TestEstimationTechniques.xls

Test Estimation Techniques Sl.No. Contents:

1 2 3 4 5 6

Wide Band Delphi (WBD) Simple Medium Complex (SMC) Work Breakdown Structure (WBS) Three Point Estimation (3P) Hybrid Estimation_1 Hybrid Estimation_2

Wide Band Delphi/PERT Spreadsheet

Project Name Low

Calculated Est Most Likely

Optimistic

Optimistic

Estimator 4 Pessimisti c

Most Likely

Optimistic

Pessimisti c

Most Likely

Optimistic

Ranged Estimates Estimator 2 Estimator 3

Pessimisti c

Estimation Level: 15/04/2011 Date:

Pessimisti c

Most Likely

Optimistic

Impact (H,M,L)

WBS

Probability (H,M,L)

Project Name : RIS Project Scope : Functional Estimators: 3 Risk Estimator 1

Most Likely

Wide Band Delphi/PERT Worksheet

Project Initiation Project Planning Test Design Test Execution Total 328.00 488.00

648.00 487.00

659.00

831.00

382.00 496.00

620.00

477.00

560.00

751.00

418.50

550.75

Details No. of estimators Productive hours. per day

4 6.50

Expenses Travel Education Hardware Software

$0 $0 $0 $0

Summary Total effort hours Total elapsed days

2963.00 455.85

Note 1. A red dot in the top right hand corner of a field represents additional notes. To view the notes, click the field you are interested in, then press Alt + I and then T. 2. Green cells are calculated automatically. Do not enter data.

Wide Band Delphi

The Wideband Delphi estimation method is a conse estimating effort. WBD Process: 1.Planning

Project Manager selects a team of 3-7 team members Representation from all groups like development, testing etc Project Manager should not be the moderator as he will have st

2.Kickoff meeting Explain the Delphi process Review the goals of the estimation session Brainstorm and note down the assumptions Generate the initial WBS

3.Individual estimation Copyright 2005 IBM Corporation. All rights reserved.

Estimate the time required for each task Add any additional tasks to the WBS

Version 1.0

Project Name

Estimate the time required forDelphi/PERT each task Spreadsheet Wide Band Add any additional tasks to the WBS Add any missing assumptions

4.Estimation meeting

Moderator shares the estimates so that estimators can see the Team members revises estimates based on group discussions Estimates are revised until no estimator wants to changes his/h Estimators agree that the estimates are acceptable

5.Assemble tasks and Review results

Project Manager works with the team and collects the estimates Compiles the final WBS, estimations and assumptions Reviews the final estimates with the estimation team and reach

Benefits:

Build a complete task list or work breakdown structure for majo Consensus approach helps eliminate bias in estimates. Eliminate hidden agendas or divergent objectives for inexperien Does not require historical data to prepare the estimates. Straightforward and Repeatable process

Copyright 2005 IBM Corporation. All rights reserved.

Version 1.0

Wide Band Delphi/PERT Spreadsheet

Project Name

Project Initiation Project Planning Test Design Test Execution

Phase Totals

Committed Estimates

Totals Calculated Estimates

Calculated Estimates Pessimisti c

WBS

620.00 313.00 1285.00 745.00

712.50

555.67

2963.00 2963.00

Details No. of estimators Productive hours. per day

Expenses

Wide Band Delphi

Travel Education Hardware Software

The Wideband Delphi estimation method is a consensus-based technique for estimating effort. Summary WBD Process: Total effort hours 1.Planning Total elapsed days

Project Manager selects a team of 3-7 team members Representation from all groups Note like development, testing etc Project Manager should not be the moderator as he will have stake in the outcome of the estimation 1. A red dot in the top right hand corner of a field represents additional notes. 2.Kickoff meeting To view the notes, click the field you are interested in, then press Alt + I and then T. Explain the Delphi process 2. Green cells are calculated automatically. Do not enter data. Review the goals of the estimation session Brainstorm and note down the assumptions Generate the initial WBS

3.Individual estimation

Estimate the time required for each task AddIBM anyCorporation. additional All tasks to reserved. the WBS Copyright 2005 rights

Version 1.0

Estimate the time required for each task Project Name Add any additional tasks to the WBS Add any missing assumptions

Wide Band Delphi/PERT Spreadsheet

4.Estimation meeting Moderator shares the estimates so that estimators can see the range of estimates Team members revises estimates based on group discussions Estimates are revised until no estimator wants to changes his/her estimates. Estimators agree that the estimates are acceptable

5.Assemble tasks and Review results Project Manager works with the team and collects the estimates from team members Compiles the final WBS, estimations and assumptions Reviews the final estimates with the estimation team and reach consensus

Benefits:

Build a complete task list or work breakdown structure for major activities. Consensus approach helps eliminate bias in estimates. Eliminate hidden agendas or divergent objectives for inexperienced estimators or influential individuals. Does not require historical data to prepare the estimates. Straightforward and Repeatable process

Copyright 2005 IBM Corporation. All rights reserved.

Version 1.0

Wide Band Delphi/PERT Spreadsheet

Project Name

WBS

Assumptions

Project Initiation Project Planning Test Design Test Execution

Details No. of estimators Productive hours. per day

Expenses Travel Education Hardware Software

d is a consensus-based technique for Summary Total effort hours Total elapsed days

ers esting etc Note e will have stake in the outcome of the estimation 1. A red dot in the top right hand corner of a field represents additional notes. To view the notes, click the field you are interested in, then press Alt + I and then T. 2. Green cells are calculated automatically. Do not enter data.

Copyright 2005 IBM Corporation. All rights reserved.

Version 1.0

Project Name

Wide Band Delphi/PERT Spreadsheet

can see the range of estimates discussions changes his/her estimates. e

the estimates from team members ons am and reach consensus

ture for major activities. ates. for inexperienced estimators or influential individuals. mates.

Copyright 2005 IBM Corporation. All rights reserved.

Version 1.0

Project Name: Biomedical Equipment Maintenance (BME) Project Scope: Functional Estimation : Simple Medium Complex (SMC) Date Completed: Date Revised: Time in Hours

REQUIREMENT COMPLEXITY VH H

High

M

Medium

L

Low

VL

2 1 0.5 0.25 0.25

Very High

Very Low

EFFORT CALCULATIO REQ # ***** 6.1 6.2 6.3 6.4 6.5 6.6 6.7 6.8 6.9 6.9.1

7

REQUIREMENTS

Complexity

Facilitates to raise request for break down maintenance Facilitates to raise, update, cancel and view a new biomedical break down request Facilitates to view the request history for a particular equipment with details Facilitates to view/list the requests raised location wise for a particular period Facilitates to view the status of the request raised. Facilitates to view the request and accept or reject the request. Facilitates to Allocate work to the Biomedical Engineer / Technician Facilitates to reallocate/ view the Work order allocated. Facilitates to view the work order assigned and launch closure screen Facilitates to document the task performed against the work order generated.

M H L M L L H H L H

Facilitates to launch/schedule preventive maintenance of equipment and enter details of new equipment, update the existing equipment details and condemn the equipment.

VH

TOTAL EFFECTIVE TEST EXECUTION TIME (HRS)

Buffer estimated TOTAL QC EFFORT (HRS)

DETAILS

No. of Resources Productive hours. per day

2 6.50

EXPENSES

Travel Education Hardware Software

$0 $0 $0 $0

SUMMARY

Total effort hours Total elapsed days

153.92 23.68

ACRONYMS EXPLANATIONS NTC

Number of Test Cases (approximate)

UTC

Review requirement/understand N test case(s)

DTC

Design/write N test case(s)

RTC

Run (execute) N test case(s)

%TCEF

Probability of finding defects per N test case(s)

VTC

Analyze, log and test defect(s)

ERE

Re-execute test case(s)

ETC

Total estimate for this requirement per N test cases

CALCULATION NTC

UTC

DTC

RTC

%TCEF

VTC

ERE

ETC

6 8 4 6 4 4 8 8 4 8

3 8 1 3 1 1 8 8 1 8 20

2.25 6 0.75 2.25 0.75 0.75 6 6 0.75 6 15

1.5 4 0.5 1.5 0.5 0.5 4 4 0.5 4 10

0.00075 0.004 0.000125 0.00075 0.000125 0.000125 0.004 0.004 0.000125 0.004 0.02

0.90 2.40 0.30 0.90 0.30 0.30 2.40 2.40 0.30 2.40 6.00

0.00 0.03 0.00 0.00 0.00 0.00 0.03 0.03 0.00 0.03 0.32

6.75 18.03 2.25 6.75 2.25 2.25 18.03 18.03 2.25 18.03 45.32

10

70.00

62.00

46.50

31.00

0.43

139.93

13.99264 153.92

Wide Band Delphi/PERT Spreadsheet

Project Name

Work Breakdown Structure (WBS) Project Name : RIS Project Scope : Functional Estimators: 3 WBS

Tasks

Estimation Level: Low Date: 15/4/2011 Team(s), Role(s) or Individual(s) Responsible for Execution of Task

Best Case Most Likely Estimate (hrs) Estimate (hrs)

Worst Case Estimate (hrs)

Expected Case Estimate (hrs)

Project Initiation Scope of Testing Requirement Study

Test Lead, Test Engineer

20.00

30.00

40.00

30.00

IN & OUT of Scope

Test Lead, Test Manager

8.00

12.00

16.00

12.00

Identify Risks

Test Lead, Test Manager

8.00

12.00

16.00

12.00

High Level Estimation

Test Manager

6.00

8.00

10.00

8.00

Requirement session

Test Lead, Test Engineer, Test Manager

4.00

6.00

8.00

6.00

Requirement Review

Test Lead, Test Engineer, Test Manager

20.00

30.00

40.00

30.00

Create MBT

Test Engineer

12.00

16.00

20.00

16.00

Requirement Decomposition

Test Engineer

12.00

16.00

20.00

16.00

Scope of Testing

Test Lead, Test Manager

4.00

8.00

12.00

8.00

Master Test Plan

Test Lead, Test Manager

8.00

12.00

16.00

12.00

Test Scenarios

Test Engineer

12.00

16.00

20.00

16.00

Review & Rework Test Plan

Test Lead, Test Manager

8.00

12.00

16.00

12.00

Estimate testing project size, effort, cost & schedule

Test Lead, Test Manager

6.00

8.00

10.00

8.00

Compare estimations

Test Lead, Test Manager

3.00

4.00

5.00

4.00

Review & Rework Estimation

Test Lead, Test Manager

4.00

6.00

8.00

6.00

Review & rework Test scenarios

Test Engineer

8.00

12.00

16.00

12.00

Test design technique

Test Engineer

3.00

4.00

5.00

4.00

Prepate test cases

Test Engineer

40.00

60.00

80.00

60.00

Review & Rework test cases

Test Engineer

20.00

40.00

60.00

40.00

Hardware & Software setup

Test Lead, Test Engineer

4.00

6.00

7.00

5.83

Build Install mechanism

Test Engineer/BR Team

1.00

2.00

2.50

1.92

Test data setup

Test Engineer

1.00

2.00

2.00

1.83

Start BVT

Test Engineer/BR Team

1.00

1.50

2.00

1.50

Test Execution

Test Engineer

40.00

60.00

80.00

60.00

Log defects

Test Engineer

2.00

3.00

4.00

3.00

Requirements Analysis

Project Plan Test Planning

Test Estimation

Test Design

Test Environment

Test Execution SIT Cycle Functional Round 1

Copyright 2005 IBM Corporation. All rights reserved.

Version 1.0

Wide Band Delphi/PERT Spreadsheet

Project Name Generate Test Report

Test Engineer

1.00

2.00

2.00

1.83

Start BVT

Test Engineer/BR Team

1.00

1.50

2.00

1.50

Defect Verification

Test Engineer

3.00

4.00

5.00

4.00

Defect Correction Test

Test Engineer

30.00

40.00

50.00

40.00

Log defects

Test Engineer

2.00

3.00

4.00

3.00

Generate Test Report

Test Engineer

1.00

2.00

2.00

1.83

Start BVT

Test Engineer/BR Team

1.00

1.50

2.00

1.50

System functional testing

Test Lead, Test Engineer

40.00

60.00

80.00

60.00

Compatibility Testing

Test Engineer

6.00

7.00

8.00

7.00

Security Testing

Test Engineer

8.00

10.00

12.00

10.00

End to End Testing

Test Engineer

8.00

10.00

12.00

10.00

Log defects

Test Engineer

3.00

4.00

5.00

4.00

Generate Test Report

Test Engineer

1.00

2.00

2.00

1.83

Production Test environment setup

Test Lead, Test Engineer

4.00

6.00

7.00

5.83

Test data setup

Test Engineer

1.00

2.00

2.00

1.83

Start BVT

Test Engineer

1.00

1.50

2.00

1.50

Test Execution

Test Engineer

5.00

6.00

6.00

5.83

Log defects

Test Engineer

2.00

3.00

4.00

3.00

Generate Test Report

Test Engineer

1.00

2.00

2.00

1.83

Defect Review Meeting

Test Lead, Test Manager

12.00

14.00

16.00

14.00

Project Status Meeting

Test Lead, Test Manager

12.00

14.00

16.00

14.00

Daily Stand up meeting

Test Lead, Test Manager, Test Engineer

10.00

12.00

12.00

11.67

Release Notes

Test Lead, Test Manager

2.00

3.00

3.00

2.83

Test Summary

Test Lead

1.00

2.00

2.00

1.83

RTM Generation

Test Lead

3.00

4.00

4.00

3.83

Lessons learnt

Test Lead

2.00

3.00

4.00

3.00

RCA study

Test Lead

3.00

4.00

5.00

4.00

419.00

610.00

786.50

607.58

Functional Round 2

Functional Round 3

Post Deployment Testing

Other activities

Release

Project Closure

Details No. of estimators Productive hours. per day

3 6.50

Expenses Travel Education

$1 $1

Copyright 2005 IBM Corporation. All rights reserved.

Work Breakdown Structure

A work breakdown structure (WBS), in project management and systems deliverable oriented decomposition of a project into smaller components. project's discrete work elements in a way that helps organize and define project. The Work Break down structure should include any and all tasks that are Version 1.0 Project, which is being estimated.

project. Project Name Hardware Software

$1 $1

Summary Total effort hours Total elapsed days

607.58 93.47

Note 1. A red dot in the top right hand corner of a field represents additional notes. To view the notes, click the field you are interested in, then press Alt + I and then T. 2. Green cells are calculated automatically. Do not enter data.

Wide Band Delphi/PERT Spreadsheet The Work Break down structure should include any and all tasks that are Project, which is being estimated. 1).Break sizing into smaller, easier to estimate tasks a.Decompose the test project into phases. b.Decompose each phase into constituent activities c.Decompose each activity into tasks and subtasks until each task or sub composition 2).Taking risk priority into account a.Set up dependencies b.Dependent tasks internal to the test subproject. c.Document dependencies, resources, and tasks external to the test subp involve collaborative processes ) 3) Estimate the effort in person-hours. The Result of various tasks involved in step 1 is an effort estimate in pers various Project tasks expressed in person-hours is also influenced by vari a) Experience/Capability of the Team members b) Technical resources c) Familiarity with the Tools, Techniques and Technology platform 4) Estimate the schedule in calendar months The Project Planners work closely with the Technical Leads, Project Manag and create a Project schedule. Tight Schedules may impact the Cost need application.

This is Bottom - Up Strategy for Test Estimation. The technique is called b the tasks which is at the lowest level of the work breakdown hierarchy yo dependencies and resources. In bottom up strategy, estimates are not ta all stakeholders , individual contributors , experts and experienced staff idea is to draw on the collaborative wisdom of the team members to arriv estimates

Copyright 2005 IBM Corporation. All rights reserved.

Version 1.0

Wide Band Delphi/PERT Spreadsheet

Project Name

WBS

Assumptions

Project Initiation Scope of Testing

Requirements Analysis

Project Plan Test Planning

Test Estimation

Test Design

Test Environment

Test Execution SIT Cycle Functional Round 1

Copyright 2005 IBM Corporation. All rights reserved.

Version 1.0

Wide Band Delphi/PERT Spreadsheet

Project Name Functional Round 2

Functional Round 3

Post Deployment Testing

Other activities

Release

Project Closure

Details

No. of estimators Productive hours. per day breakdown structure (WBS), in project management and systems engineering, is a able oriented decomposition of a project into smaller components. It defines and groups a 's discrete work elements in a wayExpenses that helps organize and define the total work scope of the Travel . Education ork Break down structure should include any and all tasks that are within the scope of the Copyright 2005 IBM Corporation. All rights reserved. , which is being estimated.

Breakdown Structure

Version 1.0

.

Project Name ork Break down structure should include any and all tasks that are within the scope of the Hardware , which is being estimated. Software k sizing into smaller, easier to estimate tasks mpose the test project into phases. Summary mpose each phase into constituent activities mpose each activity into tasks and subtasks until each task or subtask at the lowest level of Total effort hours sition Total elapsed days ng risk priority into account p dependencies Note ndent tasks internal to the test subproject. 1. A red dot in the top right hand corner of a field represents additional notes. ment dependencies, resources, and tasks external to the test subproject (i.e., those that To view the notes, click the field you are interested in, then press Alt + I and then T. collaborative processes ) 2. Green cells are calculated automatically. Do not enter data. mate the effort in person-hours. sult of various tasks involved in step 1 is an effort estimate in person hours. The effort of Project tasks expressed in person-hours is also influenced by various factors such as: erience/Capability of the Team members nical resources liarity with the Tools, Techniques and Technology platform mate the schedule in calendar months oject Planners work closely with the Technical Leads, Project Manager and other stakeholders eate a Project schedule. Tight Schedules may impact the Cost needed to develop the tion.

Wide Band Delphi/PERT Spreadsheet

Bottom - Up Strategy for Test Estimation. The technique is called bottom-up since based on ks which is at the lowest level of the work breakdown hierarchy you estimate the duration, dencies and resources. In bottom up strategy, estimates are not taken by a single person but keholders , individual contributors , experts and experienced staff members collectively. The to draw on the collaborative wisdom of the team members to arrive at accurate test tes

Copyright 2005 IBM Corporation. All rights reserved.

Version 1.0

Wide Band Delphi/PERT Spreadsheet

Project Name

Three Point Estimation Project Name : RIS Project Scope : Functional Estimators: 3 Methodology Stage or Activity

Tasks

Estimation Level: Low Date: 15/4/2011

Team(s), Role(s) or Individual(s) Responsible for Execution of Task

Best Case Estimate (a)

Most Likely Estimate (m)

Worst Case Estimate (b)

Earned Value

Project Initiation Scope of Testing

Requirement Study

Test Lead, Test Engineer

20.00

30.00

40.00

30.0

IN & OUT of Scope

Test Lead, Test Manager

8.00

12.00

16.00

12.0

Identify Risks

Test Lead, Test Manager

8.00

12.00

16.00

12.0

High Level Estimation

Test Manager

6.00

8.00

10.00

8.0

Requirement session

Test Lead, Test Engineer, Test Manager

4.00

6.00

8.00

6.0

Requirement Review

Test Lead, Test Engineer, Test Manager

20.00

30.00

40.00

30.0

Create MBT

Test Engineer

12.00

16.00

20.00

16.0

Requirement Decomposition

Test Engineer

12.00

16.00

20.00

16.0

4.00

8.00

12.00

8.0

Requirements Analysis

0.0

Project Plan

0.0

Test Planning Scope of Testing

Test Lead, Test Manager

8.00

12.00

16.00

12.0

Master Test Plan

Test Lead, Test Manager

12.00

16.00

20.00

16.0

Test Scenarios

Test Engineer

8.00

12.00

16.00

12.0

Review & Rework Test Plan

Test Lead, Test Manager

Estimate testing project size, effort, cost & schedule

Test Lead, Test Manager

6.00

8.00

10.00

8.0

Compare estimations

Test Lead, Test Manager

3.00

4.00

5.00

4.0

Review & Rework Estimation

Test Lead, Test Manager

4.00

6.00

8.00

6.0

Review & rework Test scenarios

Test Engineer

8.00

12.00

16.00

12.0

Test design technique

Test Engineer

3.00

4.00

5.00

4.0

Prepate test cases

Test Engineer

40.00

60.00

80.00

60.0

Review & Rework test cases

Test Engineer

20.00

40.00

60.00

40.0

Hardware & Software setup

Test Lead, Test Engineer

4.00

6.00

7.00

5.9

Build Install mechanism

Test Engineer/BR Team

1.00

2.00

2.50

2.0

Test data setup

Test Engineer

1.00

2.00

2.00

1.9

0.0

Test Estimation

0.0

Test Design

0.0

Test Environment

0.0

Test Execution

0.0

SIT Cycle Functional Round 1

0.0 0.0 Start BVT

Test Engineer/BR Team

1.00

1.50

2.00

1.5

Test Execution

Test Engineer

40.00

60.00

80.00

60.0

Log defects

Test Engineer

2.00

3.00

4.00

3.0

Generate Test Report

Test Engineer

1.00

2.00

2.00

1.9

Copyright 2005 IBM Corporation. All rights reserved.

Version 1.0

Wide Band Delphi/PERT Spreadsheet

Project Name Functional Round 2

0.0 Start BVT

Test Engineer/BR Team

Defect Verification

Test Engineer

3.00

4.00

5.00

4.0

Defect Correction Test

Test Engineer

30.00

40.00

50.00

40.0

Log defects

Test Engineer

2.00

3.00

4.00

3.0

Generate Test Report

Test Engineer

1.00

2.00

2.00

1.9

1.00

1.50

2.00

Functional Round 3

1.5

0.0 Start BVT

Test Engineer/BR Team

1.00

1.50

2.00

1.5

System functional testing

Test Lead, Test Engineer

40.00

60.00

80.00

60.0

Compatibility Testing

Test Engineer

3.00

4.00

4.00

3.9

Security Testing

Test Engineer

4.00

5.00

6.00

5.0

End to End Testing

Test Engineer

8.00

8.00

10.00

8.4

Log defects

Test Engineer

3.00

4.00

5.00

4.0

Generate Test Report

Test Engineer

1.00

2.00

2.00

1.9

Production Test environment setup

Test Lead, Test Engineer

4.00

6.00

7.00

5.9

Test data setup

Test Engineer

1.00

2.00

2.00

1.9

Start BVT

Test Engineer

1.00

1.50

2.00

1.5

Test Execution

Test Engineer

5.00

6.00

6.00

5.9

Log defects

Test Engineer

2.00

3.00

4.00

3.0

Generate Test Report

Test Engineer

1.00

2.00

2.00

1.9

Defect Review Meeting

Test Lead, Test Manager

12.00

14.00

16.00

14.0

Project Status Meeting

Test Lead, Test Manager

12.00

14.00

16.00

14.0

Daily Stand up meeting

Test Lead, Test Manager, Test Engineer

10.00

12.00

12.00

11.7

Release Notes

Test Lead, Test Manager

2.00

3.00

3.00

2.9

Test Summary

Test Lead

1.00

2.00

2.00

1.9

RTM Generation

Test Lead

3.00

4.00

4.00

3.9

Lessons learnt

Test Lead

2.00

3.00

4.00

3.0

RCA study

Test Lead

3.00

4.00

5.00

4.0

Post Deployment Testing

0.0

Other activities

0.0

Release

0.0

Project Closure

0.0

Totals E (Project Work) SD (Project Work) Project Estimate > 95% Confidence

599 599.00 16 725

Three Point Estimation Three Point Estimation technique is based on statistical methods, and in particular, the Normal distribution. In Three Point Estimation we produce three figures for every estimate: a = the best case estimate Copyright 2005 IBM Corporation. All rights reserved.

Version 1.0

Three Point Estimation technique is based on statistical methods, and in particular, the Normal distribution. In Three Point Wide Band Delphi/PERT Spreadsheet Projectwe Name Estimation produce three figures for every estimate: a = the best case estimate m = the most likely estimate b = the worst case estimate These values are used to calculate an E value for the estimate and a Standard Deviation (SD) where: E = (a + (4*m) + b) / 6 SD = (b - a)/6 E is a weighted average which takes into account both the most most optimistic and pessimistic estimates provided and SD measures the variability or uncertainty in the estimate. To produce a project estimate the Project Manager: Decomposes the project into a list of estimable tasks, i.e. a Work Breakdown Structure Estimates each the E value and SD for each task. Calculates the E value for the total project work as E (Project Work) = Σ E (Task) Calculates the SD value for the total project work as SD (Project Work) =  √Σ SD (Task) 2 We then use the E and SD values to convert the project estimates to Confidence Levels as follows: Confidence Level in E value is approximately 50% Confidence Level in E value + SD is approximately 70% Confidence Level in E value + 2 * SD is approximately 95% Confidence Level in E value + 3 * SD is approximately 99.5% Enter the a,m, and b values for each Task into columns C,D and E. The E and SD values for each task will be calculated and displayed in columns F and G. A task estimate with at least 95% confidence and the required task booking value is calculated and displayed in columns H and J. Based on the individual task estimates the E value and SD for the project will be calculated and displayed as will the overall work estimate for the project with at least 95% confidence levels.

Copyright 2005 IBM Corporation. All rights reserved.

Version 1.0

Wide Band Delphi/PERT Spreadsheet

Project Name

Methodology Stage or Activity

SD Value

Task Estimate 95% Confidence SD**2

Project Initiation Scope of Testing

3.4

36.8

11.60

1.4

14.8

2.00

1.4

14.8

2.00

0.7

9.4

0.50

0.0

0.0

0.00

0.7

7.4

0.50

3.4

36.8

11.60

1.4

18.8

2.00

1.4

18.8

2.00

Project Plan

0.0

0.0

0.00

Test Planning

1.4

10.8

2.00

1.4

14.8

2.00

1.4

18.8

2.00

1.4

14.8

2.00

0.0

0.0

0.00

0.0

0.0

0.00

0.7

9.4

0.50

0.4

4.8

0.20

0.7

7.4

0.50

0.0

0.0

0.00

1.4

14.8

2.00

0.4

4.8

0.20

6.7

73.4

44.90

6.7

53.4

44.90

0.0

0.0

0.00

0.5

6.9

0.30

0.3

2.6

0.10

Requirements Analysis

Test Estimation

Test Design

Test Environment

0.2

2.3

0.10

Test Execution

0.0

0.0

0.00

SIT Cycle Functional Round 1

0.0

0.0

0.00

0.0

0.0

0.00

0.2

1.9

0.10

6.7

73.4

44.90

0.4

3.8

0.20

0.2

2.3

0.10

Copyright 2005 IBM Corporation. All rights reserved.

Version 1.0

Wide Band Delphi/PERT Spreadsheet

Project Name Functional Round 2

Functional Round 3

Post Deployment Testing

Other activities

Release

Project Closure

0.0

0.0

0.00

0.2

1.9

0.10

0.4

4.8

0.20

3.4

46.8

11.60

0.4

3.8

0.20

0.2

2.3

0.10

0.0

0.0

0.00

0.2

1.9

0.10

6.7

73.4

44.90

0.2

4.3

0.10

0.4

5.8

0.20

0.4

9.2

0.20

0.4

4.8

0.20

0.2

2.3

0.10

0.0

0.0

0.00

0.5

6.9

0.30

0.2

2.3

0.10

0.2

1.9

0.10

0.2

6.3

0.10

0.4

3.8

0.20

0.2

2.3

0.10

0.0

0.0

0.00

0.7

15.4

0.50

0.7

15.4

0.50

0.4

12.5

0.20

0.0

0.0

0.00

0.2

3.3

0.10

0.2

2.3

0.10

0.2

4.3

0.10

0.0

0.0

0.00

0.4

3.8

0.20

0.4

4.8

0.20

725

Three Point Estimation

Three Point Estimation technique is based on statistical methods, and in particular, the Normal distribution. In T Estimation we produce three figures for every estimate: Version 1.0 Copyright 2005 IBM Corporation. All rights reserved.a = the best case estimate

Project Name

Three Point Estimation technique is based on statistical methods, and in particular, the Normal distribution. In T Wide Band Delphi/PERT Spreadsheet Estimation we produce three figures for every estimate: a = the best case estimate m = the most likely estimate b = the worst case estimate These values are used to calculate an E value for the estimate and a Standard Deviation (SD) where: E = (a + (4*m) + b) / 6 SD = (b - a)/6 E is a weighted average which takes into account both the most most optimistic and pessimistic estimates prov measures the variability or uncertainty in the estimate. To produce a project estimate the Project Manager: Decomposes the project into a list of estimable tasks, i.e. a Work Breakdown Structure Estimates each the E value and SD for each task. Calculates the E value for the total project work as E (Project Work) = Σ E (Task) Calculates the SD value for the total project work as SD (Project Work) =  √Σ SD (Task) 2 We then use the E and SD values to convert the project estimates to Confidence Levels as follows: Confidence Level in E value is approximately 50% Confidence Level in E value + SD is approximately 70% Confidence Level in E value + 2 * SD is approximately 95% Confidence Level in E value + 3 * SD is approximately 99.5%

Enter the a,m, and b values for each Task into columns C,D and E. The E and SD values for each task will be ca displayed in columns F and G. A task estimate with at least 95% confidence and the required task booking valu calculated and displayed in columns H and J.

Based on the individual task estimates the E value and SD for the project will be calculated and displayed as wi work estimate for the project with at least 95% confidence levels.

Copyright 2005 IBM Corporation. All rights reserved.

Version 1.0

Hybrid Test Estimation (Delphi & Size based) Test Basis # Requirements Speed TCD Speed TCE Resources taken into account Average TC's per Reqmt Size (#Testcases)

Best Case Optimized caseWorst case Expected case

Tasks

Best Case Optimized caseWorst case Expected case

Requirement Analysis Test Case Design Test Execution (FR1) Defect Correction Testing (FR2) System Testing (FR3)

120 3 8 2 8 960

60 320 120 40 120

TOTAL EFFORT (Hours) 660 TOTAL EFFORT (Days) 101.538462 TOTAL EFFORT (Person Da50.7692308

120 2 5 2 8 960

120 1 3 2 8 960

120 2 5.1666666667 2 8 960

60 480 192 64 192

60 60 960 533.3333333333 320 201.3333333333 106.6666666667 67.1111111111 320 201.3333333333

988 152 76

1766.67 1063.11111 271.794872 163.555556 135.90 81.7777778

Dependencies on the quality of unit testing proper code reviews Proper design and reviews on component integration testing on timelines for deliverable by PD on quality of skill of resources on tracebility and dependency matrix for all features by PM and PD

Risks involved Unstablility of Test environment unplanned builds to QC Scope creep based on baselined requirements Unplanned CR's Resource non-availability

Delphi & Size based estimation This Estimation technique is a mixture of Delphi and Size based, taking into account prev history and experience and then arriving at three figures (Best, Optimized and worst)for every estimate. Scope/Basis: No of Reqmts/Usecases/CR's/Defects Size determination: Derive #TC's to be designed using level of reqmts/#Usecases/#CR's/#Defects   Defect Prediction: 30% failure rate (New project) Predictive Rayleigh Model   Effort determination (Test case design & Test execution): Speed (tc/hr) - Ask the team on the speed for Best, Worst and Optimal cases Size(#tc’s)

Derive #TC's to be designed using level of reqmts/#Usecases/#CR's/#Defects   Defect Prediction: 30% failure rate (New project) Predictive Rayleigh Model   Effort determination (Test case design & Test execution): Speed (tc/hr) - Ask the team on the speed for Best, Worst and Optimal cases Size(#tc’s)   Schedule: Effort(hrs) = Size/Speed # Resources   Timelines: Start Date Estimated days for Completion Completion Date

cted case TC/hr TC/hr

Testing Phase

Tasks

Requirement

Analysis & Review Decomposition Test Scenario Test cases Review Installation Test Data setup Functional Integration System Logging Defect Review Test Reporting RTM

Test Design

Test Environment

Remarks Effort in Hrs Effort in Hrs Effort in Hrs Effort in Hrs Effort in Hrs

t prev history and estimate.

Test Execution

Defect Reports

Requirement Levels considered Level 1 - 16TC's Level 1 - 9TC's Level 2 - 12TC's Level 2 - 6TC's Level 3 - 8TC's Level 3 - 3TC's Level 4 - 4TC's

Hybrid Test Estimation (Delphi & Size based) RIS

Project Scope of Project Modules targeted No. of Requirements

#TC's/Reqmt Estimation Approach Estimation Phase Estimation Risk

SIT 1 120

Project Start Date

25-Sep-10

No.of Resources

Effort Distribution Coverage

Maximum 960 320 49

Initial WP Size Effort Person Hour Effort Person Day Tasks Documentation Req. Understanding Design Review Execution Non-Project Total

Optimized 960 480 74

Basic 960 960 148

Effort Distribution

Effort Person Hours

Person Days

Effort Person Hours

Person Days

Effort Person Hours

15.00% 20.00% 25.00% 5.00% 20.00% 15.00%

48.00 64.00 80.00 16.00 64.00 48.00

7.38 9.85 12.31 2.46 9.85 7.38

72.00 96.00 120.00 24.00 96.00 72.00

11.08 14.77 18.46 3.69 14.77 11.08

144.00 192.00 240.00 48.00 192.00 144.00

100%

320.00

49.23

480.00

73.85

960.00

No.of Days Estimated Finish Date

25 26-Oct-10

37 11-Nov-10

Delphi & Size based estimation This Estimation technique is a mixture of Delphi and Size based, taking into account prev history and experience and then arriving at three figures (Best, Optimized and worst)for every estimate. Scope/Basis: No of Reqmts/Usecases/CR's/Defects Size determination: Derive #TC's to be designed using level of reqmts/#Usecases/#CR's/#Defects   Defect Prediction: 30% failure rate (New project) Predictive Rayleigh Model   Effort determination (Test case design & Test execution): Speed (tc/hr) - Ask the team on the speed for Best, Worst and Optimal cases Size(#tc’s)   Schedule: Effort(hrs) = Size/Speed # Resources   Timelines: Start Date Estimated days for Completion Completion Date

Schedule: Effort(hrs) = Size/Speed # Resources   Timelines: Start Date Estimated days for Completion Completion Date

8 Hybrid Initial Medium 2 Basic 960 960 148 Person Days

22.15 29.54 36.92 7.38 29.54 22.15 147.69

74 28-Dec-10

to account prev history and for every estimate.

ects

ases

Legend Speed 3 Speed 2 Speed 1

Size Speed Effort

Requirements are level 3. Assumptions: 6.5hrs productive hours per person day. Note Enter data only in yellow cells

nd # Reqmts * #TC's/reqmt #TC's/hr Size/Speed

level 3. hours per person day. yellow cells