Cocomo Integrada Arreglada

8/14/2019 Cocomo Integrada Arreglada

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Archivos Lgicos internos

Nombre del archivo lgico interno IdentificacinCarnet D

Socio ACategora AGnero APelicula DVideo GHistoria DPremio DTienda ATransaccion GTransaccin_Detalle GClaseDocumento AFormaPago APromocion ACupon A

Archivos que estn bajo control estricto del sistema. Archivo independiente otabla en una Base de datos.


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PUNTOS DE FUNCIN PARA FICHEROS INTERNOS

Elementos de datosTipos de registros 1-19 20-50 51+

0-1 A B C2-5 D E F6+ G H I


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Salidas Externas

Nombre de la salida externa Identificacion

Ticket de la Transaccion H

Consulta totalizada de productos pedidos (OR) EConsulta consolidada de stock (fisico+virtual) DConsulta disponibilidad de producto en almacen ADetalle de carro de compras (cantidad*precio unitario) EOrden de compra (elaboracion de la pre-orden) EConsultar opiniones por estados AConsultar reclamos por estados AConsultar boletin actual AConsultar categorias por pas BConsultar subcategorias BConsultar productos en oferta o con descuento BConsultar ofertas vigentes BConsultar promociones vigentes B

Consultar avisos vigentes BOrden de compra - cotizacin EEstado de sus compras EListado de pedidos inconclusos ETendencias del consumidor BVentas realizadas EProductos de mayor venta ECategoras de mayor venta EReporte de productos en stock mnimo BListado de nivel de stock BListado de productos ingresados B

Pantallas, informes, grficos o mensajes que el programa genera para el usuario finalo cualquier otro programa. Cualquier salida que requiera de un procesamiento.


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PUNTOS DE FUNCIN PARA LAS SALIDAS

Elementos de datos1-5 6-19 20+

0-1 A B C2-3 D E F4+ G H I

Tipos deregistros


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Peticiones

Nombre de la entrada externa IdentificacinB

BAAEBAABBEBBBBABBEBE

Lista coincidencias de producto BConsulta OCC's nuevas BConsulta estados OCC's BConsulta promociones EConsulta precio de producto BLista libreta direcciones B

Lista usuarios ALista opciones e menu ALista perfiles ALista de proveedores inscritos ALista de proveedores evaluados ALista de proveedores aprobados ALista de obras inscritas ALista de obras evaluadas ALista de obras aprobadas ABsqueda de proveedores ABsqueda de obras aprobrobadas ABsqueda de obras por evaluar ABsqueda de obras evaluadas AListado de ordenes de compra por estados EBsqueda de usuarios A

Lista de banners actuales AConsulta de comentarios no publicados A

Combinaciones e/s en las que cada entrada genera una salida simple.Generalmente, recuperan datos directamente de una Base de Datos en unformato elemental. Consultas de usuarios o aplicaciones que dan un reporteal usuario o aplicacin


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PUNTOS DE FUNCIN PARA LAS PETICIONESElementos de datos

1-5 6-19 20+

0-1 A B C2-3 D E F4+ G H I

Tipos deregistros


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Entradas de Usuario o externas

Nombre de la entrada de usuario IdentificacinRegistro proveedor B

Registro producto BRegistro evaluacion producto AVotar por producto ARegistrar OR ERegistrar especificacion de OR ARegistrar OC ERegistrar nota de ingreso de productos BRegistrar nota de salida de productos BRegistrar transferencia de stock para web BRegistrar guia de exportacin EPublicar producto para evaluacin ARegistro cliente B

Registro libreta de direcciones BRegistro de consultas BRegistro de reclamos BRegistro de opiniones BDetalle de producto (aadir producto al carro de compras) ECarro de compras(Pre-orden) EDatos de la compra BDatos de la tarjeta ARegistrar atencion de OCC BRegistra envio de OCC ARegistra entrega de OCC ARegistra confirmacin de recepcion de OCC APublicar opiniones AResponder consultas AAtender reclamos ARegistrar categorias BRegistrar subcategorias BRegistrar productos BRegistrar ofertas BRegistrar promociones BElaborar boletin BRegistrar avisos BRegistrar e-cards ARecordar contrasea ARegistrar usuario BRegistrar perfil ARegistrar opciones de menu ECambiar contrasea AEliminar proveedor AIdentificacion de proveedor AIdentificacin del cliente A

Formulario e-cards AActualizacin de boletines BPublicar/eliminar avisos AEnviar boletines BPublicar/eliminar opiniones APublicar obras en galera A

Pantallas, formularios, cuadros de dilogo, o mensajes a travs de los cuales unusuario final u otro programa pueda aadir, borrar o cambiar datos del programa.


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PUNTOS DE FUNCIN PARA LAS ENTRADASElementos de datos

1-4 5-15 16+

0-1 A B C2-3 D E F4+ G H I

Tipos deregistros


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Interfaces externas

Nombre de la entrada externa IdentificacinExterna con Visanet A

Externa con DHL A

Archivos controlados por otros sistemas con los que elsistema interacta. Se incluyen los archivos externos de losque el sistema lee o en los que escribe.


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PUNTOS DE FUNCIN PARA FICHEROS EXTERNOSElementos de datos

Tipos de registros 1-19 20-50 51+

0-1 A B C2-5 D E F6+ G H I


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Clculo de los puntos de funcin

PUNTOS DE FUNCIN PARA FICHEROS INTERNOS PUNTOS DE FUNCIElementos de datos

Tipos de registros 1-19 20-50 51+ Tipos de registros

0-1 A B C 0-12-5 D E F 2-5

6+ G H I 6+

PUNTOS DE FUNCIN PARA LAS SALIDAS PUNTOS DE FUNCIElementos de datos


0-1 A B C 0-12-3 D E F 2-34+ G H I 4+

PUNTOS DE FUNCIN PARA LAS PETICIONES PUNTOS DE FUNCIElementos de datos


0-1 A B C 0-12-3 D E F 2-3

4+ G H I 4+

PUNTOS DE FUNCIN PARA LAS ENTRADAS PUNTOS DE FUNCIElementos de datos


0-1 A B C 0-12-3 D E F 2-34+ G H I 4+

PUNTOS DE FUNCIN PARA FICHEROS EXTERNOS PUNTOS DE FUNCIElementos de datos


0-1 A B C 0-12-5 D E F 2-56+ G H I 6+

PESOS DE LAS COMPLEJIDADESCuenta Factor de pondera

ELEMENTOS DE INFORMACIN SIMPLE MEDIO COMPLEJO SIMPLE MEDIO# DE FICHEROS INTERNOS 12 3 - 7 10# DE SALIDAS 15 9 1 4 5# DE PETICIONES 38 6 - 3 4# DE ENTRADAS 44 6 - 3 4# DE FICHEROS EXTERNOS 2 - - 5 7

TOTAL DE PUNTOS DE FU


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N PARA FICHEROS INTERNOSElementos de datos

1-19 20-50 51+

8 - -4 - -3 - -

N PARA LAS SALIDASElementos de datos

1-5 6-19 20+

4 10 -1 9 -- 1 -

N PARA LAS PETICIONESElementos de datos

1-5 6-19 20+

21 17 -- 6 -

- - -

N PARA LAS ENTRADASElementos de datos

1-4 5-15 16+

22 22 -- 6 -- - -

N PARA FICHEROS EXTERNOSElementos de datos

1-19 20-50 51+

2 - -- - -- - -

inPUNTOSCOMPLEJO

15 1147 1126 1386 156

10 10NCION NA 530


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Puntos de

# FACTOR1 CMD

2 PDD

3 RRQ

4 CEU

5 TTR

6 IDE7 EUF8 PCJ

9 REU

10 FIC

11 FOP

12 UMS

13 FCB

14 AELTOTALVFA

Puntos de fun


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Funcin ajustados

DESCRIPCION VALOR

4

5

2

4

2

La aplicacin debe proveer entrada de datos e informacin de control en lnea? 3

Se actualizan en lnea los datos almacenados en el sistema? 4

Se requieren algoritmos complejos para el procesamiento de la informacin? 2

2

0

4

1

5

Se requiere de actualizaciones de datos en lnea? 5431.08

cin ajustados 572.4

Los datos e informacin de control usados en la aplicacin se envan o reciben a

travs de facilidades de comunicacin?Las funciones de procesamiento y los datos distribuidos constituyen unacaracterstica fundamental de la aplicacin dentro de la frontera de aplicacin?Los objetivos de rendimiento de la aplicacin (declarados o aprobados por elusuario) tanto en las respuestas como en las throughput, influyen (o pueden influir)en el diseo, desarrollo, instalacin y soporte de la aplicacin?Una fuerte configuracin operacional que demanda de consideraciones especialesde diseo, es una caracterstica de la aplicacin?La tasa de transacciones es alta o influye el diseo, desarrollo, instalacin ysoporte?

La aplicacin y el cdigo de la aplicacin han sido especialmente diseados,desarrollados y soportados para ser usados en otras aplicaciones?Se deben de proporcionar facilidades en la instalacin y conversin de datos? Unplan de conversin e instalacin se debe de proporcionar y probar durante la fasede prueba del sistema?El diseo debe permitir el fcil uso del sistema? Los procedimientos delevantamiento, resguardos y recuperacin del sistema sern proporcionados yprobados durante la fase de prueba del sistema?La aplicacin se debe de disear, desarrollar y soportar para que sea instalada enmltiples sitios por mltiples organizaciones?El diseo, desarrollo y soporte debe garantizar el fcil cambio del sistema desoftware?

C o m p u t a c i n d e p u n t o s d e f u n c i n

N o i n f l u e n c i a I n c i d e n t a l M o d e r a d o M e d i o S i g n i f i c a t i v o E s e n c ia l

E v a l u a r c a d a f a c t o r e n u n a e s c a l a d e 0 a 5 :

0 1 2 3 54


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Calculo de instrucciones fuentes en funcin del lenguaje

Lenguaje Porcentaje F/PFVisual. Net 0.8 29 23.2

Stored Procedures 0.2 16 3.2

Total 26.4

Nmero de instrucciones fuente 13992Miles de instrucciones fuente 13.99

Modo de trabajo - semilibre

F/PF *

porc.

http://www.
http://www.cs.tu-bs.de/ips/zuendorf/lehre/rse/ROOSE3PSP2.pdfhttp://www.cs.tu-bs.de/ips/zuendorf/lehre/rse/ROOSE3PSP2.pdf


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A B C DORGANICO 2.4 1.05 2.5 0.38SEMILIBRE 3 1.12 2.5 0.35

orgnico semilibre

ESF 38.32 57.61

TDES 9.99 10.33

CH 3.83 5.58

Costo hombre/mes $880 $880

Costo del Proyecto $67,436.92 $101,395.64

s.tu-bs.de/ips/zuendorf/lehre/rse/ROOSE3PSP2.pdf
http://www.cs.tu-bs.de/ips/zuendorf/lehre/rse/ROOSE3PSP2.pdfhttp://www.cs.tu-bs.de/ips/zuendorf/lehre/rse/ROOSE3PSP2.pdf


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Lenguajes de Programacin

Lenguaje onversin

Pascal 91

Basic 64

PL/1 80

CPP 10

OO 30_4GL 20Assembler 320ANSIC 150

Algol 106

Cobol 106

Fortran 106

Jovial 106

RPG 80

Ada 71Lisp 64_4GLdb 40APL 32Smalltalk 21SQL 16SL 6RAD 4Delphi 29

29(Fuente: http://www.dacs.dtic.mil/awareness/newsletters/fall95/function.html)

(Fuente: http://www.balagan.org.uk/work/estimate.htm)(fuente: http://www.theadvisors.com/langcomparison.htm)

VisualBasic5


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SISTEMA DE GESTION XXXXX

PLANIFICACION DEL PROYECTO

Se cuenta con un fcil acceso a la informacin proporcionada porde las diferentes etapas del proyecto. Sin embargo no se cuenta cestablecer los requisitos y las especificaciones.El equipo es mediano y cuenta con experiencia.en el desarrollo delas condiciones que se presentan facilitan la negociacin con el cli

Puntos de Funcin :

PF desajustados 530 MF ( instrucciones )

Esfuerzo Real :

ESF real = #N/A H-M (hombres - mes)

Tiempo de Desarrollo Real:

TDES real = #N/A M (meses)

Cantidad de Hombres:

CH =ESF/TDES #N/A H (hombres)

Productividad Real :

MF real 13.992P real = ------------ = ---------- = #N/A

ESF real #N/A

Costo real :

COSTO (aprox.) = TDES real * CHM * sueldoprom * 2

$700Tiempo desarrollo #N/ACantidad Hombre #N/ACOSTO (aprox.) = #N/A

Sueldo prom.mensual (SM)


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X

l cliente para el desarrolloon la facilidad necesaria para

este tipo de sistemas. Ademas,ente

MF(Miles Instrucciones Fuentes)13.992


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1.23

0.88

1 0.88

1.66 1.00

1.581.00

2.84 0.82

0.70

1.23


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Post Architecture COCOMO II-1998

Post Architecture ModelScale Factor (SF) Section : Selected

X=Not Applicable Very Low Low Norm High Very High Extra High ValuePREC 6.20 4.96 3.72 2.48 1.24 0.00 #N/AFLEX 5.07 4.05 3.04 2.03 1.01 0.00 #N/ARESL 7.07 5.65 4.24 2.83 1.41 0.00 #N/A

TEAM 5.48 4.38 3.29 2.19 1.10 0.00 #N/A

PMAT 7.80 6.24 4.68 3.12 1.56 0.00 #N/ASF = #N/AE Calculation Section : E=B+0.01*(PREC+FLEX+RESL+TEAM+PMAT)E = #N/A

EM Section :Product Factors

X=Not Applicable Very Low Low Nominal High Very HighExtra highRELY 0.75 0.88 1.00 1.15 1.39 / / / / / 0.88DATA / / / / / 0.93 1.00 1.09 1.19 / / / / / 1.09CPLX 0.75 0.88 1.00 1.15 1.30 1.66 #N/ARUSE / / / / / 0.91 1.00 1.14 1.29 1.49 #N/ADOCU 0.89 0.95 1.00 1.06 1.13 / / / / / #N/A

Platform Factors

X=Not Applicable Very Low Low Nominal High Very HighExtra highTIME / / / / / / / / / / 1.00 1.11 1.31 1.67 #N/ASTOR / / / / / / / / / / 1.00 1.06 1.21 1.57 #N/APVOL / / / / / 0.87 1.00 1.15 1.30 / / / / / #N/A

Personnel FactorsX=Not Applicable Very Low Low Nominal High Very HighExtra high

PCON 1.24 1.10 1.00 0.92 0.84 / / / / / #N/AACAP 1.50 1.22 1.00 0.83 0.67 / / / / / #N/APCAP 1.37 1.16 1.00 0.87 0.74 / / / / / #N/AAEXP 1.22 1.10 1.00 0.89 0.81 / / / / / #N/APEXP 1.25 1.12 1.00 0.88 0.81 / / / / / #N/ALTEX 1.22 1.10 1.00 0.91 0.84 / / / / / #N/A

Project Factors

X=Not Applicable Very Low Low Nominal High Very HighExtra highTOOL 1.24 1.12 1.00 0.86 0.72 / / / / / #N/ASITE 1.25 1.10 1.00 0.92 0.84 0.78 #N/ASCED 1.29 1.10 1.00 1.00 1.00 / / / / / #N/A

SCED value for TDEV calculationX=Not Applicable Very Low Low Nominal High Very HighExtra high

SCED value 75% 85% 100% 130% 160% / / / / / #N/A

EM = RELY*DATA*CPLX*RUSE*DOCU*TIME*STOR*PVOL*ACAP*PCAP*AEXP*PEXP*LTEX*PCON*TOOL*SITE*SCED

'EM = RELY*DATA*CPLX*RUSE*DOCU*TIME*STOR*PVOL*ACAP*PCAP*AEXP*PEXP*LTEX*PCON*TOOL*SITE

EM = #N/A 'EM = #N/A

Calculation Section :Formula : PM=EM*A*[(1+BRAK/100)*SIZE]^E+[(ASLOC*AT/100)/ATPROD]EM = #N/A( from the formula in EM section)A = 2.94 (constant)B = 0.91 (constant)C = 3.67 (constant)D = 0.28 (constant)BRAK = 0 (user input)SIZE = 13.99 (user input)E = #N/A (from the formula in SF section)ASLOC = 0 (user input)AT = 0 (user input)ATPROD= 1 (user input)PM = #N/A


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Precedentedness (PREC)If the product is similar to several that have been developed before then the precedentedness is high.

Features to evaluate PREC Selected rating.Organizational understanding of product objectives indicated by "xxxx".

Very Low Low Norm High Very High Extra High Value overridable

General Considerable Considerable Thorough in colored field

1 2 3 4 5 6 #N/A

xxxx #N/A

.Experience in working with related sw systemsVery Low Low Norm High Very High Extra High

Moderate Considerable Considerable Extensive

1 2 3 4 5 6 #N/Axxxx #N/A

.Concurrent development of associated new hw and operational proceduresVery Low Low Norm High Very High Extra High

Extensive Moderate Moderate Some

1 2 3 4 5 6 #N/Axxxx #N/A

.Need for innovative data processing architecture, algorithmsVery Low Low Norm High Very High Extra High

Considerable Some Some Minimal

1 2 3 4 5 6 #N/Axxxx #N/A

SUM #N/A

Suggested rating : ( Input your rating based on the suggested rating scale. Sum --> rating )4-7.33 -->VL 7.33-10.66 -->L 10.66-13.99 -->Norm 13.99-17.32 -->H 17.32-20.65 -->VH 20.65-24 -->EH

.Total Evaluation Your RatingVery Low Low Norm High Very High Extra High

6.20 4.96 3.72 2.48 1.24 0.00 #N/Axxxx #N/A

PREC #N/A


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Development Flexibility (FLEX)This cost driver captures the amount of constraints the product has to meet. The more flexible

the requirements, schedules, interfaces, etc., the higher the rating.

Features for evaluate FLEX Selected rating

.Need for sw conformance with pre-established requirementVery Low Low Nominal High Very High Extra High alue overridable

Full Considerable Considerable Basic in colored field1 3 4 6 #N/A

xxxx #N/A

.Need for sw conformance with external interface specificationsVery Low Low Nominal High Very High Extra High

Full Considerable Considerable Basic1 3 4 6 #N/A

xxxx #N/A

.Combination of inflexibilities above with premium on early completionVery Low Low Nominal High Very High Extra HighHigh Medium Medium Low1 3 4 6 #N/A

xxxx #N/A

SUM #N/ASuggested rating : ( Input your rating based on the suggested rating scale. Sum --> r3-4 -->VL 5-7 -->L 8-10 -->Norm 11-13 -->H 14-16 -->VH 17-18 -->EH

.Total EvaluationVery Low Low Norm High Very High Extra High Your Rating

5.07 4.05 3.04 2.03 1.01 0.00 #N/A

xxxx #N/A

FLEX #N/A

indicated by "xxxx".


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ting )


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Architecture/Risk Resolution(RESL)This cost driver captures the thoroughness of definition and freedom from risk of tharchitecture used for the product.

Features for eveluate RESL .Risk management Plan identifies all critical risk items, Selected rating

establishes milestones for resolving them by Product Design Review (P

or Life Cycle Assessment (LCA)

Very Low Low Nominal High Very High Extra High Value overridableNone Little Some Generally Mostly Fully in colored field

1 2 3 4 5 6 #N/Axxxx #N/A

.Schedule, budget, & internal milestones through PDR or LCA compatible with Risk Managem

Very Low Low Nominal High Very High Extra HighNone Little Some Generally Mostly Fully

1 2 3 4 5 6 #N/Axxxx #N/A

.Percent of development schedule devoted to establishing architechture, given general prod

Very Low Low Nominal High Very High Extra High5% 10% 17% 25% 33% 40%1 2 3 4 5 6 #N/A

xxxx #N/A

.Percent of required top sw architechtures available to project

Very Low Low Nominal High Very High Extra High20% 40% 60% 80% 100% 120%

1 2 3 4 5 6 #N/Axxxx #N/A

.Tool support available for resolving risk items, developing and veryfying architechtural spec

Very Low Low Nominal High Very High Extra HighNone Little Some Good Strong Full

1 2 3 4 5 6 #N/Axxxx #N/A

.Level of uncertainty in Key architechture drivers: mission, user

interface, COTS, hw, technology, performance

Very Low Low Nominal High Very High Extra HighExtreme Significant Considerable Some Little Very Little

1 2 3 4 5 6 #N/Axxxx #N/A

.Number and criticality of risk items

Very Low Low Nominal High Very High Extra High>10 5-10 2-4 1 >5


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Suggested rating : ( Input your rating based on the suggested rating scale. Sum --> rating )

7-12 -->VL 13-18 -->L 19-24 -->Norm 25-30 -->H 31-36 -->VH 37-42 -->EH

.Total EvaluationVery Low Low Nominal High Very High Extra High Your Rating

7.07 5.65 4.24 2.83 1.41 0.00 #N/Axxxx #N/A

RESL #N/A


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software

nt Plan

ct objectives

s


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Team Cohesion (TEAM)The Team Cohesion cost driver accounts for the sources of project turbulence and extra effortdue to difficulties in synchronizing the project's stakeholders: users, customers, developers,maintainers, interfacers, others.Features for eveluate TEAM Selected rating.Consistency of stakeholder objectives and cultures

Very Low Low Nominal High Very High Extra High Value overridableLittle Some Basic Considerable Strong Fully in colored field

1 2 3 4 5 6 #N/Axxxx #N/A

.Ability, willingness of stakeholders to accommodate other stakeholders' objectives

Very Low Low Nominal High Very High Extra HighLittle Some Basic Considerable Strong Fully

1 2 3 4 5 6 #N/Axxxx #N/A

.Experience of stakeholders in operating as a team

Very Low Low Nominal High Very High Extra HighNone Little Little Basic Considerable Extensive

1 2 3 4 5 6 #N/Axxxx #N/A

.Stakeholder team building to achieve shared vision and commitmentsVery Low Low Nominal High Very High Extra High

None Little Little Basic Considerable Extensive

1 2 3 4 5 6 #N/Axxxx #N/A

SUM #N/ASuggested rating : ( Input your rating based on the suggested rating scale. Sum --> rating )

4-7.33 -->VL 7.33-10.66 -->L 10.66-13.99 -->N 13.99-17.32 -->H 17.32-20.65 -->VH 20.65-24 -->EH

.Total EvaluationVery Low Low Nominal High Very High Extra High Your Rating

5.48 4.38 3.29 2.19 1.1 0.00 #N/Axxxx #N/A

TEAM #N/A



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Process Maturity (PMAT)

UM of PMAT Evaluation Ratings = 7.25 PMAT Rating: Nominal0..3.5=>Very Low; 3.5..6=>Low; 6.01..13=>Nominal;

13.01..16=>High; 16.01..18=>Very High; 18=>Extra High

.Total EvaluationNot Applicable Very Low Low Nominal High Very High Extra High

4.68 7.80 6.24 4.68 3.12 1.56 0.00XXXX

PMAT #N/A

Overall Maturity Level 0Very Low *CMM Level 1 (lower half) 3.5

Low *CMM Level 1 (upper half) 7Nominal *CMM Level 2 13

High *CMM Level 3 16Very High *CMM Level 4 18

Extra High *CMM Level 5 18Basis of estimate:

* Software Process Assessment (SPA)* Software Capability Evaluation (SCE)* Interim Process Assessment (IPA)* Other: ___________________________________

The procedure for determining PMAT is organized around the Software EngineeringCapability Maturity Model (CMM). Use the criteria and information on the "PMAT Evself-evaluate the project's fulfillment of each KPA . Or, select a CMM Level Rating,basis for selection.


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Selected rating value

Value overridablein colored field

#N/A#N/A

Institute'sal" worksheet toelow, and provide



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PMAT Evaluation Worksheet: Fill in X under the correct c

Evaluation criteria:

* Almost Always (over 90% of the time) when the goals are consistently achieved and are

* About Half (about 40 to 60% of the time) when the goals are achieved about half of the ti* Occasionally (about 10 to 40% of the time) when the goals are sometimes achieved, but l* Rarely If Ever (less than 10% of the time) when the goals are rarely if ever achieved.

* Don't Know when you are uncertain about how to respond for the KPA.

Key Process Area Goals of each KPA

1 0.75

* Very Often (frequently; about 60 to 90% of the time) when the goals are achieved relativcircumstances.

* Does Not Apply when you have the required knowledge about your project or organizatioto your circumstances (e.g. Subcontract Management).

AlmostAlways

VeryOften

Requirements Management: involvesestablishing and maintaining an agreement withthe customer on the requirements for thesoftware project.

System requirements allocated to software arecontrolled to establish a baseline for softwareengineering and management use. Softwareplans, products, and activities are keptconsistent with the system requirementsallocated to software.

Software Project Planning: establishesreasonable plans for performing the softwareengineering activities and for managing thesoftware project.

Software estimates are documented for use inplanning and tracking the software project.Software project activities and commitmentsare planned and documented. Affected groupsand individuals agree to their commitmentsrelated to the software project.

Software Project Tracking and Oversight:provides adequate visibility into actual progressso that management can take corrective actionswhen the software project's performancedeviates significantly from the software plans.

Actual results and performances are trackedagainst the software plans. Corrective actionsare taken and managed to closure when actualresults and performance deviate significantlyfrom the software plans. Changes to softwarecommitments are agreed to by the affectedgroups and individuals.

Software Subcontract Management: involvesselecting a software subcontractor, establishingcommitments with the subcontractor, andtracking and reviewing the subcontractor'sperformance and results.

The prime contractor selects qualified softwaresubcontractors. The prime contractor and thesoftware subcontractor agree to theircommitments to each other. The primecontractor and the software subcontractormaintain ongoing communications. The primecontractor tracks the software subcontractor's

Software Quality Assurance: provides

management with appropriate visibility into theprocess being used by the software project andof the products being built.

Software quality assurance activities are

planned. Adherence of software products andactivities to the applicable standards,procedures, and requirements is verifiedobjectively. Affected groups and individuals areinformed of software quality assuranceactivities and results. Noncompliance issues

Software Configuration Management:establishes and maintains the integrity of theproducts of the software project throughout theproject's software life cycle.

Software configuration management activitiesare planned. Selected software work productsare identified, controlled, and available.Changes to identified software work productsare controlled. Affected groups and individualsare informed of the status and content ofsoftware baselines.


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Organization Process Focus: establishes theorganizational responsibility for softwareprocess activities that improve theorganization's overall software processcapability.

Software process development andimprovement activities are coordinated acrossthe organization. The strengths andweaknesses of the software processes used areidentified relative to a process standard.Organization-level process development andimprovement activities are planned.

Organization Process Definition: develops andmaintains a usable set of software processassets that improve process performance acrossthe projects and provides a basis for cumulative,long- term benefits to the organization.

A standard software process for theorganization is developed and maintained.Information related to the use of theorganization's standard software process by thesoftware projects is collected, reviewed, andmade available.

Training Program: develops the skills andknowledge of individuals so they can performtheir roles effectively and efficiently.

Training activities are planned. Training fordeveloping the skills and knowledge needed toperform software management and technicalroles is provided. Individuals in the softwareengineering group and software-related groupsreceive the training necessary to perform theirroles.

Integrated Software Management: integratesthe software engineering and managementactivities into a coherent, defined software

process that is tailored from the organization'sstandard software process and related processassets.

The project's defined software process is atailored version of the organization's standardsoftware process. The project is planned and

managed according to the project's definedsoftware process.

Software Product Engineering: integrates all thesoftware engineering activities to produce andsupport correct, consistent software productseffectively and efficiently.

The software engineering tasks are defined,integrated, and consistently performed toproduce the software. Software work productsare kept consistent with each other.

Intergroup Coordination: establishes a meansfor the software engineering group toparticipate actively with the other engineeringgroups so the project is better able to satisfy thecustomer's needs effectively and efficiently.

The customer's requirements are agreed to byall affected groups. The commitments betweenthe engineering groups are agreed to by theaffected groups. The engineering groupsidentify, track, and resolve intergroup issues.

Peer Review: removes defects from the softwarework products early and efficiently.

Peer review activities are planned. Defects inthe software work products are identified and

removed.Quantitative Process Management: controls theprocess performance of the software projectquantitatively.

The quantitative process managementactivities are planned. The processperformance of the project's defined softwareprocess is controlled quantitatively. Theprocess capability of the organization'sstandard software process is known inquantitative terms.

Software Quality Management: involves definingquality goals for the software products,establishing plans to achieve these goals, andmonitoring and adjusting the software plans,software work products, activities, and qualitygoals to satisfy the needs and desires of thecustomer and end user.

The project's software quality managementactivities are planned. Measurable goals forsoftware product quality and their priorities aredefined. Actual progress toward achieving thequality goals for the software products isquantified and managed.

Defect Prevention: analyzes defects that wereencountered in the past and takes specificactions to prevent the occurrence of those typesof defects in the future.

Defect prevention activities are planned.Common causes of defects are sought out andidentified. Common causes of defects areprioritized and systematically eliminated.

Technology Change Management: involvesidentifying, selecting, and evaluating newtechnologies, and incorporating effectivetechnologies into the organization.

Incorporation of technology changes areplanned. New technologies are evaluated todetermine their effect on quality andproductivity. Appropriate new technologies aretransferred into normal practice across theorganization.

Process Change Management: involves definingprocess improvement goals and, with seniormanagement sponsorship, proactively andsystematically identifying, evaluating, andimplementing improvements to the

organization's standard software process andthe projects' defined software processes on acontinuous basis.

Continuous process improvement is planned.Participation in the organization's softwareprocess improvement activities is organizationwide. The organization's standard softwareprocess and the projects' defined software

processes are improved continuously.


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lumn heading. Sum is cal 7.25

PMAT Evaluation Sum:

ell established in standard operating procedures.

me.ess often.

Rarely If Ever

Rating

0.5 0.25 0 1 0

X 0.5

x 0.5

x 0.5

x 1

x 0.5

x 0.5

ly often, but sometimes are omitted under difficult

and the KPA, but you feel the KPA does not apply

AboutHalf

SomeTimes

Doesn'tApply

Don'tKnow


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x 0.5

x 0.5

x 0.5

x 0.5

x 0.5

x 0.5

x 0.5

x 0

x 0

x 0

x 0.25

x 0


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Product Factors -CPLXRequired Software Reliability (RELY)This is the measure of the extent to which the software must perform its intended function oveperiod of time.Very Low Low Nominal High Very High Extra High Selected rating

slight low, easily Moderate, high financial risk to human / / / / /incovenience recoverable easily recover- losses life / / / / / Value overridablelosses able losses / / / / / in colored field

0.75 0.88 1.00 1.15 1.39 / / / / / #N/AXXXX / / / / / 0.88

RELY 0.88

Data Size (DATA)This measure attempts to capture the affect large data requirements have on product develope.g. testing. The rating is determined by calculating D/P, where D is the number of bytes of datand P is the number of SLOCS.

Selected ratingVery Low Low Nominal High Very High Extra High

DB bytes/Pgm 10


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r a

enta


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Product Complexity (CPLX)Complexity is divided into five areas: control operations, computational operations,and user interface management operations. Select the area or combination of areas

The complexity rating is the subjective weighted average of these areas.

Features for evaluate CPLXVery Low Low Nominal High

Control Straight-line code Straightfoward Mostly simple Highly nested struc-

Operation with a few non- nesting of nesting. Some tured programming

nested structured structured intermodule con- structured

programming programming trol. Decision tables. programming

operators: Dos, operators. Mostly Simple callbacks or operators with

CASEs, IFTHEN simple predicates message passing, many compound

ELSEs Simple module including predicates. Queue

composition via middleware- and stack control.

procedure calls or supported Homogeneous,

simple scripts. distributed distributed

processing. Singleprocessor soft

real-time control.

1 2 3 4xxxx

Computa- Evaluation of simple Evaluation of Use of standard Basic numerical

tional expressions: e.g., moderate-level math and statistical analysis: multivariate

Operations A=B+C*(D-E) expressions: e.g., routines. Basic interpolation,

D=SQRT(B**2-4.*A*C) matrix/vector ordinary differential

operations. equations. Basic

truncation, roundoff

concerns.

1 2 3 4xxxx

Device- Simple read, write No cognization I/O processing Operations at

dependent statements with needed of particular includes device Physical I/O level

Operations simple formats. processor or I/O selection, status (Physical storage

device characte- checking and error address translations;ristics.I/O done at processing. seeks, reads, etc. )

GET/PUT level. Optimized I/O

overlap.

1 2 3 4xxxx


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Data Simple Arrays in Single file subsetting Moltie-file input and Simple triggers

Management main memory. Simple with no data struc- single flie output. activated by data

Operations COTS-DB queries, ture changes, no Simple structural stream contents.

updates. edits, no intermediate changes, simple Complex data

files. Moderately edits. Complex restructuring.

complex COTS-DB COTS-DB queries,

queries, updates. updates.1 2 3 4

xxxx

User Interfac Simple input forms, Use of simple Simple use of Widget set

Management report generators. graphic user widget set. development and

Operations interface (GUI) extension. Simple

builders. voice I/O, multimedia.

1 2 3 4xxxx

SUM : #N/ASuggested rating : ( Input your rating based on the suggested rating scale.5-8 -->VL 9-12 -->L 13-17 -->N 18-22 -->H 23-26 -->VH 27-30 -->EH

Very Low Low Nominal High0.75 0.88 1.00 1.15

xxxx

CPLX #N/A


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evice-dependent operations, data management operations,that characterize the product or a sub-system of the product.

Selected rating

Very High Extra High Value overridableReentrant and Multiple resource in colored field

recursive coding. scheduling with you select

Fixed priority interrupt dynamically

handling. Task changing priorities.

synchronization, Microcode-level

complex callbacks, control. Distributed

heterogeneous distri- hard real-time

buted processing. control.

Single-processor

hard real-time

control.

5 6 #N/A#N/A

Difficult but Difficult & unstruc-

structured near- tured numerical

singular matrix analysis: highly

numerical analysis: accurate analysis

near-singular matrix of noisy, stochastic

equations, partial data. Complex

differential parallelization.

equations. Simple

paralelization.

5 6 #N/A#N/A

Routines for interrupt Device timing-

diagnosis, servicing, dependent coding,

masking. Commu- micro-programmed

nication line handling operations.Performance- Performance-critical

intensive embedded embedded systems.

systems.

5 6 #N/A#N/A



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Distributed database Highly coupled,

coordination. Complex dynamic relational &

triggers. Search object structures.

optimization. Natural language

data management.

5 6 #N/A#N/A

Moderately complex Complex multimedia,

2D/3D, dynamic virtual reality.

graphics, multimedia.

5 6 #N/A#N/A

Sum --> rating )

Very High Extra High1.30 1.66 #N/A

#N/A


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Platform FactorExecution Time Constraint (TIME)

This is a measure of the execution time constraint imposed upon a software system.

Very Low Low Nominal High Very High xtra High Selected rating/ / / / / / / / / /


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bsystem.


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Personnel FactorPersonnel Continuity (PCON)

The rating scale for PCON is in terms of the project's annual personnel turnover.

Very Low Low Nominal High Very High Extra High48%/year 24%/year 12%/year 6%/year 3%/year / / / / /

1.24 1.10 1.00 0.92 0.84 / / / / /XXXX / / / / /

PCON #N/A

Analyst Capability (ACAP)Analysts are personnel that work on requirements, high level design and detailed desig

Very Low Low Nominal High Very High Extra High15th percentile 35th percentile 55th percentile 75th percentile 90th percentile / / / / /

1.50 1.22 1.00 0.83 0.67 / / / / /XXXX / / / / /

ACAP #N/A

Programmer Capability (PCAP)Evaluation should be based on the capability of the programmers as a team rather thanMajor factors which should be considered in the rating are ability, efficiency and thorouthe ability to communicate and cooperate.

Very Low Low Nominal High Very High Extra High15th percentile 35th percentile 55th percentile 75th percentile 90th percentile / / / / /

1.37 1.16 1.00 0.87 0.74 / / / / /XXXX / / / / /

PCAP #N/A

Applications Experience (AEXP)This rating is dependent on the level of applications experience of the project team devthe software system or subsystem. The ratings are defined in terms of the project team'level of experience with this type of application.

Very Low Low Nominal High Very High Extra High


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AEXP #N/A

Platform Experience (PEXP)The Post-Architecture model broadens the productivity influence of PEXP, recognizingthe importance of understanding the use of more powerful platforms, including more grinterface, database, networking, and distributed middleware capabilities.

Very Low Low Nominal High Very High Extra High


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Selected rating


#N/A#N/A

.Selected rating


#N/A#N/A

as individuals.hness, and

Selected rating


#N/A#N/A

lopings equivalent

Selected rating


#N/A#N/A






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phic user

Selected rating


#N/A#N/A

the project

Selected rating


#N/A#N/A




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Project FactorUse of Software Tools (TOOL)The tool rating ranges from simple edit and code, very low, to integrated lifecycle management tools, v

Very Low Low Nominal High Very High Extra Highedit, code, simple, frontend, basic lifecycle strong, mature strong, mature, / / / / /

debug backend CASE, tools, mode- life-cycle tools, proactive life- / / / / /little integration rately integrated moderately cycle tools, well / / / / /

integrated integrated with / / / / /process, / / / / /

methods, reuse / / / / /1.24 1.12 1.00 0.86 0.72 / / / / /

XXXX / / / / /

TOOL #N/A

Multisite Development (SITE)Given the increasing frequency of multisite developments, and indications that multisite deveare significant, the SITE cost driver has been added in COCOMO II. Determining its cost driverthe assessment and averaging of two factors: site collocation (from fully collocated to internabution ) and communication support (from surface mail and some phone access to full interac

Very Low Low Nominal High Very High Extra Highsome phone, individual phone, Narrowband Wideband Wideband Interactive

mail FAX email electronic elect. comm. Multimedia

communication occasional

video

conference

1.25 1.10 1.00 0.92 0.84 0.78XXXX

SITE #N/A

Required development Schedule (SCED)This rating measures the schedule constraint imposed on the project team developing the sofThe ratings are defined in terms of the percentage of schedule stretch-out or acceleration witrespect to a nominal schedule for a project requiring a given amount of effort.SCED Rating :

Very Low Low Nominal High Very High Extra High75% 85% 100% 130% 160% / / / / /1.29 1.10 1.00 1.00 1.00 / / / / /

xxxx / / / / /

SCED Percentage:Very Low Low Nominal High Very High Extra High

75% 85% 100% 130% 160% / / / / /xxxx / / / / /

SCED #N/A


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#N/ASCED

Percentage:


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ry high.

Selected rating


#N/A#N/A

lopment effectsrating involvesional distri-tive multimedia).

Selected rating


#N/A#N/A

tware.

Selected rating


#N/A

#N/A

#N/A#N/A





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COSTOS DE PROYECCION DEL PROYECTO

Clculo mediante los componentes del costoCostos Directos (CD)Valor Descripcin

SM Sueldo Promedio MensualCFT Costo de la Fuerza de Trabajo de ProyeccinCEQi Costo del equipamiento i

PRi

e Nmero de medios tcnicosCMCMT Costo mensual del conjunto de medios tcnicosTUCMT Tiempo de uso del conjunto de medios tcnicos en el proyecto (meses).CEU Costo del equipamiento a utilizar en el proyectoHTM Horas de tiempo mquinaCECMT Consumo de energa del conjunto de medios tcnico (Kilowatt - hora).CKW Costo del Kilowatt - hora de energa.

CEC Costo de la energa a consumir en el proyectoCMRMT Costo del mantenimiento y reparacin del conjunto de medios tcnicos (CME Costo del mantenimiento a los equipos durante el proy.CMT Costo de los medios tcnicos para la proyeccinCMAT Costo de los materiales en la proyeccinOG Otros gastos

CD Costos Directos

Costos Indirectos (CI)Valor Descripcin

CI Costos Indirectos

CTP Costo Total del Proyecto

CALCULO DE LA EFECTIVIDAD ECONOMICAValor DescripcinGFT Gastos de la Fuerza de TrabajoGMT Gastos de los Medios TcnicosGMAT Gastos de los MaterialesOG Otros GastosGI Gastos IndirectosVa Valor de la produccin o los servicios con el sistema anterior.

Vn Valor de la produccin o los servicios con el nuevo sistema.Ga Gastos con el sistema anterior.Gn Gastos con el nuevo sistemaEa Economa AnualCTP Costo total de proyeccin

IbasicasInr Valor de los equipos no reutilizablesIut Valor del equipamiento utilizable.

Cprep

I Inversiones que genera el sistema

Periodo de recuperacin de la inversin en elmedio tcnico i (meses).

Valor de las inversiones bsicas (valor de los medios tcnicos,acondicionamiento o construccin de locales, mobiliario, etc.)

Costo de preparacin de condiciones para la implantacin del sistema(Costos de entrenamiento, creacin de la BD, instalacin de equipos yredes, etc.)


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E Efectividad EconmicaT Periodo de Recuperacin


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Frmula Resultado

$700.00ESFreal*SM #N/A

$1,180.00

365

SUMe ( CEQi /Pri ) $163.898 De los 13 meses se usan 12

CMCMT * TUCMT $1,311.11972.8 Se asume que en lo 12 meses se usa

2.5 Se asume que el consumo promedio$0.50

HTM * CECMT * CKW $1,216.00$100.00

CMRMT * TUCMT $800.00CEU+CEC+CME $3,327.11CMT * K8 $99.81 K8=3% 0.03CFT+CMT+CMAT*K10 #N/A K10=1% 0.01

CFT+CMT+CMAT+OG #N/A

Frmula Resultado

CD * K9 #N/AK9=15% 0.2

CD + CI #N/A

Frmula Resultado$36,400.00 Se asume que 4 personas trabajan o$5,200.00 Mensualmente se gasta $400 en ma

$260.00$418.60

$8,455.72$200,000.00

$240,000.00GFT + GMT + GMAT+ OG + GI $50,734.32GFT + GMT + GMAT+ OG + GI $60,881.18(Vn - Va) + (Ga - Gn) ###(calculado anteriormente) #N/A

$15,000.00$200.00$500.00

$5,000.00

CTP + Ibasicas + Inr - Iut #N/A


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Ea/I #N/A1/E #N/A


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los medios en un 80%e una empresa es 1000 y el porcentaje de consumo de los equipos es 0.5%

erando el sistema y que su sueldo es de $700tenimiento


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Riesgos Categoria ProbabilidadImpacto1. La estimacin del tamao del software TP 35% 3

puede ser significativamente baja2. La estimacin del software en nmeros TP 40% 3

de programas, archivos y transacciones

puede ser significativamente baja3. El tamao de la base de datos creada o TP 45% 2

empleada por el software puede sersignificativamente baja

4. Es razonable la fecha lmite de IN 90% 2entrega

5. Satisfaccin del usuario final IN 95% 16. El cliente cambiar los requisitos RC 60% 27. Participacin del cliente en reuniones RC 75% 38. La implementacin del proceso de PS 80% 3

Reservas puede ser significativamentebaja

9. La implementacin del proceso de PS 30% 3Delivery puede ser significativamentebaja

10. La implementacin del proceso de PS 90% 2Pago diferido puede ser significativamentebaja

11. La frecuencia de artculos perecibles PS 95% 1puede ser significativamente baja

12. La interconexin entre tiendas TC 95% 113. Disponibilidad de herramientas de ED 75% 2

anlisis y diseo14. Formacin adecuada del personal PP 55% 2

Categorias de Riesgos1. Del Tamao del Producto ( TP )2. Del Impacto en el Negocio ( IN )3. Relacionados con el Cliente ( RC )4. Del Proceso ( PS)5. Tecnolgicos ( TC )

6. Del Entorno de Desarrollo ( ED )7. Asociados con el Tamao de la Plantilla de Personal y su Experiencia ( PP )

Valores de Impacto1. Catastrfico2. Crtica3. Marginal4. Despreciable


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Amortiguacin del Impacto


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Reduccin del tiempo en las tareas de clculo e impresin

Reduccin en las tareas de mantenimiento del almacenamiento de informacin

Bsqueda gil de registros del socio y su condiciones comerciales.

Beneficios en la capacidad de reestructuracin del sistema

Beneficios en la capacidad de anlisis y simulacin

Beneficios en el control del proceso y los recursos

AbreviaturasRC = Reduccin o eliminacin de CostosRE = Reduccin de ErroresIF = Incremento FlexibilidadAR = Aumento del ritmo de la actividadMC = Mejora en la planificacin o control de gestin

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