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USC CSCI 510 - CS 510 2019 Midterm 1 Solution V2

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CSCI 510 Midterm 1, Fall 2019CSCI 510 Midterm 1, Fall 2019Monday, October 7, 20193 questions, 100 pointsBlack/Blue Pen Only!Assume the following, unless otherwise mentioned explicitly in the questions:- The Post-Architecture model is used (not the Early Design model);- There is no Adapted (reused) software (i.e., all software is new);- Requirements Volatility (REVL) is zero;- There is no automatic translation;- The Inception and Transition phases are not part of the estimate (i.e., the model equations give the effort and schedule directly);- No risk reserves are needed;- The nominal schedule is to be used (i.e., SCED% = 100%); and- Only one module is to be produced.Effort Multipliers not explicitly mentioned are rated as Nominal. The numeric value for any Effort Multiplier at the Nominal level is 1.0.When all Scale Factors are Nominal, you should use 1.1 as the value for the exponent E. Use at least 3 significant digits for your final answer (and your intermediate results). More significant digits is acceptable.CS 510 Midterm 1 Fall 2019October 7Solution, Rubric1. Business Case Analysis, 30 points (Graded by Elaine)As indicated in the ICSM book Table 6-4, the MedFRS Initial Operational Capability (IOC) will cost $2 million to develop and $1 million per year to operate and maintain. Besides the benefits in human life and health saved, which are generally agreed not to be given dollar values, the conservative annual savings in hospital and operations costsare estimated to be 10% for each of the 4 areas in the Ensayo region. Each of the 4 areas averages $10 million per year in hospital and operations costs.However, during the IOC design, a new communication technology was found and adopted at an additional cost of $1 million that would enable an increase in savings from10% to 15% for each hospital area. Compute the Return on Investment (ROI) for the savings produced for the Ensayo region by the IOC investment for each of the first 3 years of the revised IOC operation (i.e., compute 3 ROIs). Note that the IOC development and transition is complete by the beginning of Year 1. Note: do not refer to the example in EP-2 for the ROI analysis, as there is contradictory language that could cause you to use the wrong equation. IOC Annual savings per area = $10M/area * 15% = $1.5M.Total IOC annual savings per year = 4 * $1.5M = $6M(4 points: 1 point for including all 4 areas; 2 points for otherwise correct form (could start by multiplying $10M by 4); 1 point for correct answer.)IOC savings to date after Years 1,2,3 = $6M * Number of years in operation(4 points: either for explicit formula, or for appropriate figures in all three year calculations.)IOC cost to date: $2M + $1M + $1M * Number of years in operation (4 points: either for explicit formula, or for appropriate figures in all three year calculations.)Year 1 ROI = ($6M - $4M) / $4M = ($6M / $4M) = 0.50 (50%)(6 points: 2 for correct equation form, 1 for correct savings amount, 1 for correct cost amount, 2 for correct final answer.)Year 2 ROI = ($12M - $5M) / $5M = ($7M / $5M) = 1.4 (140%)(6 points (same as Year 1).)Year 3 ROI = ($18M - $6M) / $6M = ($12M / $6M) = 2 (200%)(6 points (same as Year 1).)2CS 510 Midterm 1Fall 2019October 72. COCOMO II Estimate, 40 points (Graded by Anandi)The MedFRS long-range plan is to devote the first year of its IOC operation to analyze stakeholder feedback and operational experience, and to use the results to prioritize thefeatures and quality attributes to be developed in the next 2 years and $2 million budgetfor the MedFRS Full Operational Capability (FOC). 2.1 FOC COCOMO II Estimate, 30 points. The FOC estimated size is 70 KSLOC. Its scale factor and cost driver ratings are all Nominal except for High ratings for the scale factors Team Cohesion (TEAM) and Architecture and Risk Resolution (RESL), and the following cost driver ratings: Very High for RELY, and High for DATA, CPLX, ACAP, PCAP, LTEX, and PLEX. The cost per person-month is $7.2K. Estimate the FOC project effort, cost and development schedule duration.Scale Factor = 0.91 + 0.01 * (3.72+3.04+2.83+2.19+4.68) = 1.0746 (1.059 prev sol)(3 points total – 0.5 for correct equation form, 0.5 for constants (0.91, 0.01), 0.5 point each for correct TEAM (2.19) and RESL (2.83), 0.5 point total for correct nominal ratings for other scale drivers (3.72, 3.04, 4.68), and 0.5 point for correct final exponent value)EAF = 1.26 * 1.14 * 1.17 * 0.85 * 0.88 * 0.91 * 0.91 = 1.041 (1.0409878)(4 points total – 0.5 for RELY, 0.5 for DATA, 0.5 for CPLX, 0.5 for ACAP, 0.5 for PCAP, 0.5 for LTEX, 0.5 for PLEX, and 0.5 for correct EAF value)Effort = 2.94 * 701.0746 * 1.041 = 294.1307 PM(4 points total – 1 for equation form, 1 for correct constant (2.94), 1 for correct KSLOC, 1 for correct PM)Schedule Exponent = 0.28 + 0.2 * (1.0746 – 0.91) = 0.31292(4 points total – 2 for equation form, 1 for constants, 1 for correct schedule exponent)Schedule = 3.67 * (294.1307)0.31292 = 21.7331 months(3 points total – 1 for equation, 1 for constant, 1 for correct schedule)Cost = $7.2K * 294.1307 = $2117.74104K(2 points total – 1 for $7.2K, 0.5 for using Effort result, 0.5 for final cost)3CS 510 Midterm 1 Fall 2019October 72.2 Fitting Budget and Schedule, 10 points. Do the estimated cost and schedule fit within the planned and budgeted $2 million and 24 months? Where do they not? Whether the estimated cost and schedule fit within the planned, identify at least 3 workable strategies for modifying the estimate inputs to reduce the cost and schedule. A workable strategy must state the change to be made to the project and must explain how the change would affect COCOMO parameter values (theCOCOMO parameters, one or more, must be named). (You do not need to make any argument that your strategies are sufficient. In particular, no calculations are necessary.). An example of a workable strategy is: Hire only USC graduates as developers; as they have superior programming capabilities, this would raise PCAP and thereby, reducing the required effort and schedule. (Of course, this is not allowed as an answer.). Schedule fits within 24 months. Cost is 5.887% above $2M. (2 points total: 1 point for each correct comparison, using student numbers)Workable strategies. 18 points total, 6 points per good strategy: 2 points for a clearly stated change; 2 more if the action would tend to achieve the


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