This document provides guidance on how to estimate the size, effort, cost, and schedule of a software project using a COCOMO II-based estimation toolkit. The key steps include: 1) Estimating the project size in function points and source lines of code based on features and components. 2) Calculating effort based on the size, selected scaling factors, and effort multipliers. 3) Distributing the effort across project phases and calculating costs using selected rate tiers. 4) Generating a project plan and schedule based on resources and potential delays to determine if the estimated duration meets client needs.

1. Introduction
TS Cocomo II based estimated sheet is a toolkit for software sizing and estimation. One can estimate the size of work using FP
SLOC. Effort is then estimated using Cocomo II. Effort can then be distributed into different project phases and the project cos
calculated. There is a Rates Sheet for selecting appropriate rate for a specific customer.
FP (Function Points)
Function points are a unit measure for software much like an hour is to measuring time, miles are to measuring distance or Ce
measuring temperature
SLOC
Source Line of Code, one line in a computer program. In many languages, each SLOC ends with a semicolon. SLOC is used i
COCOMO as the basis for estimating software-development time.
Cocomo II
COCOMO is a model designed by Barry Boehm to give an estimate of the number of programmer-months it will take to develo
software product
How to estimate project size using this toolkit?
Pre-requisite of using this sheet is that user should have familiarity of Function Points (FP). He should be aware of FP counting
the FPs sheet for each feature/component of the application estimate the count and complexity of Internal Logical Files (ILF), E
Interface Files (EIF), External Inputs (EI), External Outputs (EO) and External Queries (EQ). There are 3 columns Low, Avg. a
under each category; these columns should have the count of low, average and high complexity components against each app
feature. Guidelines on how to judge complexity are provided in comments of ILF, EIF and other headings at the top. Totals are
automatically calculated.
If there are some features in the applications which doesn't support creation of front-end or maintenance of back-end tables th
cannot measure its size. Example of such features is any special code libraries that are invoked on schedule or through some
means to do certain functions. For such functions estimate the lines of code in SLOC sheet. Provide feature details, the progra
language it will be written in and the estimated LOC count and system will automatically calculate its FPs.
How to estimate effort using this toolkit?
After the FPs and SLOC is estimated go to the effort sheet and estimate the scaling factors and effort multipliers. Guidelines o
select appropriate value for an effort multiplier or the scaling factor are provided in comments of their respective description. A
have selected the appropriate values please check the consolidated size and effort estimates below.
Now the effort is calculated and its time to break this effort into different phases of the project. Please set the percentages in th
Distribution" sheet. Ensure that all percentage should sum to 100%. After setting the percentages please check the effort brea
"Effort Summary" sheet.
How to estimate Cost using this toolkit?
After the size and effort are estimated its time to estimate cost. First go to the "Rates" sheet to select primary and secondary ra
After selecting the factor check what is the rate tier selected by the system. If "Borderline Case" appear next to the selected ra
should double check if the selected rate is appropriate.
After selecting the rate go to the cost sheet and adjust effort to quote. Round the effort numbers if you feel appropriate. Also ch
blended rate is appropriate and competitive.
How to estimate schedule using this toolkit?
After the cost estimation is complete go to the "Plan sheet" to check if the project can be finished in appropriate duration. Adju
Resources, Slacks and Other Factors and then check if the estimated project duration is appropriate and feasible to the client.
schedule is not appropriate then re-adjust resources etc to verify if the required project duration can be achieved.

2. ILF EIF EI EO EQ
Features Comments Reference Low Avg High Low Avg High Low Avg High Low Avg High Low
Feature 1 0 0 0 0 0 0 1 0 0 0 0 0 0
Feature 2 1 0 0 0 0 0 0 1 0 0 0 0 0
Feature 3 0 0 0 0 0 0 0 1 0 0 0 0 0
Feature 4 0 0 0 0 0 0 2 0 0 0 0 0 0
Total Artifacts 1 0 0 0 0 0 3 2 0 0 0 0 0
Total FP 24

3. EQ
Avg High Total FPs
0 0 3
0 0 11
0 0 4
0 0 6
0 0

4. Features Comments Reference Language Estimated SLOC
Feature 5 Java 300
Feature 6 Java 500
Feature 7 Java 100
Total: 900

5. Total FPs
5.6604
9.4340
1.8868
16.9811

6. Cocomo II
PM = A*Size^E*Product(All Effort Multipliers - EM)
Exponent E = B+(0.01*SUM(Scaling Factors))
Scaling Factors
SF Description Level Value
Maturity Process Maturity Nominal 4.68
Experience of similar
PREC Projects Very High 1.24
Flexibility required in the
FLEX System Very Low 0
TEAM Team Conhesiveness Extremely High 0
Project Risk and
RESL Architectural Complexity Nominal 2.83
Effort Multiplier EM
EM Description Level Value
System reliability,
complexity and size
RCPX indicator Very Low 0.6
Reusablity cocern with
respect to current and
RUSE future projects Nominal 1
PDIF Platform Difficulty Extra Low 0.87
Personal capability of
team. Like technical
capability of Programmers,
PERS Designers and testers. High 0.83
Application, Language and
PREX tool experience High 0.87
Using Case tools for
FCIL development etc Nominal 1
SCED Schedule Pressure Nominal 1
Constants Value
B 0.91
A 2.94
E 1
EM 0.38
Consolidated Size and Effort
Technology Java
Increase due to
lifecycle 0%
SLOC per FP 53
SLOC 2172
PM 2.4023
Man-days 45.6443
FP from LOC 40.9811
Hours per FP 8.9103

7. SF Scale PREC FLEX TEAM RESL Maturity
Very Low 6.20 0.00 5.48 0.00 7.80
Low 4.96 1.01 4.38 1.41 6.24
Nominal 3.72 2.03 3.29 2.83 4.68
High 2.48 3.04 2.19 4.24 3.12
Very High 1.24 4.05 1.10 5.65 1.56
Extremely High 0.00 5.07 0.00 7.07 0.00
EM Scale RCPX RUSE PDIF PERS PREX FCIL
Extra Low 0.49 0.95 0.87 2.12 1.59 1.43
Very Low 0.60 0.95 0.87 1.62 1.33 1.30
Low 0.83 0.95 0.87 1.26 1.22 1.10
Nominal 1.00 1.00 1.00 1.00 1.00 1.00
High 1.33 1.07 1.29 0.83 0.87 0.87
Very High 1.91 1.15 1.81 0.63 0.74 0.73
Extremely High 2.72 1.24 2.61 0.50 0.62 0.62

9. SCED
1.00
1.00
1.00
1.00
1.14
1.43
1.43

10. Summary Units
Category Percentage of Development
Requirements/Design 25%
Development 45%
Test Planning 8%
Testing 10%
Documentation 5%
Deployment 1%
Off-shore Management 5%
On-site Management 1%
100%

11. Category Effort Comments/Assumptions
Outputs are Technical Design and
Information Architecture doc. Information
Architecture doc will have guidelines for
Requirements/Design Effort 11.41 interface design.
Development Effort 20.54 Source Code
Test Planning 3.65 Output are Test Plan and Test Cases
Testing Effort 4.56 Output is Test Results
Outputs are Deployment and Build
Documentation Effort 2.28 Documents
Deployment Effort 0.46 Effort to deploy application
Output is Detailed Project Plans, Risk and
Off-shore Management 2.28 Issues tracking, Weekly status reports etc.
Client Communication. Output is usually any
On-site Management Effort 0.46 list of issues or improvement opportunities
Total Effort 45.64

12. Rate Tiers
Units Low Medium High
Architect/Designer 20 30 50
Developer (Blended rate for Senior
and Junior Developer) 15 20 30
Testing Lead 20 30 50
Tester 15 20 30
Technical Writing Cost 15 20 30
Manager 25 40 70
On-site Manager 60 100 150
Primary Rate Factors Weightage Weighted Value
Customer Buying Orientation Gold-Standard 7 0.7
Hours Availability for
Technology Sufficient 5 0.25
Secondary Rate Factors
Customer Type One Time Customer 1 0.1
Build Domain Competency Doesn't Matter 1 0.05
Build Technology Competency Doesn't Matter 2 0.1
Scope Creep Risk High 2 0.2
Payment Pattern Delayed Payments 2 0.2
20 1.6
Selected Rate High
Buying Orientations Value Description
Price-Oriented 0 Price is the main factor in making decision for this project
Price, quality and other factors combined make the criteria for
Solution-Oriented 1 winning project
Customer is highly focused on quality and project features an
Gold-Standard 2 would give it prime importance in making decisions
Hours Availability Value Description
Surplus 0 Hours Inventory has many hours free in this technology area
Hours Inventory has some hours free but technology area is
Sufficient 1 utilized more than break-even
Less 2 Hours Inventory has very low hours free in this technology are
Customer Type Value Description
Good Existing Customer 0
Existing Customer 1
One Time Customer 2
Strategic Value Customer 0
Build Technology Competency Value Description
Yes 0
Doesn't Matter 1
Avoid Technology 2

13. Build Domain Competency Value Description
Yes 0
Doesn't Matter 1
Avoid Domain 2
Payment Pattern Value Description
Upfront Timely Payments 0
Timely Payments 1
Delayed Payments 2
Scope Creep Risk Value Description
High 2
Moderate 1
Low 0

14. Selected
50
30
50
30
30
70
150
g decision for this project
combined make the criteria for
quality and project features and
n making decisions
s free in this technology area
s free but technology area is
ours free in this technology area

16. Cost Units
Units per hour per days
Architect/Designer 50 400
Developer (Blended rate for
Senior and Junior
Developer) 30 240
Testing Lead 50 400
Tester 30 240
Technical Writing Cost 30 240
Manager 70 560
On-site Manager 150 1200
Total Project Cost
Effort (Days) Effort (Days)
Category Estimated to Quote Cost
Requirements/Design Effort 11.4 11.0 $4,400
Development Effort 20.5 21.0 $5,040
Test Planning 3.7 4.0 $1,600
Testing Effort 4.6 5.0 $1,200
Documentation Effort 2.3 3.0 $720
Deployment Effort 0.5 1.0 $400
Off-shore Management 2.3 3.0 $1,680
On-site Management Effort 0.5 1.0 $1,200
Total 45.6 49.0 $16,240
Blended Rate $41.43
Total Support Cost
Man Months 1
Man Days 5
Category Hours per day Total Hours Cost
Designers 0.5 2.5 $125
Developers 8 40 $1,200
Testers 1 5 $150
Managers 0.5 2.5 $175
Total $1,650

17. Assumptions
Test Planning, Documentation and Management activities are carried out
in parallel to other main activities of design, development and testing
Resources
Designers 1
Developers 2
Testers 1
Others
Possible Critical Chain Delay in
Development 5%
Possible Fixation Delay in
Testing 5%
Working days in a month 21
Ratio of calendar days 1.48
Project Plan - Waterfall
Phase Duration (days) Duration (months)
Requirements/Design Phase 11.0 0 Month 16 Day
Development Phase 11.0 0 Month 16 Day
Testing Phase 5.3 0 Month 8 Day
Total 27.3 1 Month 9 Day
Slack 3.0
Grand Total 30.3 1 Month 14 Day
Iterative Plan
Iteration Duration
Iterations 1 (without Slacks)
1 100% 27.28
2 0% 0.00
3 0% 0.00
4 0% 0.00
5 0% 0.00
Total 100%

18. Slacks
Initial Ramp-up 0.5
Deployment for testing etc 0.5
Code/Peer Reviews 1
Shipment Packaging & Review 1
Total Slack 3
Requirements/Design Development Testing
11.0 11.0 5.3
0.0 0.0 0.0
0.0 0.0 0.0
0.0 0.0 0.0
0.0 0.0 0.0