©2011 Rolls-Royce plc The 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, CITP Chief of Software improvement – The Software Centre of Excellence Satpaul Sall BSc Hons Software Technologist – The Software Centre of Excellence Andy Nolan BSc Hons, CEng, FBCS, CITP Chief of Software improvement – The Software Centre of Excellence Satpaul Sall BSc Hons Software Technologist – The Software Centre of Excellence

Rolls-Royce data Abstract Validating 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

4 The 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 Philosophy An 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 COCOMO A unifying language Software Supplier COCOMO Challenging our supplier costs. Hardware COCOMO Hardware Supplier COCOMO Using many SW factors to estimate hardware engineering CO-Imp-MO Improvement COCOMO Using COCOMO to identify & validate improvements CO-RISK-MO Risk Management Using the model to identify and quantify risk CO-Bus-MO Enterprise business performance Benchmarking the business Estimation & eliciting key assumptions & negotiation

Rolls-Royce data COCOMO A unifying language Software Supplier COCOMO Challenging our supplier costs. Hardware COCOMO Hardware Supplier COCOMO Using many SW factors to estimate hardware engineering CO-Imp-MO Improvement COCOMO Using COCOMO to identify & validate improvements CO-RISK-MO Risk Management Using the model to identify and quantify risk CO-Bus-MO Enterprise business performance Benchmarking the business Estimation & eliciting key assumptions & negotiation Estimation Elicitation Diagnostics

Rolls-Royce data The problem Improvements 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 9 COCOMO 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 risk Identify improvements Validate improvements Benchmark the business Make better decisions

©2011 Rolls-Royce plc The 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. Estimating the Benefit of Improvements

Rolls-Royce data The Philosophy If 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 COCOMO

Rolls-Royce data 13 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 %Benefit = %influence * COCOMO Factor COCOMO Benefit

Rolls-Royce data 14 Estimating Improvement benefits Improvement COCOMO Sector FTE COCOMO Improvement FTE’s affected is based upon the number of FTE’s in each business section multiplied by the % affected by the improvement initiative Improvement COCOMO

Rolls-Royce data 15 Estimating Improvement benefits Improvement COCOMO Sector FTE COCOMO Improvement COCOMO Example 1 £/$Benefit = %Benefit * FTE * Hours per year * Cost Rate

Rolls-Royce data 16 Estimating Improvement benefits Year 10%100%50% 100% 25% 50% 75% Improvement COCOMO Sector FTE COCOMO Improvement COCOMO Benefit is also affected by WHEN the improvements are expected to arise (time) Example 2

Rolls-Royce data 17 Estimating Improvement benefits Year 10%100%50% 100% 25% 50% 75% % Cost£ Improvement COCOMO Sector FTE COCOMO Improvement COCOMO Example 3

Rolls-Royce data 18 Estimating Improvement benefits Year 10%100%50% 100% 25% 50% 75% % Cost£ Improvement COCOMO Sector FTE COCOMO Improvement COCOMO

©2011 Rolls-Royce plc The 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. Eliciting Improvement

Rolls-Royce data 20 Project 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

©2011 Rolls-Royce plc The 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. Conclusion

Rolls-Royce data Conclusions COCOMO II challenges the business Are our improvements worthwhile Are we improving the right things It has had the effect of Stopping some initiatives Changing many other initiatives Creating new ideas in the business 24

Rolls-Royce data An Observation Often, just the existence of COCOMO II and its factors is enough to change project and business behaviour for the better. 25