakeholder groups: divide the number of fulltime project team members by two and add four. ((project team FTEs / 2) + 4) To estimate the number of stakeholder groups bases on the company size and percent of employees impacted by the change use the following tables to multiply the size (CS) factor by the percent of organizational change (PO) factor: Company Size CS factor 100 2 500 3 1,000 4 Up to 10% 1 5,000 5 10,000 6 50,000 7 25 to 80% 3 100,000 8 50 to 100% 4 500,000 9
Percent of Organization Impacted by Change PO factor
10 to 30% 2
For example: Your client has approximately 5,000 total employees. The project is expected to only impact the corporate office, which accounts for 20% of the company. The estimated number of stakeholder groups is 10. (CS (5) * PO (2) = 10)
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Roles and Responsibilities: Assuming that your are creating a role (job description) from scratch and have some starting material, use 4 hours per role as a guideline. This can range from as low as 2 hours to as high as 12 hours per role. Training and Education Assuming the forum will be traditional, instructor-led training, use a guideline of 10 hours of development time for each hour of delivery. This could range as high as 80 hours of development time per hour of delivery for world-class instructor script and participant guides. Cautions None have been identified.
Technical Infrastructure
No specific estimating guidelines have been identified at this time.
Critical Computer Resources and Facilities Infrastructure

No specific estimating guidelines have been identified at this time. Critical Computer Resources may be estimated Critical Computer resource planning and estimating is an on-going activity, conducted at startup, testing, implementation, and deployment. It is accomplished in conjunction with preparing and updating of the Project Management Plan and the Software Development Plan. The planning and analysis of computer resource use should be conducted monthly as an integral part of the project performance and exercised in conjunction with ongoing project tracking and oversight. Computer resources planning, acquisition, and use one monitored in project startup and performance tracking activities. The prime objective is to develop a plan for estimating and acquiring computer resources and then to analyze the use so that hardware requirements are satisfied. Steps for Planning/Estimating are: 1. 2. 3. At project start up, the PM conducts a meeting with all section managers of all key activities. Each section manager identifies their staffs roles and responsibilities, directs correlating staff duties and skills and computer resource use. The attendees review the estimated resource use and the responsibilities for all technical and administrative personnel. The review considers the type of equipment for all personnel and the peak periods of performance for all devices or units. Review and analysis are dictated by the types of activities (e.g., terminal access, word processing, database, financial spread sheets). The equipment is then listed in direct relationship to the staff and contract performance. In addition, the task order team and contract staffing (if applicable) consider the work allocation and equipment needs that were planned into the task order performance. The hardware acquisition will be a part of the project, standard contract and task order negotiation (if applicable). The planning and estimation for production or development hardware platforms will be developed in accordance with hardware feasibility and sizing studies that are included in task performance criteria. If a new project or new task order requires new hardware, all documents and planning materials developed in previous stages are used for project, task order and computer resource planning. In
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addition, a current hardware configuration from a system specification and a current hardware use report from the Operations and Maintenance Team may be used. The current Hardware Acquisition Plan from the Software Development Plan and project/ontract budget provide insight to the equipment that is available and what new equipment is planned for the future. The computer resources acquisition plans for a task order is built to reflect any required increase in current or planned contract hardware capabilities; a simpler update is developed for the task or contract budget. The project/task order plan is then used to update the contract and site plans for hardware acquisition. 4. 5. 6. 7. 8. The Analysis and Design Manager maps the acquisition strategy against the staffing profile or an existing plan to develop a new resource acquisition plan and budget. The Analysis and Design Team manager maps the acquisition strategy on a timeline. The timeline developed and provided to the section managers for review. The Analysis and Design Manager review the plan with the PM and the accounting and finance personnel. The plan is used to update the planned hardware expenditure for the contract. The system administrators monitor the use of critical computer resources and report the use to the PM monthly as the project progresses. The Project Manager and the section managers review the use report to analyze use of memory and the storage, usage of network, channel capacity, and device capacity. The current use of resources is compared to acquisition of future resources, adjustments are made to the acquisition plans, and changes are proposed to the client.
Management and Coordination

Specific estimating guidelines have not be developed for this phase at this time. In general, the total management and coordination effort should be approximately 15% to 20% of the total project effort. A common guideline is to use a 1 to 6 ratio. During our field support visits, we generally used a staff and duration model to estimate development coordination, project management, and program management. If the team lead activities have not been included in the other project phases, be sure to include them here.
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Appendices
Estimating Templates
Please refer to the additional file attachments for these spreadsheets. If you did not receive these file attachments or if you have any questions on how to use these spreadsheets, please contact any of the Estimating and Metrics team members.
Estimating Template User Guides

The following user guides provide some general directions on how to use each of the estimating templates.
Staff and Duration Estimating Templates

Two estimating spreadsheets have been provided. One allows for a single resource group, such as the entire project team. The second allows for two resource groups, such as IT Services and the client staff. Each spreadsheet allows you to compute the total hours and cost by project team role. Each spreadsheet calculates the total hours and cost for each role, provides grand totals for staff count, hours, and cost, and computes an average billing rate. The user defined fields are in blue. The spreadsheet that allows for two groups of resources provides sub-totals for each group along with aggregated totals. Either of these spreadsheets can be tailored to your specific estimating needs. Potential customization options include:

Modifying the IT Services and Client spreadsheet to represent billable and non-billable effort. Modifying either spreadsheet to specify hours and costs by project phase, timebox, release, or development build.
To use these spreadsheets: 1. Enter the duration to hour conversion factor. This cell is used to calculate hours based on the duration that you have entered. The duration used in the template is weeks, so the duration to hour conversion factor has been set to 40 hours. 2. For each unique project role, enter a role description, the number of resources (count), the length of duration, and the hourly billing rate for this role. Add or delete roles as needed.
Travel Expenses Template

This spreadsheet provides you with two options for estimating travel related expenses. The first worksheet. Option 1, allows you to identify the projects duration (in weeks), team size, and the estimated expenses for: airfare, lodging, cab/ auto, meals, parking, and miscellaneous expenses. Totals are provided of each category; these are calculated based on the weekly expense amount, project duration, and team size. A grand total is also provided. The second worksheet, Option 2, allows you to specify the above expense categories and project duration on an individual by individual basis. This worksheet provides total weekly and project expenses by individual. It also provides totals for each expense category , the overall project, and computes an average weekly travel expense based on the total project expenses and the total number of weeks. Either of these worksheets can be easily customized to meet your specific project requirements.
Requirements/BAA Proportional Estimate Projection Template

This spreadsheet projects the hours for the remaining phases of a project based on the actual hours from the Requirements/BAA phase. It is based on the assumption that a Requirements/BAA accounts for 7% to 10% of the total project effort. Simply enter the actual hours from the Requirements/BAA and the spreadsheet projects the remaining project effort based on 7%, 8.5%, and 10% scenarios. You can modify the proportional factors or add additional scenarios. The template assumes a custom (ICD) development approach.
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Estimating Technique Guide Package-Based Development (PBD) Estimating Template

Two estimating templates are provided; one supports a single package-based application, the second supports multiple applications. Each template allows you to identify the key activities and work products for each of the package-based sub-phases. For each activity or work product, you can specify the number of units, the estimated effort for each unit, the number of staff working on each activity or work product, and any estimating assumptions or comments. The spreadsheet will compute the total estimated effort of each activity and provide totals by sub-phase. These totals are linked to a summary worksheet that provides a high-level overview of your estimates. You can also apply a proportional level of effort for the integration and deployment phases. The project management and coordination phases can be estimated based on a staff and duration template, included in the spreadsheet, or by using a proportional level of effort. Both estimating templates consist of a spreadsheet with multiple worksheets that allow to you enter the necessary details and summarize the overall results. One spreadsheet supports a single package-based application. The other supports multiple applications. The user defined fields are in blue. Either of these spreadsheets can be easily customized to fit your specific project needs. Single Application Spreadsheet: This spreadsheet contains three worksheets. 1. 2. The estimate total worksheet, Est Ttl, summarizes the project sub-phases, calculates the subphases percentage of the overall estimate, and displays the total estimated hours. The package-based development detail worksheet, PBD Details, contains all of the estimating details by sub-phase. Use this worksheet to enter the key activities, deliverables, estimating drivers, and comments for each sub-phase. The worksheet will provide sub-totals for each subphase and an overall estimate. The sub-totals are automatically linked to the estimate total worksheet. The management and development coordination worksheet, Mgmt, allows you to enter a staff and duration estimate for this effort. The total management and development coordination hour estimate is automatically linked to the estimate total worksheet.
3.
To use this estimating template: 1. Complete the PBD Details worksheet: a) Enter the estimating details on the PBD Details worksheet. The template contains some general activities for each of the package-based development sub-phases. Modify these activities to meet your specific project requirements. Define the key deliverables, estimating drivers, and comments for each activity. The estimating drivers should include: The unit of measure; such as a workshop, business function, timebox, or package. The number of units. The estimated effort to complete each unit.
The average number of staff involved in completing the activity. b) For the team leadership activity, enter the number of staff being managed and the percentage of team lead responsibility. (Note: Another option would be to include the team lead activities in the management and development coordination worksheet.) c) The worksheet will calculate sub-totals for each sub-phase and provide an overall summary at the bottom of the worksheet. The summary contains both hours and a percentage of the total effort. These hour totals are automatically linked to the estimate total worksheet. 2. Complete the Mgmt worksheet: a) Complete the staffing and duration template for the management and development coordination effort. For each role, enter a description, number of staff, and duration. The template currently assumes that the duration is specified in 40 hour weeks. Adjust the hour computation to meet your specific requirements.
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b) The worksheet will compute the total management and development coordination hours and automatically link this total to the estimate total worksheet. Complete the Est Ttl worksheet: a) Define the hour conversion factor; cell P3. This conversion factor is currently defined as 8 hours to convert the hour estimate to man-days. If you prefer to have man-months or man-years, adjust this factor accordingly. b) Enter the proportional factors for Integration and Deployment. The percentages currently defined in the worksheet are for illustration purposes only. c) As a option, you can define the management and coordination effort as a proportional factor; similar to the Integration and Deployment project phases rather than using a staff and duration estimate. To do this, enter the appropriate proportional factor and adjust the cell formula for the phase hours accordingly. Multiple Application Spreadsheet: This spreadsheet contains the same three worksheets as the single application spreadsheet plus an additional summary worksheet. This additional worksheet, PBD Summary, provides an hour and percentage summary for each application. To use this estimating template, use the steps outlined for the single application spreadsheet. The only difference is in the PBD Details worksheet. This worksheet allows you to enter detailed estimating information for each application area. The template currently allows for 3 application areas. You can adjust the Est Ttl, PBD Summary, and PBD Detail worksheets to add or subtract application areas.
3.
Matrix-Based Iterative Custom Development (ICD) Estimating Template

Two estimating templates provided; one supports a single iterative custom-developed application, the second supports multiple applications. Both templates allow you to build a bottom-up estimate based on the number of widgets being developed. These widgets can include menus, reports, windows, servers, interfaces, conversions, common objects. As you define each of these widgets, you can rate the complexity of each widget on a scale from 1 to 10. The detail matrix worksheet references additional look-up tables that contain the appropriate estimates based on the type of widget and its complexity. You can adjust these look-up tables to reflect your specific project environment. The spreadsheet accumulates totals for each type of widget and links these totals to a summary worksheet to provide a high-level summary of your estimates. You can also apply a proportional level of effort for the business system design, application development completion, integration and deployment phases. The project management and coordination phases can be estimated based on a staff and duration template, included in the spreadsheet, or by using a proportional level of effort. Both templates consist of a spreadsheet with multiple worksheets that allow to you enter the necessary details and summarize the overall results. One spreadsheet supports a single custom-developed application. The other supports multiple applications. The user defined fields are in blue. Either of these spreadsheets can be easily customized to fit your specific project needs. Single Application Spreadsheet: This spreadsheet contains four worksheets. 1. 2. The estimate total worksheet, Est Ttl, summarizes the project sub-phases, calculates the subphases percentage of the overall estimate, and displays the total estimated hours. The program matrix worksheet, PGM Matrix, defines and categories all of the widgets that need to be developed. The template currently allows for menus, windows, reports, C functions, Tuxedo services, interfaces, conversions, Oracle forms, and common functions. Use this worksheet to enter the widgets that need to be developed for each category. The worksheet will provide sub-totals for each category and an overall total. The sub-totals are automatically linked to the estimate total worksheet.
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3. The management and development coordination worksheet, Mgmt, allows you to enter a staff and duration estimate for this effort. The total management and development coordination hour estimate is automatically linked to the estimate total worksheet. The estimate matrices worksheet, EST Matrices, contains estimating matrices for a variety of different types of widgets. For each type or category of widget this worksheet contains estimates for 10 levels of complexity, level 1 being the simplest and level 10 being the most complicated. The program matrix worksheet uses these estimate matrices as a look-up table. For example, if you enter a PowerBuilder window with a complexity level of 5 on the program matrix worksheet; that worksheet will reference the PowerBuilder estimate matrix and retrieve the per unit estimate for a level 5 complexity window.
4.
To use this estimating template: 1. Complete the PGM Matrix worksheet: a) Enter the widgets that need to be developed into the appropriate categories. For each entry you can specify the name of the widget, cross-reference information, the number of units, and its level of complexity on a scale of 1 to 10. The worksheet will retrieve the per unit estimate from the estimate matrices worksheet, compute a total hour and day estimate based on the number of units specified, and calculate totals. Category and overall totals are provided. b) The categories contained on this template can be modified to meet your specific project. Additional categories can also be created if needed. If you do modify or add additional categories, corresponding changes will also need to be made to the other worksheets. (Caution: The per unit estimate column in this worksheet is extremely sensitive with the row and column coordinates within the estimate matrices worksheet. Be careful that you have defined the correct row and column coordinates when modifying this column.) 2. Complete the Mgmt worksheet: a) Complete the staffing and duration template for the management and development coordination effort. For each role, enter a description, number of staff, and duration. The template currently assumes that the duration is specified in 40 hour weeks. Adjust the hour computation to meet your specific requirements. (Note: Be sure to include the team lead activities in this worksheet. They have not been accounted for in the prior worksheet.) b) The worksheet will compute the total management and development coordination hours and automatically link this total to the estimate total worksheet. Complete the Est Ttl worksheet: a) Define the hour conversion factor; cell P3. This conversion factor is currently defined as 8 hours to convert the hour estimate to man-days. If you prefer to have man-months or man-years, adjust this factor accordingly. b) Enter the proportional factors for the BSD, ADC, Integration, and Deployment phases. The percentages currently defined in the worksheet are for illustration purposes only. c) As a option, you can define the management and coordination effort as a proportional factor; similar to the Integration and Deployment project phases rather than using a staff and duration estimate. To do this, enter the appropriate proportional factor and adjust the cell formula for the phase hours accordingly.
3.
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Multiple Application Spreadsheet: This spreadsheet contains the same worksheets as the single application spreadsheet plus two additional worksheets: 1. 2. An ICD Summary worksheet that provides an hour and percentage summary for each application. An additional ICD Matrix worksheet for a second application area.
To use this estimating template, use the steps outlined for the single application spreadsheet. Repeat the ICD Matrix steps for each application area. The template currently allows for 2 application areas. You can adjust the spreadsheet to add more application areas.
Accelerated Application Development (XAD) Estimating Template

Two estimating templates are provided; one supports a single XAD-based application, the second supports multiple applications. Each template allows you to identify the key activities and work products for each of the XAD-based sub-phases. For each activity or work product, you can specify the number of units, the estimated effort for each unit, the number of staff working on each activity or work product, and any estimating assumptions or comments. The spreadsheet will compute the total estimated effort of each activity and provide totals by sub-phase. These totals are linked to a summary worksheet that provides a high-level overview of your estimates. You can also apply a proportional level of effort for the integration and deployment phases. The project management and coordination phases can be estimated based on a staff and duration template, included in the spreadsheet, or by using a proportional level of effort. Both estimating templates consist of a spreadsheet with multiple worksheets that allow to you enter the necessary details and summarize the overall results. One spreadsheet supports a single XAD-based application. The other supports multiple applications. The user defined fields are in blue. Either of these spreadsheets can be easily customized to fit your specific project needs. Single Application Spreadsheet: This spreadsheet contains three worksheets. 1. 2. The estimate total worksheet, Est Ttl, summarizes the project sub-phases, calculates the subphases percentage of the overall estimate, and displays the total estimated hours. The XAD-based development detail worksheet, XAD Details, contains all of the estimating details by sub-phase. Use this worksheet to enter the key activities, deliverables, estimating drivers, and comments for each sub-phase. The worksheet will provide sub-totals for each subphase and an overall estimate. The sub-totals are automatically linked to the estimate total worksheet. The management and development coordination worksheet, Mgmt, allows you to enter a staff and duration estimate for this effort. The total management and development coordination hour estimate is automatically linked to the estimate total worksheet.
3.
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To use this estimating template: 1. Complete the XAD Details worksheet: a) Enter the estimating details on the XAD Details worksheet. The template contains some general activities for each of the package-based development sub-phases. Modify these activities to meet your specific project requirements. Define the key deliverables, estimating drivers, and comments for each activity. The estimating drivers should include: The unit of measure, such as a prototype set, business function, or entities. The number of units. The estimated effort to complete each unit.
The average number of staff involved in completing the activity. b) For the team leadership activity, enter the number of staff being managed and the percentage of team lead responsibility. (Note: Another option would be to include the team lead activities in the management and development coordination worksheet.) c) The worksheet will calculate sub-totals for each sub-phase and provide an overall summary at the bottom of the worksheet. The summary contains both hours and a percentage of the total effort. These hour totals are automatically linked to the estimate total worksheet. 2. Complete the Mgmt worksheet: a) Complete the staffing and duration template for the management and development coordination effort. For each role, enter a description, number of staff, and duration. The template currently assumes that the duration is specified in 40 hour weeks. Adjust the hour computation to meet your specific requirements. b) The worksheet will compute the total management and development coordination hours and automatically link this total to the estimate total worksheet. Complete the Est Ttl worksheet: a) Define the hour conversion factor; cell P3. This conversion factor is currently defined as 8 hours to convert the hour estimate to man-days. If you prefer to have man-months or man-years, adjust this factor accordingly. b) Enter the proportional factors for Integration and Deployment. The percentages currently defined in the worksheet are for illustration purposes only. c) As a option, you can define the management and coordination effort as a proportional factor; similar to the Integration and Deployment project phases rather than using a staff and duration estimate. To do this, enter the appropriate proportional factor and adjust the cell formula for the phase hours accordingly. Multiple Application Spreadsheet: This spreadsheet contains the same three worksheets as the single application spreadsheet plus an additional summary worksheet. This additional worksheet, XAD Summary, provides an hour and percentage summary for each application. To use this estimating template, use the steps outlined for the single application spreadsheet. The only difference is in the XAD Details worksheet. This worksheet allows you to enter detail estimating information for each application area. The template currently allows for 3 application areas. You can adjust the Est Ttl, XAD Summary, and XAD Detail worksheets to add or subtract application areas.
3.
Communication Event Estimating Template

This estimating template assists in estimating the effort to design and deliver communication events. The spreadsheet contains two worksheets, each represents an estimating option. The first worksheet, Option 1, allows you to estimate the hours needed to design and deliver communication events based on the number of stakeholder groups, number of project phases, the estimated hours per event, and the number of stages
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of acceptance. To use this worksheet, simply enter the correct values. The estimated effort in is hours and is based on the calculations described in the Organizational Change estimating guidelines. The second worksheet, Option 2, allows you to estimate the effort based on four complexity factors, number of stakeholder groups, number of project phases, and a judgment factor. To use this spreadsheet, select the desired values from each of the four complexity factor tables. These tables are used to categorize the degree of change, the level of anticipated change, the number of stakeholder groups (within a range), and the type of change. Next enter the actual number of stakeholder groups, the number of project phases, and a judgment factor. The worksheet will calculate the estimated hours for designing and delivering communication events based on the calculations described in Organizational Change estimating guidelines.
Stakeholder Group Estimating Template

This estimating template assists in estimating the number of stakeholder groups. The spreadsheet contains two worksheets. The first worksheet, Team Size, allows you to estimate the number of stakeholder groups based on the size of the project team. To use this worksheet, simply enter the project team size in full-time equivalents. Fractional sizes are permitted. This worksheet will provide a low-end, high-end, and average estimated number of stakeholder groups based on the calculations described in the Organizational Change estimating guidelines. The second worksheet, Client Size, allows you to estimate the number of stakeholder groups based on the overall size of the client and the percentage of organizational impact. To use this worksheet, simply select the appropriate client size by entering a 1 in the correct category. You can only make one selection. Next select the percentage of organizational impact by entering a 1 in the correct category. Again, you can only select one category. The worksheet will compute the estimated number of stakeholder groups based on the calculations described in the Organizational Change estimating guidelines.
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