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We see developers avoid providing estimates as much as possible. This is because they feel like (and indeed are) making commitments long before they have the necessary information considering their scope of activities. In practical terms management wants to transfer the risk of uncertainty to them by setting goals based on those commitments. Are there alternatives to this madness? ago.

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The preparation of proposals or the agreement of targets require minimal investment in the development of information on the problem and the proposed solution. This promotes the unfeasibility of performing direct estimates of the effort for activities within the scope of the fixed global price. When trying to do this, the activities still unknown are unconsidered or only a fraction, which one already imagines not knowing, makes up the price.

In short, it is difficult to directly estimate effort or cost. The solution is to identify cost factors more easily measured or evaluated at proposal time and their relationships with the effort to be invested.

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The simplest models are those with two parameters: the measurement or approximation in function points, associated with similarity criteria such as the technology used.

Often, these models use market indicators that do not know the origin or their compatibility with the processes that are desired to be estimated. They fail to consider other relevant factors about the process, platform, project and people involved in deliveries. Finally, they do not consider in their results the uncertainty inherent to any estimate.

This service seeks to overcome these limitations by understanding its process, identifying cost factors, collecting and analyzing data in order to develop an estimate model implemented in an "estimator" appropriate to its needs. However, this is not the most important end product! It acts as a catalyst in the maturation of its processes and organization.

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Change the focus, operational, on estimates to a tactical-strategic perspective; positioning estimates in a methodological perspective that identifies, evaluates and allows to elaborate responses, which reduce the negative impact of risks while maximizing the potential of the business.

The estimator is a catalyst for this change and aims to estimate effort from early stages of development, when there is still no detailed information of requirements or architecture.

Metrics, models and constants make it easy to overcome the barrier of available information, which is inherently uncertain and incomplete. It complements, or even exceeds, the estimate based on the evaluation of visible activities and subsequent totalization. Decreases the intrinsic bias to the person who estimates; their sensitivity to risks; and level of technical knowledge of the work to be carried out.

The intention is to reduce the need to mobilize delivery teams, whose natural tendency is to focus on the micro to the detriment of the macro and, thus, limit their evaluation to what is being explicitly requested and disregarding the information that is revealed throughout the development.
Briefly, it is an important knowledge management tool that also promotes the maturation of the organization and its processes in a pragmatic way.

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This is a consulting service and; therefore, it depends on the specific need of the customer. In general, we analyze documents and conduct interviews to better understand the process, which we want to estimate, the time when development is within this process and the availability of internal performance data.

As the case may be, we use our expertise in developing estimation models in our own "calculator" or use general performance references to meet the needs of our customers. We have the services of our Budget Center, which may derive measures used as insums in the estimates according to the information collected.

Finally, our software estimates consultancy seeks to build with you the best solution for your need from the various specialties integrated by FATTO.

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FATTO in Foco
Ano 02 | No. 05 | August 2017

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FATTO in Foco
Ano 02 | No. 04 | March 2017

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IFPUG MetricViews
Volume 9 | Issue 1 | Jan/2015

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IFPUG MetricViews
Volume 9 | Issue 1 | Jan/2015

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IFPUG MetricViews
Volume 9 | Issue 1 | Jan/2015

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