These are some noteworthy data points:
• The percentages in Table D-8 are roughly traceable to the percentages in Chapter 10. However, some of the management elements in Table D-9 were split across elements in Table D-8 to extract the activities at the project management level.
• The overall test team effort is relatively low compared with the effort typically expended on projects that used the conventional process. The main reason is that the architecture team delivered an integrated software product to the test and assessment team, which was responsible primarily for testing the integrated quality of the evolving product.
• CCPDS-R used an efficient environment that represented 11 % of the total cost of the effort.
• Overall maintenance (total rework effort expended) was only 5% of the total cost. Although this is not shown explicitly in the tables, it was tracked in the individual CSCI WBS elements.
To compare varying levels of productivity in a fairly normalized manner, individual CSCI costs can be compared with each other as well as with the other metrics. These comparisons need to be tempered by management understanding of subjective attributes such as team competence, requirements volatility, CSCI complexity, and other noncomparable factors.
The top-level WBS tracks pretty closely with the process workflows of Section 8.1 arid the effort allocations recommended in Table 10-2.
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What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.