CO-IMP-MO – the use of COCOMO II to improve Rolls-Royce

©2011 Rolls-Royce plcThe information in this document is the property of Rolls-Royce plc and may not be copied or communicated to a third party, or used for any purpose other than that for which it is supplied without the express written consent of Rolls-Royce plc.

This information is given in good faith based upon the latest information available to Rolls-Royce plc, no warranty or representation is given concerning such information, which must not be taken as establishing any contractual or other commitment binding upon Rolls-Royce plc or any of its subsidiary or associated companies.

CO-IMP-MO – the use of COCOMO II to improve Rolls-Royce

Andy Nolan BSc Hons, CEng, FBCS, CITPChief of Software improvement – The Software Centre of Excellence

Satpaul Sall BSc HonsSoftware Technologist – The Software Centre of Excellence

Rolls-Royce data

AbstractValidating Improvement Initiatives - Using COCOMO

to verify improvement projects/programmes being delivered by the engineering organisation. Are we failing to recognise which areas of improvement we need to be tackling as a business? COCOMO has allowed us to show Rolls-Royce the key factors affecting programme/project performance & effectiveness. This has had big pull from the corporate Engineering Improvements team who want to use this method to verify many improvement projects. The presentation provides an overview of the tool and some of the results it produces.

2

Rolls-Royce data

3

Rolls-Royce data

4The need for Software Product Lines The Control Systems department

is responsible for the Engine Electronic Controllers (EECs) for a range of small and large gas turbine engines for the aerospace industry.

The software is developed to DO-178B Level-A standards

The company has been developing high integrity software for over 20 years and has extensive data on its processes and productivity.

We have the largest order book in history, new engine development places greater demand on the software team (shorter time scales and lower costs)

Rolls-Royce data

The PhilosophyAn improvement project should

be estimated and managed to the same rigour as a

development project of its equivalent size and risk

5

Rolls-Royce data

6

COCOMOA unifying language

SoftwareSupplier

COCOMO

Challenging our supplier

costs.

HardwareCOCOMO

HardwareSupplier

COCOMO

Using many SW factors to estimate hardware

engineeringCO-Imp-MO Improvement

COCOMO

Using COCOMO to identify &

validate improvements

CO-RISK-MORisk

Management

Using the model to identify and

quantify risk

CO-Bus-MOEnterprise business

performanceBenchmarking the business

Estimation & eliciting key

assumptions & negotiation

Rolls-Royce data

COCOMOA unifying language

SoftwareSupplier

COCOMO

Challenging our supplier

costs.

HardwareCOCOMO

HardwareSupplier

COCOMO

Using many SW factors to estimate hardware

engineeringCO-Imp-MO Improvement

COCOMO

Using COCOMO to identify &

validate improvements

CO-RISK-MORisk

Management

Using the model to identify and

quantify risk

CO-Bus-MOEnterprise business

performanceBenchmarking the business

Estimation & eliciting key

assumptions & negotiation

Estimation

Elicitation

Diagnostics

Rolls-Royce data

The problemImprovements are often peoples

“pet” subjects, based on politics, overlook the “elephant in the room”, lack evidence to

justify their claims and can easily overspend and under-

succeed

8

Rolls-Royce data

9COCOMO is at the heart of our business

Monitor

& Control Project

Improve

capability

Set Project

Goals & Targets

Business Goals

Understand

Capability

Benchmark

Capability

Estimate

& Plan Project

Anticipate riskIdentify improvementsValidate improvementsBenchmark the businessMake better decisions



Estimating the Benefit of Improvements

Rolls-Royce data

The PhilosophyIf COCOMO II models the cost of a

project then it can also model the benefits of improvements. Any improvement that does not

affect a factor in COMO is unlikely to deliver significant engineering improvements

11

Rolls-Royce data

12

Estimating Improvement benefits

Improvement

Benefit is calculated as the % influence over each COCOMO factor. Each COCOMO factor has a difference

sensitivity and each improvement will affect each factor differently

CO

CO

MO

Rolls-Royce data

13


Improvement

Benefit is calculated as the % influence over each COCOMO factor. Each COCOMO factor has a difference sensitivity and each

improvement will affect each factor differently

%Benefit = %influence * COCOMO Factor

CO

CO

MO

Benefit

Rolls-Royce data

14


ImprovementC

OC

OM

OSe

ctor

FT

EC

OC

OM

OImprovement

FTE’s affected is based upon the number of FTE’s in each business section multiplied by the % affected by the

improvement initiative

ImprovementC

OC

OM

O

Rolls-Royce data

15


ImprovementC

OC

OM

OSe

ctor

FT

EC

OC

OM

OImprovementImprovement

CO

CO

MO

Example 1

£/$Benefit = %Benefit * FTE * Hours per year *

Cost Rate

Rolls-Royce data

16


Year

10% 100% 50%

50% 100%

100%

25%

50%

75%

ImprovementC

OC

OM

OSe

ctor

FT

EC

OC

OM


CO

CO

MO

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

Example 2

Rolls-Royce data

17Estimating Improvement benefits

Year

10% 100% 50%

50% 100%

100%

25%

50%

75%

10 100 50%

50 100

100

25

50

75

Cos

t£

ImprovementC

OC

OM

OSe

ctor

FT

EC

OC

OM


CO

CO

MO

Example 3

Rolls-Royce data

18


Year

10% 100% 50%

50% 100%

100%

25%

50%

75%

10 100 50%

50 100

100

25

50

75

Cos

t£

ImprovementC

OC

OM

OSe

ctor

FT

EC

OC

OM


CO

CO

MO



Eliciting Improvement

Rolls-Royce data

Risks & Opportunities

-20%

-15%

-10%

-5%

0%

5%

10%

15%

Hou

rs p

er M

onth

New

KS

LOC

RE

VL

(Req

Evo

lutio

n &

Vola

tility

)

S&R

- %

rew

ork

(pla

nned

or

unpl

anne

d)

PR

EC

- pr

ojec

t pre

cede

nted

ness

FLE

X -

Dev

elop

men

t fle

xibi

lity

RE

SL

- R

isk

reso

lutio

n

ARC

H -

Arc

hite

ctur

al r

esol

utio

n

TEA

M -

team

coh

esio

n

PM

AT

- P

roce

ss m

atur

ity

RE

LY r

elia

bility

DA

TA -

test

dat

a co

mpl

exity

CP

LX -

com

plex

ity o

f pro

duct

RU

SE

- de

velo

ping

for

reus

e

DO

CU

- ad

ditio

nal d

ocum

enta

tion

TIM

E -

exec

utio

n tim

e

STO

R -

sto

rage

use

PVO

L -

plat

form

vol

atilit

y

AC

AP

- A

naly

st c

apab

ility

PC

AP

- p

rogr

amm

er c

apab

ility

(cod

e)

PC

ON

- P

erso

nnel

con

tinui

ty

APE

X -

app

licat

ion

expe

rienc

e

PLE

X - p

latfo

rm e

xper

ienc

e

LTE

X -

lang

uage

& to

ol e

xper

ienc

e

TO

OL

- to

ol c

apab

ility

SITE

- d

evel

opm

ent s

ites

SCE

D -

dev

elop

men

t sch

edul

e

MC

AP -

Man

agem

ent C

apab

ility

MEX

P -

Man

agem

ent E

xper

einc

e

MTO

L -

Man

agem

ent T

ools

TAS

K -

Tas

k P

riorit

y

FR

AG

- T

ask

Fra

gmen

tatio

n

% Im

pact

on

Proj

ect C

ost

RiskOpportunity

20Project 3-point Estimate

Risk Log

Improvement Log

Rolls-Royce data

Business Average Performance 21

Best Value

Nominal Value

Worst Value

Business average: where the business needs to invest

Rolls-Royce data

Diagnostics Tool 22

Best Value

Nominal Value

Worst Value

Business average: where the business needs to invest



Conclusion

Rolls-Royce data

Conclusions

COCOMO II challenges the businessAre our improvements worthwhileAre we improving the right things

It has had the effect ofStopping some initiativesChanging many other initiativesCreating new ideas in the business

24

Rolls-Royce data

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

enough to change project and business behaviour for the

better.

25

CO-IMP-MO – the use of COCOMO II to improve Rolls-Royce

Documents

Transcript of CO-IMP-MO – the use of COCOMO II to improve Rolls-Royce