ithnithmz@Book@@7|#Ē###b#R؁C_StringPrint_Setup#TPrintxxHH@ RHH@d'4^ odStartupSound_TabLISTBook_PrefsAct  ,,###List    Scene   #֑# Drawing_Model   Draw_Specs  JJ   diagram_struct_arrayDependentsdrmd ScriptPad_List Manuscript 7PT7OPlay@@7N#Ғ###knPlay_PrefsPP??'2     V7p#ԋ#Model$ 6#Ձ&ln#Subscript_Set_List Subscript_SetہԁArray(1 Dim_Name_1 Simulation_ModeloRun_Specsjj@z?Timeentity_struct_array|lentity_struct2s@.Gex?@.Ges@K@.Gex, @???8Rookies0int16_array  ?double_arraytoken_type_arraytoken_type  run_handle_array!!--This is the number of new kids on the block.Draw_Index"" Poster_Info##queue$$Units%%2s@"4@(dO@9?@"2@(dO@9@ƴ;*@N@"4@(dO@9@&n,>@&n,> ?????傲n@4OV?8@&n,>ProsStarting_Work_Force{ ? {!!!This is the number of oldtimers." #$%2f?%l`??%l\?ݳ'?%l`.????8Assimilation_RateRookies/Assim_Delay      !//This is the rate at which Rookies become Pros." #$%2f #?pw??pw?pw?bFƳ?pw}?????pw8 Hiring_Rate$$max(0, Work_Force_Gap/Hiring_Delay)       !~~The Hiring Rate is based on the Work Force Gap. When this is negative, no hiring will be done; when positive, hiring begins." #$%2f ?pn?xv??pn?xv?|I?x?pn?xv?y/?= RR?????x1!8?= R Quit_RatePros/Avg_Empl_Time      !SSThe Quit Rate is based on the Avg Empl Time and the number of Pros on the project." #$%2f= ?+??5?+????8Rookie_Transfer_Rate>>min(max(0,-Work_Force_Gap/Rookie_Transfer_Delay), Rookies/dt)4             !We transfer when the Work Force Gap is negative, but we do not want to transfer more people than we have in Rookies (which is what the min is for)" #$%2 fN ?CZ??CZ?CZ?T)u?f}y????8?f}yPro_Transfer_RateOOmin((max(0,-Work_Force_Gap/Pro_Transfer_Delay))-Rookie_Transfer_Rate, Pros/dt)<               !This is similar to Rookie Transfer Rate: We transfer when the Work Force Gap is negative but we do not transfer more than is in Pro stock. Also, we transfer Pros only after we have transferred all the Rookies." #$%2c @$@$?@$@$@$@$@$@$@$@$L????@$?8@$Rookie_Transfer_Delay10  !MMIt takes 10 days to take care of all the administrative tasks of a transfer." #$%2c @$@$?@$@$@$@$@$@$@$@$L????@$?8@$Pro_Transfer_Delay10  !MMIt takes 10 days to take care of all the administrative tasks of a transfer." #$%2c @D@D?@D@D@D@D@D@D@D@D9????@D?8 @D Hiring_Delay40" (!::This is the administrative time it takes to hire someone." #$%2c @@?@@@@@@@@F????@?8 @Avg_Empl_Time673 !GGThe average employment time is 2.8 years which is a 30% turnover rate." #$%2c @T@T?@T@T@T@T@T@T@T@T+????@T?8 @T Assim_Delay80" P!,,It takes 80 days to get from Rookie to Pro." #$%2c?%l`??%l\?ݳ'?%l`4?????8 Daily_MP_for_TrainingRookies*Trainers_per_Hiree      !55This is how much training is actually done in a day." #$%2c?ə?ə??ə?ə?ə?ə?ə?ə?ə?ə?????ə?8 ?əTrainers_per_Hiree0.2    ?ə !This represents the percentage of a Pro's time that is spent training Rookies. We set it to 20% here which is based on generally found rules-of-thumb" #$%2c@"4@(dO@9?@"2@(dO@9@ƴ;*@N@"4@(dO@9@&n,>@&n,>o????@4OV?8@&n,> FTE_ProsPros*Avg_Daily_MP_per_Staff     !ppThis is the actual number of Pros we have adjusted for the percentage of time each Pro devotes to this project." #$%2c?????????????????c?Avg_Daily_MP_per_Staff1  R{ !This value is the average percentage of time each day that each staff member spends on this project. The default value is 1, meaning that everyone is full-time on the project." #$%2c"@; sS@'K;p+?@; sS@'K;p+@,Q*Xf@'.{@; sS@'K;p+@0⒡/@0⒡/H????@'"{?8@0⒡/Ceiling_on_HiresFTE_Pros*Most_Hirees_per_FTE     !IIWe do not want to hire more Rookies than the Pros can effectively train." #$%2c#@@?@@@@@@@@D????@?8@Most_Hirees_per_FTE3 !EEThis is the max number of Rookies that each Pro can handle each day." #$%2c&@B4@/(dO@9?@B2@/(dO@9@2ƴ;*@/N@B4@/(dO@9@6&n,>@6&n,>0????@/4OV?8@6&n,>Work_Force_CeilingPros+Ceiling_on_Hires     !11This is the max number of people on the project." #$%2c.)@'7m??@'7l?@!/^ B3@-,@'7m???`????@-,?8?Work_Force_Level_Sought//min(Work_Force_Ceiling,Workforce_Level_Needed)$  $  !aaThis will equal either the Work Force Ceiling or the Work Force Level Needed, whichever is less." #$%2c7D@o"`k8?6C-?@o"`k8?6C-@o"`k8@.lpW@o"`k8?6C-?6C-?6C-????@o"`k8??6C-Man_Days_Remaining88max(.0001,Job_Size_in_Man_Days-Cumul_Man_Days_Expended) &QTW  ( ?6 C-     !" #$%2c .@%Tp^@4OV?@%Tp\@4OV@6N@4OV@%Tp^@4OV]@&n,>@&n,> ????]@4OV?8@&n,>Total_Work_Force Rookies+Pros $RV     ! run_handle&&@4OV@v̝Q@E!ʾ@t1H@^W@yX@4Ly@+mf@W{l@hhV@hF@M@d0@.yuU@X,* @L^:@ =O@\@?L[@!#@H'@o^n@g[@b @}֐@g@*d#@Na@rp8@Ⲛ^@R@ۦ,@;Ai9@&@A@b[@ֱ@1'@a, @:@Nol@"v@Aذ@`>S@~mȴ @JF[@KIw@I@g!@6M_r@,PF@H䒓 @d@v]@vJ@fq{@hFn@~G6V @̋)8@s6@o(@7R@QN@iN0@>+@&@ C@w@u>@;@#@'5@>\Z@T{4@j3>@k<(@k'@~j#@V@dʞ@A1B@y΄@Y@(@<-g޺@P2Qm@c`)WH@wMTE@@ *@zM@ݱ@֟t$@:n@$@n@ /py<@29VZ@D V^@Ue@gQ)@y l,@jn@@@@ϼ͂@γp @yA@"~@Zū@(@!qZ*=@1<@ApV@QTJ@a**@q̼@9f@׶r@^ ؗ@z@$g@eݸ@ݐ@@G@ @gX$@(*>m@6y@Eub-Z@S,!@bv) @p;6"@.`@q3k@{@;,D@՝@i%@ @>c@`@J5ѽ@  A@aT|@&N@3@Aftc@NW@\O8m@i/?H@w $@Wl|@Z-"@?@l@(2_$@D18@X@d'd@g\*@b=N@VeT`@BoK@!(/vs@.@:}.@GX@T}p@aCz@nh2@z8@w?@*Ey@}H@K@(@`~@m$@ @쯰p.@Q8@ 0C@ Nö@ 98@ ƨ@ XBI:@ "pl@ );K@ /`@ 5L}K@ <\0@ B^@ IO^@ OoQ@ V\3A @ \4s@ cj /@ j&zy:X@ p @ wC3@ ~<@ l@ ΀fI~@ @ LP@ v4@ o C*@ rZ@ -@ T@ Ļ$ɷ@ @ 9!T@ نy !@ /@ I@ ﾔӪ8@ AW0@ ]ahH@!r*@!!U~@!ݝ <@!n@!%EQ@!-l@ J@!5eB@!=m@IO@!E s@!ML@!U՚@!^)$@!frٶ@!nZG@!w^s@!㡭@!s,@! 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The rate is dependent on the gap between SCD and Indicated Completion Date (adjusted for Schedule Adjustment Time)" #$%2c<@@?@@@@@@@@????@?C@Schedule_Adjustment_Time5 !This is the delay involved in adjusting the schedule. In the model, this is set to a constant of 5, indicating that a schedule adjustment takes 5 days to take effect." #$%2c#>@zt@r32]?@zt@r32^@rœ҇@r32^@zt@r32]@zt@zt????@r32]?C@ztIndicated_Completion_Date$$time+Time_Perceived_Still_Remaining     !" #$%2cC?@r32]?PbM?@r32^?PbM@r32^@n!'@r32]?PbM?PbM?PbMq????@r32]?C?PbMTime_Perceived_Still_RemainingDDMan_Days_Remaining/(Work_Force_Level_Sought*Avg_Daily_MP_per_Staff)      !rrThis represents the remaining days preceived to be required to complete the project, given its current condition." #$%2c'd@%Tp^@4OV?@%Tp\@4OV@6N@4OV@%Tp^@4OV@&n,>@&n,>????@4OV?q@&n,>Total_Daily_Manpower((Total_Work_Force*Avg_Daily_MP_per_Staff*     !This is Total Work Force (from Human Resources) adjusted for how much time each day is devoted to the project at hand (Pros may be working on more that one project at a time)." #$%2c**k@$L@4OV?@$L@4OV@X3E @4OV@$L@4OV@&n,>@&n,>M????@4OV?q@&n,>++Daily_MP_Available_After_Training_Overhead++Total_Daily_Manpower-Daily_MP_for_Training *+     !NNThis gives us the manpower available after training time has been subtracted." #$%2s @?=kFSJ?@?=kFSe@7=j@?=kFSJ?O,U(3?O,U(3A?????$q??O,U(3Potentially_Detectable_Errors0\qY\g !BBThis stock accumulates errors that could potentially be detected." #$%2c&L@rϟ?@rϟ@rϟ@n!~&@rϟg????@rϟ?CTime_Remaining''max(Scheduled_Completion_Date-time, 0) ".M       !hhThis is just the difference between the Scheduled Complete Date and the current time of the simulation." #$%2cBM @$ЫH??@$ЫH?@!/^ B3@-,@$ЫH???????@-,?C ?Indicated_Work_Force_LevelCC(Man_Days_Remaining/(Time_Remaining+0.001))/Avg_Daily_MP_per_Staff$$   + ?PbM      !This is the number of people (adjusted for the percentage they devote to this project ) believed to be necessary and sufficient to complete the project on schedule (according to the Scheduled Completion Date). The 0.001 is to avoid division by 0." #$%2c7?R??????C!WCWF288Scheduled_Completion_Date/Max_Tolerable_Completion_Date%#@@?Q?(\)??p =q?zG?Q?\(]?@@??ə?ffffff?333333?ffffff? =p?陙   %  !This is part of the weighting factor that determines Willingness to Change Work Force Level. It is based on the gap between Scheduled Completion Date and Max Tolerable Completion Date. If the SCD is way below MTCD, this part of the weight is 0. As SCD approaches MTCD, WCWF2 approaches 1, indicating that the need to not go beyond the MTCD overrides all else, so new people are hired despite the fact that this is a bad idea in the final stages of a project." #$%2c) ?S????????????C"WCWF1**Time_Remaining/(Hiring_Delay+Assim_Delay) #XX?333333?333333??333333??@@333333@@XX??ٙ?333333??????      !This is part of the weighting factor that affects Willingness to Change Work Force Level. When the Time Remaining is small, WCWF1 approaches 0 and more weight is given to maintaining stability of the work force, i.e., don't hire new people. When Time Remaining is large, there is less worry about stability and new people are hired. WCWF1 is based also on Hiring and Assim Delays which determine the speed with which new people are brought up to speed." #$%2cT??????Z??????C# Willingness_to_Change_Workforcemax(WCWF1,WCWF2)"!$ " !  ![[This just takes the largest of WCWF1 and WCWF2 and sends it on to Work Force Level Needed." #$%2cU @'7m??@'7l?@!/^ B3@-,@'7m???|????@-,?C$?Workforce_Level_Neededmin((Willingness_to_Change_Workforce*Indicated_Work_Force_Level+(1-Willingness_to_Change_Workforce)*Total_Work_Force),Indicated_Work_Force_Level)# 0 #    #       !}}This is the weighted average (as affected by WCWF) of the current Total Work Force Level and the Indicated Work Force Level." #$%2cZAXAX?AXAXAXAXAXAXAXAX????AX?C%AXMax_Tolerable_Completion_Date 1e7*TDEV|!  Ac  |  !This is the "drop-dead" date - the project CANNOT go over this date. If there is no such date in a project, we just set this to a really big number." #$%2cLn@y&!x?@o!xŎ8??333333>Ŏ8?333333?333333?333333>Ŏ8>Ŏ8>Ŏ87?????333333?q(>Ŏ8Planned_Fraction_of_MP_for_QA11Planned_Fraction_Graph*(1+Quality_Objective/100)~)   ~ d    !88the Planned Fraction is 15% based on industry research." #$%2c7s?333333>8??333333>8?333333?333333?333333>8>8>8o?????333333?q)>8Actual_Fraction_of_MP_for_QA88Planned_Fraction_of_MP_for_QA*(1+Actual_Fraction_Graph)(}* (  }   !ppThis graph gives the value of Actual Fraction based on 15% Planned Fraction and the variable Schedule Pressure." #$%2cgt ?ރ~.>jE??ރ~.>jE?<j/?Vg?ރ~.>jE>jE>jE?????Vg?q*>jEDaily_MP_for_QAhhmin((Actual_Fraction_of_MP_for_QA*Total_Daily_Manpower),0.9*Daily_MP_Available_After_Training_Overhead))+a( )   , ?     !This gives us the manpower for QA based on actual fraction. If this value is large (when Schedule Pressure is small and there is lots of training going on), we set this equal to 90% of Daily MP After Training Overhead." #$%2c:{@")"k@ <@.@")"j@ <@.@")"k@ <@&1@&16????@ <?q+@&1Daily_MP_for_SW_Prod;;Daily_MP_Available_After_Training_Overhead-Daily_MP_for_QA*,-   *  !77The manpower allocated for actual software production." #$%2c^|@8w?@8w?Ѱ@8w?Ed`t?Ed`t?????q,?Ed`tDaily_MP_for_Rework__min((Desired_Error_Correction_Rate*Perceived_Rework_MP_Needed_per_Error),Daily_MP_for_SW_Prod)10+-^ 1 0  +  !The rework effort is either the Perceived Rework adjusted by the Desired Error Correction Rate, or the Daily MP for SW Production; whichever is smaller. The second value assures that rework never exceeds production effort." #$%2c(}@"-3b\m@ 88@@ @@@ @#@$ !" #$%2s@#,?@#,@#,?izŴ?izŴp?????/izŴ?/?izŴUndetected_Passive_Errors0 !qqHere we accumulate passive errors. The inflows are retired active errors, and escaped errors/bad fixes from QA." #$%2c$1?8*N?+熢Ȝ??8*N?+熢ȕ?8q#?.Ju?8*N?+熢Ȝ?u9?u9?????1oS?q0?u9%%Perceived_Rework_MP_Needed_per_Error22smth1(Actual_Rework_Manpower_Needed_per_Error,10)_, _    !Perceived Rework MP Needed per Error is an exponential "smoothing" function, i.e., when there is a spike in the input to this function (Actual Rework MP Needed), the Perceived Rework MP Needed per Error will gradually increase each day until 10 days later when it reaches the spike level. This simulates how the allocation decision is not made immediately upon realizing that rework is needed." #$%2c$@ um6^?@ um6^%?=v"@ um6^?Tl"l?Tl"l5?????q1?Tl"lDesired_Error_Correction_Rate%%Detected_Errors/Desired_Rework_Delay[2,  [ 2  !66This is the rate at which errors hopefully corrected." #$%2c@.@.?@.@.@.@.@.@.@.@.f????@.?q2@.Desired_Rework_Delay151 !ggThis is the delay between when a project member hears of an error, and when s/he starts to work on it." #$%2s@˗.?@˗.@Zr$$3ɫ@˗.]@˗.@˗.>????]?3@˗.Tasks_Developed0'84 ! &?Zh@ @L @Uk@V@B;@¹,m@/~ @!P @#|@%}@'bN ,@)l#l?@+RG3D@-6tp@/%5p%@0~^o@1nbaRo@2^+'m@3Moߨhd@4<8@5*j@6G3@7'k@7J @85@9ͤe @:[@;$;g@g }@?S2x`@@(A+@@@A U @A^n@A_ %@BjT1t@Bߵ˄MJ@CU}p@C~2@D?a@D]@E*ٕ&@Ea͹@F6u@F3S@GPR\@Gwq@Gp@Hb䎢_@Hq@IO O(o@IGyա@J;TK@JYN@K(o@KM@L@L )@M@M{RCL@M򫿈@Nj* @N΁x@OY@Oэޅ@P$u^@P`f@P.@P|6@Q*,x@QRXk@Q17ia@Qˎ>@RLO@RE!Ǹ@Rю@R4@R1?4p@S9gX&@Svi4@Sh@S)a9@T/<8a@Tl@T&„@T謡&oX@U&D@Udң}@U|;@UexP@V@V^h.-|@Vbb@V W@WG@WYH޳@W=ڃ7@WTΖ@Xq?@XVmc@X{3k@X,p}@YS4@YUD@Yߛ@YX@Zge/@ZVΩEw@ZT.@Z+(@[z@[Y{@[lj@[|@\@\^}M< @\1@\U¦@]#wKB@]ea_@]l@]1D[@^+拰 @^nU/@^@^󕕖@_6gr݂@_y[Uk@_pJF@_@`!P@`C< @`e 6@`)@`8@`U@(@`X@a H[@a1=+1~-@aSԝL@au;@a;@aku.@a:p@aӗ/{@b"} I@bE8ڀ@bhR@bھJ@bя @bwE@b╭@c @c:80ո@c]}k@cӗǬ@c;5"@cdz)@I@c>F@dى@d2n4@dVDR@dzo h@d@d/YV@dAx@e Џd@e.(u@eRawQ@evh@eHsYz@etC@ef@fA@f-%@fQٶa@fv#Xp@fvC@f_e@fY'@g f&w@g/bل@gT|(,@gy}1.@gJns@gİ\ L @g(P-@hVh@h5N{*5@hZ˸@hSn@h - @hu?@hld@iv<&@i>˴@id8xV@i|0 @iWKU@i׾յ@i8@j$lr@jKeth#@jr @jP.@j#C@jYOd_@k ?^ n@k4ý{@k[c @k 9@kj E@kO@kIw@@l a@lH} L@lp6yJXC@lZf4@l7k@lA8@m-!@m8S^@m`Vf@mE=@mWn@mّTz@n(Pvi@n*z~@nS:Y@n|t:@ng+@npߞ2@n[@o ʡ%@oJ؏@ose;%@oVR`?@oƙ.h/@oI @p "@p! 8@p6`"@pK@pas@pv.>@pZ`@pG@p7Z@p'RAs@p} @pwË@q bB@q 1@q6qw@qL )T>@qaoA@qwe&w@q$4@q0@q]k@qΫ@ql@qX 7@r5U@r&L@r<'#x@rS@V@riCe@rՒ{@rޮ^@r>o@r«X@r$<@rJ @s@txV@u?KA@u䅉H@u2'e]b@uJjO@ubn#@uzZ _@uSx@uZ|0@ul=@uڌ䅶@ubcu@v f l@v#7|@v;|@vS+@vlSR@v @vQ;@vd_@v΁l@v-L@v@wл@w1p@wJ`v@wcNRJ@w|Iԯ@wR%3@wh3H@wNjȉ@w@wp @xG9@x,LS\@xF -@x_~F@xy8ݵ@x@x0c@xܧcm@xߖ@x^_pf@y4rT>@y-f@yG @ya E2@y{tm@y1hh@yZ@yɒ"'@yA'>.@y*TlY@z]@z2^E!@zMwVZu@zhFff@z,XQ@zB@zQ@zҺ@z@{s9@{#h@{>ns]@{Y9/@{tGV@{g@{'w@{}aۏ@{,(@{[8@|^ @|4{U@|P#VKM@|ku@|@|1@|s!@|sr@|Ҽ @}ڐz@}/ S@}L(,K@}hL{@}F@}rQ}b@}ٟ@}ڬ$U@}e@~29dY`@~1@~NC䋇@~k V ?@~%@~Sj@~”8@~J@~QD@7`@8]1@V]z@s{@@c5I@V,_@]7|@ٖ -@!@"X>@2cP@ATh@Pݴ@_0@o0W@~@M@ghI@㏄Ɉ@iQ@jU@ۓT@7@@ %@[hY@*& +@9 @Iٰ8@YB{@i@yg@F@r@&@$!n@]|w@ڡ(I*@n@O:]@ @-Z@nb@#mv@611a@Ha&]@[{/ @mYb@P]g@ kL@ܝ%"@pCl@˷>O@@|m;@MT@h־@+^ @?D&j'@Rlv@f{Wh@z@wB@@F@ރ-δ@09@W! @ @04@E]i@Z@_P|@o?-^@X@b@޲@K/@GF@wOV@7FnP@=L/l@1 D1@Gl4@]Om@s@ nF@'@<@s@Sh@ۻ@^@*_y0@A[cG@YMk@p%@@8@/c@'@9@8#@,@2[4}@K8,@d$T@~@xe@ @@Xp@/(@.j3@3A,@Nyw}@ip\@@0w@(W@`]9@;j@5D)!@+P\C@G"@cɌS@w)P@"@k,@*@>vM@W>@.4c=@L'@ix;@hx@Y/@(q@SWv@댄>@c H@7z@Ue X@sb@,$@ @@@w@Q5W@ Ry@=?ʹ{@YY~FX@uGX@@+?E@׀@?̛@!6@=@0G@I+`@b*(H@zP?E3@C '@LuA@#Êb@֒i0 D@b@T",@ ~_ @Pl@%Q@&?@-ڮ@4C@:Q<@@/X@F=,@KMLn@PH@TiK,@X㠧@\[:@_i@cV+@f,`@iؠ@lTN>i@nC@qʍ@s把@v)T@xO?j@zYѴ@|JL@~#[2@3@8\@@.%+@Å@-@7c@r@3@n84@e@#@ҦR@yc@ܱ#@FN@5!@靦@z;@LqE@ѯ@ӹ'@U@Eov@#@@8`l@5@g\&C@C]@ @v@'b@)_\@u7@2@Un}@NS@%g@I-)@Hv@Bo |@tOJ@ETó@AM@t P@ۥ#@$f@k=9@$+@@/$Z@l^^@p[@O;@}@J@|{[@] @+2@ @4_F@^qj@f4@w0@'amX@>Ó<@/@;@[) @zX@Ja@t81@sGA@8\@Y=@}@6'5@Mӓ@dB@yj&@@'@@` @@0M*_@@ |!@8R@(rxV@6*K+@D>e@Qa@^V7@j7~M{@u/>@B8x@%H@}>@n@w%@%NJ@@Ŏi@#@ӎ4@ÔbS@?#b@t5G@ed @0K@@8 @ =@u`@@X)_@"}$8@'q@,7m@0@5>̹@9,@=PIJ@Af@Ee_XZ@I§@L+2o@P@SN@VxA;@Y=@\tu@_I@b ؍@dqA$@g+C@ih(:@k".@n8"D@pf]b@}hR@6wDg@&tr@GK?@p @ %@xH5@2@@9ut@b =@?>@^۾@}z@4@,b@n@kV@Hh@@c@r@p*@(F@[B@}@*uj@|@bN@*@@k[@ζ@ @ @E@vs@@O_X@@B@x,D@ @,@CǸ@ԴO@$3ھ@pݢe@@c@F@)S@:@r@BG`@{@0 @\@׮@M}@}dw@4#@(@%@,@T@{6&@pr@Z@]@m@(@G@e@ƃ@}@@ӳ^d@@c@fB@2@Ha_@]"@qeK@@A@@%@J@˗.??This is the number of tasks completed thus far in the project." #$%2f^ @J|?y?@J|?x@%T(2?T@J|?y?[Z?y????@Zh4?ySoftware_Development_Rate__min((Daily_MP_for_Development*Software_Development_Productivity),Tasks_Perceived_Remaining/dt)598Yemz3$ 5 9  8     !This controls the inflow into Tasks Developed. It is based on the min of the number of people doing development and their productivity, and the tasks perceived remaining." #$%2c>@52R?)?@52T?)@y@ <@52R?)?)?)n????@ <?5?)Daily_MP_for_Development??Daily_MP_for_DevTest*(1-Fraction_of_Effort_for_System_Testing)-64 -  6   !ooThis is the number of people allocated for DevTest who are actually doing development (as opposed to testing)." #$%2c%,???[j?0?Y7?%?%?????S3>?9?%""Software_Development_Productivity--Potential_Productivity*Multiplier_for_Losses:;4  : ;  !" #$%2c5??=???=??>[s??=????????:?Potential_Productivity66Avg_Nominal_Potential_Prod*Multiplier_Due_to_Learning<@9  < @  !This is the best case productivity: "the maximum level of productivity that can occur when an individual or group employs its fund of resources to meet the task demands of a work situation, under regular working conditions"" #$%2c@?`Z???`Z ??S3>?⎩?`Z??Ѱ8 ?Ѱ8 ?????S3>?;?Ѱ8 Multiplier_for_LossesAAActual_Fraction_of_ManDay_for_Project*(1-Communication_Overhead)AV9_c A  V   !The level of Actual Fraction of Man-Day for Project Work is adjusted by the Communication Overhead converter. We put this final result in Multiplier for Losses. " #$%2cv ??B0>#0???B0>#/??P??B0>#0????????<?Avg_Nominal_Potential_Prodww(Ratio_of_Pros_to_Rookies*Nominal_Potential_Prod:_Pros)+(1-Ratio_of_Pros_to_Rookies) * Nominal_Potential_Prod:_Rookies?=>:$ ? =   ?  >   !Multiply the appropriate ratios based on the current mix of Rookies and Pros, by the appropriate Nominal Potential Productivity" #$%2c???????????<??????=?Nominal_Potential_Prod:_Pros1< !==This is the best case productivity for a Pro in task/man-day" #$%2c???????????@??????>? Nominal_Potential_Prod:_Rookies0.5<   ? !AAThis is the best case productivity for a Rookie in task/man-day." #$%2c??d`|F_???d`|F^??h429??d`|F_??)????????Ratio_of_Pros_to_RookiesPros/(Rookies+Pros)<t      !**This represents ratio of Pros to Rookies." #$%2c ?ffffff??????2ƫʠ???????????@?Multiplier_Due_to_LearningPercent_of_Job_Actually_Worked':XX??ə?333333?ٙ??333333?ffffff?陙??XX??333333?Q?S?p =q?ffffff?333333?Q?Q?? '!This is a graph function based on % of Job Worked. The multiplier starts at 1 when the project starts (no learning yet), and steadily increases to 1.25 as the project completes." #$%2s%'?zgNk?333333??zgNk?333333??zgNk?333333]?3333b?3333b????]?333333?A?3333b&&Actual_Fraction_of_ManDay_for_Project((Nominal_Fraction_of_ManDays_for_ProjectI;BGB I! &?333333?333333?333333?333333?333334?333334?333334?333334?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?333335?34>?3L[?3ž?3d~?4{?4{B?42FW?5g]?6oԚ?6-"?7|(p?8A؆?9t?9w?:$h$?;/W?9-9?@[?A5Bq?BbYb?C,_?D@?F4?Gb?H[?J ƐF?Kf@r?LǹV?N.=y0?OmyY?Q T?R}f?S|?UqhT?V?XssOE?Yn?[?]֓[Y?^aR?`.gba?a|?cWDy ?d?K?f;?h#gKUr?i0?k^xl ?l i?n *+?pAA~?q3$R?sWGX? (?x?E? 8^o? w?>m?>?Ԡ?"ʼn?'?,?1wJ?7; O?<5?_B?Aph@g?Fy.?L -?QY[?V̺?\a?a-(?gmx?mW6?sV=?z}8?Vmu?gs?䏭i)?&SkP?1ߞ?䦢u?䮡i?V?Ӷ?2??ؼV٤??lՑ?lZ ?ƹ93??o?K_ (?!&?+/ ~?4?>Ss1!?GQ/?QY2?[qHN?e>O(?o3h*?x3|?ؕ9-?+b>?営߽?堭,ގ?媧܌?崦 j?徧25%?ȪǴZ?ҰV?`.?߾R?6f"?H?PI?8|\? ?f?LT?J)N?V]+(?bP?o+_>?}^Q [?JOe?)8|?槉~?5?)ySg?a6r?A4?ȑ?y)1?AD9?#6?4q{?E }-?U?feF?x#?^s9?w?BkX&?ݚ% ?ϑe*?[ڳ?:aO?,R؅?.^?)@ Y?;^`8?MFn?_?r &?脥s?藈 :?誰d?w9?ѷs??J ? U?"1DZ?6)b?Kd!?`.?u_?c]K?#oMO?FK?wEl?߬L? ?~wl?)o?ݲڔJ? ?(kK?fT? Qv?*WN?8(K2?Da7?PT"%?[=fM?f h?pQA'?zgNk?Sn?U?џ 0?VkIW?Yo?8x|?'/?kY?Z8?[yo?{')X?k?q?c{?G?n[+2?/?1]h?9Y ? !V?*Գn?@(?:l?oad?y5?@HM'? h?1Z?宓$EW?8%D!?\9HT?7b?X=?4+?4p?3?Ĺ=?䈭p?q>_?\VN.?H՘;?6SM;9#?% ?Pj?V?SF?s?}MBN?0<?i=?v-`?tfQ=?p !_?k"X?h5g?d?a`j?^LU?[l Y?Xr*4?V=<\?SH?Q?O?MR?L?J\z?HѤ?G`E?FPw?D0q.?C0??Bv?A}P3?@??X?>ѣH ?> WT?=RD c?<26?<Nez?;m^?:c[?:^O}?9aV?9q?96$?8z?8FZ?7C?7d$Ks?7Si?7 ve?6˶?6X?6UPq?6_?5?5&Gz?5B?5k?5EBUZ?5!z?5: ?4(^!?4m[?4kl?44y?4z9?4dl 6?4P\i?4={e?4+[P?4 ?4 _~?3?ʊ?3؍@?3r?3=j~;?3M4?3?3 {?3?3ak&?3?3g u?3=?3\M?3{?3?3z./?3v?3q?3mz?J?3i2?3eYT?3bc?3_lJ-0?3\yR?3Y ?3W'O?3Tĝ?3RO ?3PnkT?3N{?3L8Ի?3J?3Ia?3Gh?3F*R?3ES(?3=؞?3z?33<2=?33;?33:~r?339uB?338?337W?337 &?336o?335#?335t+y?3357?334?334rw?33444?3349?333?333?333+?333?333l!?333^l?333R;?333I ?333B?333=A?333:Q?3337V?3336]J?3335OB?3334=?3334#:?33338?3333?3333zR?3333bThe initial value is set to the nominal value (0.6 or 4.8 hours). Based on industry research, the typical percentage of a day spent on project work is 60%." #$%2b S?qv6 ?_??qv7: ?_ 0 then (Handled_ManDays / (Full_Time_Equiv_Work_Force * (Overwork_Duration_Threshold+.0001))) else (Handled_ManDays / (Total_ManDays_Perceived_Still_Needed- Handled_ManDays+.0001))  QPRLUXd Q     P R L + ?6 C-      P U P  + ?6 C-   !For example, if we are behind schedule and Full Time Equivalent Workforce = 10, Overwork Duration Threshold = 50, and Handled Man Days = 2, we get 2/500 = 0.004. If we are ahead of schedule, and Man Days Remaining = 10, Total Man Days Perceived Still Needed = 8, and therefore, Perceived Excesses = -1.9, we get (-1.9 / (8 - (-1.9))) = -0.1919. These values will be used to calculate Work Rate Adjustment Sought. (Note: the 0.0001 addition is to avoid a divide by 0 error)" #$%2s@N!6?@N!6@N!6? ƈ ? ƈ [?????E? ƈ Exhaustion_Level0FKGF !\\We start with no overwork, and therefore no exhaustion. Everyone is alert and ready to go." #$%2fU @T+?@T+@T+?s? [:Jq????F? [:JqExhaustion_DepletionVVif Exhaustion_Flow = 0 then Exhaustion_Level / Exhaustion_Depletion_Delay_Time else 0GEHSE, G     E H    !Depletion of the Exhaustion Level stock takes 20 days, regardless of its initial level. We want this depletion to begin when the Exhaustion Flow rate = 0, indicating the end of the overwork cycle." #$%2fV@@Kf:?@KfI@Kf:????GExhaustion_FlowWW (1-Actual_Fraction_of_ManDay_for_Project)/(1-Nominal_Fraction_of_ManDays_for_Project)AIFSEٙ333334ə3??ə?333332?ٙ??333332?fffffe?陙??@@?ffffff???ffffff??陙?ffffff?333333??ٙ?333333?ə  A   I   !Once Actual exceeds Nominal, Exhaustion Level increases above 0. As Actual continues to exceed Nominal, Exhaustion Level continues to increase at a greater rate. " #$%2c@4@4?@4@4@4@4@4@4@4@4????@4?H@4 Exhaustion_Depletion_Delay_Time20F !This is the time it takes to "de-exhaust", i.e., how long it takes people to recuperate before another overwork cycle can begin." #$%2c'?333333?333333??333333?333333?333333?333333?333333?333333?333333?333333?????333333?I?333333((Nominal_Fraction_of_ManDays_for_Project.6AGX   ?33 3333!The value is set to 0.6 or 4.8 hours. Based on industry research, the typical percentage of a day spent on project work is 60%." #$%2c@I@I?@I@I@I@I@I@I@I@I7????@I?J@IMax_Tolerable_Exhaustion50K 2!88This is max level that Exhaustion stock can accumulate." #$%2c)) ???????????????K?**Multiplier_to_Overwork_Duration_Threshold**Exhaustion_Level/Max_Tolerable_ExhaustionEJLXX??ə?333333?ٙ??333333?ffffff?陙??XX???陙?ffffff?333333??ٙ?333333?ə?  E J  !Multiplier to Overwork Duration Threshold is a graph function based on the relationship between Exhaustion Level and Maximum Tolerable Exhaustion. The best case is where Exhaustion Level = 0 (no overwork at all); the Multiplier will equal 1 (no change in Overwork Duration Threshold). The worst case is where Exhaustion Level = Maximum Tolerable Exhaustion. The value of the Multiplier in this case will equal 0. " #$%2cP@I?@I@I@I@IY????@I?LOverwork_Duration_ThresholdQQNominal_Overwork_Duration_Threshold * Multiplier_to_Overwork_Duration_Threshold MKDN  M K  !ZZThe nominal (best case) is adjusted by the multiplier which applies the exhaustion level." #$%2c#@I@I?@I@I@I@I9????@I?M$$Nominal_Overwork_Duration_ThresholdTime_RemainingL00@$@4@>@D@I00@$@4@>@D@I !::This represents the best case overwork duration possible." #$%2cl@7?@7@v ;U@hQSN@7L????@hQSN?NMax_Shortage_ManDays_Handledmm(Overwork_Duration_Threshold * Max_Boost_in_ManHours * Full_Time_Equiv_Work_Force) * Willingness_to_OverworkLORSP L O  R  S  !MMThis represents the threshold value of man-days that the workers can handle." #$%2c???????????-??????O?Max_Boost_in_ManHours1N !..Maximum possible boost in work rate is 100%. " #$%2c @m;".!ހ?@m;".!@=``@m;".!ހ?????PHandled_ManDays if Perceived_Shortage_in_ManDays > 0 then (min(Perceived_Shortage_in_ManDays, Max_Shortage_ManDays_Handled)) else -(Perceived_Excesses_in_ManDays)QNTD4 Q     Q N     T !When Perceived Shortage in Man-Days <= 0, we are ahead of schedule. We use the negative of Perceived Excesses because of the calculations that we need to do in adjusting the work rate. If we are behind schedule, we take the smaller of Perceived Shortage in Man-Days and Maximum Shortage of Man-Days Handled. This implies that workers will work up to the maximum, but they will only do what is necessary if the Perceived Shortage in Man-Days is less than the maximum. " #$%2c7I@m;".!ހ?@m;".!@=``@m;".!ހ]?t *?t *~????]?Q?t *Perceived_Shortage_in_ManDays88Total_ManDays_Perceived_Still_Needed-Man_Days_RemainingUDP  U   ! &=``=`=````````=`=`=`=`=`=```=`=``=`=`=``=```PPPPPP=PPPP=PP=PPPP=P=P?b?Ƚq?Vי0?H?gx?)h?+,?284?K(?e%?E@J!/t$@ɦ0@J,X,@˪j@N@@s9~@ U$@ Ķ@ ` @ _:@n@{=#@?U @@o1@+{@TF@J@v@L@m@4@Z5@qZ@>@Q\@їn@Y@hD@ojx@748@F@ c:@ B @!*[X@!wq@!| @"U@"DG@#z!{@#@#׽-@$E@$@% N@%mM@%&@&25ӂ<@&@&˃D@(b%d@)Htu@*{g%@+1ګ@,k@."=J@/E6G!@0;|4@00m@@1l@2N@2 2~@@34 @3d>@4cހ@4@5*&ѕ@6'j27@@6KH;р@7RR@7<ɀ@8| @9O6%@9y;9@:7 @:{Ԁ@;\@@;c<@<#@= t)J@=r@>/J&$@>ȳ@@?Kw@?Op@@2Ap@@xkڀ@@S `@A쪉@ARYP @A k?@BL@B[ۨu@BdՀ@C Q@Cau(%@C3@D c`@Db]H @D8`@E S3`@E^޸@E؟k@F=O@Fr`}@GB,@Gf3 @HU0@H`@@I*[ @J2D`@J9m@KkrKk@L `l@L+o @M:@MۼV@NjJ @O%[@O#ߠ@Pt@P_E@P4>7@PC@Q8^ @QBN@Qۛ@R >@RRG)p@R@R @SfJ@Sb\5@S|X0@S>K?)P@T&TA@TfG@TF!E@T񴹷@Ud@U[y~@U_= @U^ 4@V yTƃ@VAr@Vx]6`@Vio@V3N@WD+X5@W!@Ww@X`@Xa3P@X@X]yXg`@Y-v@YvFt-@Y")`@Z[@ZU+\@[;|Y@[`@\jEP@\9@\A`@]T>@][@@^!~@@^@@^ c@_HX@_Gf@`da@`0`@`][L`@`:T@`C'@`'ߞ@a f@@a2pMB@aZ-*p@a@a& @aˏX@a\Aנ@b!p@b3 @bTs@bt @@bH@b,@j/2p]@iI@i;W @hp*@gё>@f*@ea>@dɇY@c~)ܐl@b[l@a. @@_(@]z @Z ba @@XbؤM@UV`@S$rD@Py}@KJ@F ń@@:x`@77d @@/O@#Cx@գg?BۯN Z(J0ӻ*hH!i{$ @O!@!C!ހ!ǡ>#@!KnQ v++;G+O>/F<tR%^?;E9Ӏ?n)l@#&@Wũo@6@l^{F@ٌl @cْ@ s=@"A9@#@`Yc@@$IFK@%9Y@&Yπ@&H&@'wu@@(8LY@(p@@)\\@)+pH@@*Pr%@*6@+! 8@@+ynM@@+C\j@,P@,Wlo@, @@,Q!@,@-,@-Tَ,@-yF8@-*Y@-.@,e#p@,Ok@,kҡe@,K_Hs @,*1K0@@,PL@+.@@+™2@+ҫ^@ @+zx`@+U@+0(D`@+ ?N@*ߗF@* `@@* |@*n.c@*F,# @*Н3@)*P@)N@)ӏ@@)yB]V,@)Op3`@)%a5@(*@(ОA@(*@({9%`@(Pu`@($_@@'#@'W@'@3@'wL@!@'KMZ@'Ҷ@&3ؠ@&h)@@&M @&p9@@&D31@& .`@%4^@%bc@%Hݠ@%iع@%>$sp`@%~@$穏@@$c@$7`@$d`@$9RͿ@@$'F>`@#Y@#"?e@#K@#bG`@#7$/@# @"5]@"$h @"'E`@"eS@";eh`@"ՓZ@@!ovz@@!4R?@!%K@!mDe@!DϨz@@!D@ we`@ ˗7@@ $`@ {:@ T\"@ -Q`@ CM@#@pwJ@#sCA@-@mF@>83@@]ς@@^v9@7gX@0@@ȉ5@9`@@>G1@8%@b\& @cb`@Sz5@ `@J)Ҁ@G`@ޞ[@|@9vgDF@w%@S@@q%`@0RN@9Z@]{`@nr灩 @.A_@Q@ؐ@r@4Я(3`@@"`@~Q^@@BmA@@ D?@}'@S@Wj @f, @2O@X; `@t2s@<~D@@H@΅%@6Z@b] @,!t'@M'p@Ê5 D@k\Q@[~p@(g@kZ p@TP@9U@`0@/@@c |@@AC@>-@p@@ @&L]`@ oLU@ ohK`@ 8s@ f@ cTž@ E@ V.@ ^@ [M~@ ur@ a/@ GkΨ@ %@ jȜ@ +*+@H,"d@{b?笀?NL?`?C?ƪ' l?El?]A?s? *?t *This is the shortage in mandays based on actual accomplishments vs number of days perceived still needed based on projections." #$%2c'@%Tp^@4OV?@%Tp\@4OV@6N@4OV@%Tp^@4OV@&n,>@&n,>????@4OV?8R@&n,>Full_Time_Equiv_Work_Force((Total_Work_Force*Avg_Daily_MP_per_StaffDN     !" #$%2c? ????????????SWillingness_to_Overwork@@if Exhaustion_Depletion>0 and Exhaustion_Flow = 0 then 0 else 1FGN4 F   G         !Willingness to Overwork is a switch. It equals 0 when the Exhaustion Depletion > 0, and 1 otherwise, indicating that as long as the Exhaustion Depletion is greater than 0, no new overwork cycle can begin." #$%2cX@!ހ?@!@=`@!ހ?????TPerceived_Excesses_in_ManDaysYY max(0, Slack_Time_Growth * (Man_Days_Remaining - Total_ManDays_Perceived_Still_Needed))WUP   W  U    !This value represents the number of days we are ahead of schedule after adjusting for how much of the time is absorbed by slack time. We determine how far ahead of schedule we are (Man Days Remaining - Total Man Days Perceived Still Needed), and adjust that value with Slack Time Growth" #$%2c$Q@o"`k8?D~G6?@o"`k8?D~GE@o"`k8@.lpW@o"`k8?D~G6?D~G6?D~G6F????@o"`k8?U?D~G6%%Total_ManDays_Perceived_Still_NeededMan_Days_Perceived_Still_Needed_for_New_Tasks+Man_Days_Perceived_Needed_to_Rework_Detected_Errors+Man_Days_Perceived_Still_Needed_for_Testing &DQTW      !GGThis is the total mandays needed for the project based on projections." #$%2c?GzH?w?lrZ?e??w?lrZ?e?#88?Q?Q?GzH?θQ??GzH !We will use a graph to capture a relationship where we relate Total Workforce size to Communication Overhead percent, and the curve in the graph is proportional to n-squared. " #$%2c7 ??????????????????W?Slack_Time_Growth88Total_ManDays_Perceived_Still_Needed/Man_Days_RemainingUTXX??ə?333333?ٙ??333333?ffffff?陙??XX?ə?ٙ?ᙙ?ffffff?陙??ffffff???  U   !If the Total Man Days Perceived Still Needed is less than Man Days Remaining, we are ahead of schedule and slack time grows. This value will be used to adjust the number of man-days ahead of schedule." #$%2cR?30r+.?6??30r+-?6?33333;?333332?30r+.?6?333333?333333L?????333333?X?333333Work_Rate_Adj_SoughtSS(1 + Percent_Boost_in_Work_Rate_Sought) * Nominal_Fraction_of_ManDays_for_ProjectDIB  D  I  !MMThis represents the value we want in Actual Fraction of Man-Day for Project." #$%2f @wco?4d?@wco?4e@Bڪ@ @wco?4d?I@?4d????@ Y?4dError_Generation_RateSoftware_Development_Rate*Nominal_Errors_Committed_per_Task*Multiplier_Due_to_Schedule_Pressure*Multiplier_Due_to_Workforce_Mix4Zstv 4 Z  s  t  !Error Generation is the nominal number of errors which is defined according to empirical data from industry, adjusted by schedule pressure and workforce mix." #$%2c!3 ??/|???/|??uv??/|?/|?/|B??????Z?/|""Nominal_Errors_Committed_per_Task44Nominal_Errors_Committed_per_DSI* DSI_per_Task/1000yxY y x    !CCThis is a conversion of Nominal Errors Committed per DSI to tasks." #$%2s@Hb5?@HbC@4ٞ@Hb5?Y`E?Y`E:?????UR@?[?Y`EDetected_Errors01\^ !;;This stock holds the errors that have been detected by QA." #$%2fD@?@?Dգ@>"?>0????\>0Error_Detection_RateEEmin(Potential_Error_Detection_Rate,Potentially_Detectable_Errors/dt)a[ a      !The Error Detection Rate is the smaller of the potential error detection rate, and the number of the errors currently in Potentially Detectable Errors." #$%2s@iƒ?@iƔ@H ;U@iƒ@iƒ@iƒ+?????]@iƒReworked_Errors_During_Devel0^ !,,This stock accumulates the reworked errors." #$%2f ;@g3Rw?@g3R?@S@g3Rw?UrU?UR@????^?UR@ Rework_Rate<<Daily_MP_for_Rework/Actual_Rework_Manpower_Needed_per_Error,_[]  , _  !The Rework Rate is the Daily MP allocated for rework divided by the Actual Rework Manpower Needed. If project members devote 10 man-days per week to rework and the Actual Rework Manpower Needed is 1 man-day, then 10 errors can be reworked in a week." #$%2c'>?:g5s?obQ&??:g5t?obQ"?:Pf?+P y/?:g5s?obQ&?Rí?RíC?????1oS?_?Rí((Actual_Rework_Manpower_Needed_per_Error??Nominal_Rework_Manpower_Needed_per_Error/Multiplier_for_Losses`;0^  ` ;  !DDThis is the Nominal Rework Manpower adjusted for worker efficiency." #$%2c(? ?333333?34';??333333?34';?333333?ͥ۝t?333333?34';?34';?34';?????333333?`?34';))Nominal_Rework_Manpower_Needed_per_ErrorPercent_of_Job_Actually_Worked'_00?ə?ٙ?333333?陙?00?333333?ffffff??ٙ??333333 '!In the early part of the project, a design error requires 0.54 man-days to be corrected and a coding error requires 0.36 man-days. " #$%2c5$@>0?@>0?Dգ?iro$@>0>0>0?????iro$?a>0Potential_Error_Detection_Rate66Daily_MP_for_QA/QA_Manpower_Needed_to_Detect_an_Error*c\  * c  !This is the maximum number of errors that can be detected at one time. For example, if 5 man-days are allocated per week to QA, and the QA Manpower Needed to Detect an Error is 1 man-day, then the Potential Error Detection Rate is 5 errors per week. " #$%2c$ ?(?ٙ?ə??ٙ?ə?ٙ?ٙ?ٙ?ə?ə?ə?????ٙ?b?ə%%Nominal_QA_Manpower_Needed_per_ErrorPercent_of_Job_Actually_Worked'cXX??ə?333333?ٙ??333333?ffffff?陙??XX?ٙ?ٙ?\(??ffffff?333333???Gz?ə?ə '!Early in the life cycle, this value is around 0.4 man-day and later at the end of coding it is 0.2, which gives an average of 0.3 man-day to detect an error." #$%2c%^*@@)l!?ΥTy?@@)l!?ΥTy@@)l!?嗤)@@)l!?ΥTy??X????@@)l!?c?&&QA_Manpower_Needed_to_Detect_an_Error__Nominal_QA_Manpower_Needed_per_Error*(1/Multiplier_for_Losses)*Multiplier_Due_to_Error_Densityb;ra b  ;   r  !YYThis is the Nominal QA Manpower Needed adjusted for worker efficiency and error density." #$%2c --@9?@9@9@9@"l@"lY?????d@"lError_Density..Average_#_Errors_per_Task*(1000/DSI_per_Task)qxr q  x   !ZZThis is the Average Number of Errors multiplied by a conversion factor from tasks to DSI." #$%2c44@J|?@J|@ P x@J|?0}\w?0}\w?????e?0}\wQA_Rate55DELAY(Software_Development_Rate,Average_QA_Delay, 0)4kgo 4 k    !" #$%2s5@떀?@떀@Yncד@떀@떀@떀&?????f@떀Escaped_Errors0g !''This stock accumulates escaped errors." #$%2f!6@G#_Ν?@G#_ζ@"@G#_Ν?"*Ke3?!]N|]????g?!]N|]Error_Escape_Rate""QA_Rate*Average_#_Errors_per_Taskeqif  e q  !" #$%2s@W?@T@dyB?+@W>Q >0r>Q >0r????>F?h>Q >0rUndetected_Active_Errors0 iz !Here we accumulate active errors. Inflows are escaped errors and bad fixes, as well as active errors generated by the active errors themselves. Outflows are retirement of active errors (they become passive), and detection and correction." #$%2fQ8@Pu?@Pu@,^Ph@Pu$????iActive_Error_Gen_RateRR(Error_Escape_Rate+Bad_Fix_Gen_Rate)*Fraction_Escaping_Errors_that_will_be_Activegh g     !%%This is the inflow of active errors." #$%2s@QqM?@QqN@QI̲@QqM]@QqM@QqMX????]?j@QqMCumulative_Detected_Errors0w ! &?ܛȢ>?\55#?$n?q2@H.W @@ ީ#A@ ,Jp@ 7k@čޡݞ@ǽ@@&gɷ@1Ch@ھm22A@/4@  @!5@"'3@#/m@$Lr@% y@&{@( |~}@)'S7_@*E!@+e~H/@,8LM@-bŗ@.AU@/ޡl@0MO<@1%@1 7@2S%K^@>=@?sr@@ Uc@@b)έ@@(l@A Ǖ@AaOY@Aʸ@B p4@Bc[jܿ/@B&@C<@Ch5\@C@Dߜ@Doœt@D6@E w@EyC@EA8Z@F,ԉFET@FoO@F(@G;2Kq@G9k3@G2@HKB7@Hkl@I 'Xũ@I_Ň@IL @JlY@JtxT@Jm7О@K.;*@K@Ku@LG%@LW@M7͏l@Mb@MM'ױ@N >D@N@NߝPA@O?^"@OXa@O ݕ@P/(@P`K@PttH@P?@PZ@Q"@QSxSȌ@Qk:@Qx0Ԇ@Q栌@R>|t@RID@Rz?1@R[Њ@R9/,@SzZ@SA@Ssݪ@SX@SFOg@T P@T=f@To#@Ta@T-'*@U.2@U;c@Un/Y@Uf[Zj@UԷv(@V#@V;1@VoIr@Vj#*@Vػ@W ǀqW\@W>=@Wrw@W/OZ@Wۅ}@XT̻@XD~@Xy!Zn@X @XX@Ykn@YLuB@YS@Y^@Y[j@Z!ȝ @ZWNL @Zf&@Z¥-m\@Zuх@[._HE@[da@[|I@[а:'@\ի@\=ap*@\sF@\uq̆@\$Kچ@]럽X@]NwT@]O@]Ԝϖ@]g@^+?@^b^@^ HC@^ї=@_ :e@_@X @_x}aI@_ @_i@`l'g@`,x@`H@`d].s@`"&0@`nC@`Ƽ@`+.v@`hc@a1@a+@aH;G d@ad'@a&D/@aKc@ab\@a(d@a[@@bER@b. I@bK1` @bhx&@b~@b3Fk@brǘa@bݿK&Qj@bO"y)@c<"@c5BW@cS{{|Cz@cq%ܻ@c@cc)B@c$>֋@c=/@dV@d#Č"g@dAàjE@d_wX@d}+N@d>@d^.@dح@d ^q@e|(V@e3@eRzH@eq/lz@en@e@ezS,n@e`O_8@f We@f*`v@fI{Xb@fh/Z2U@f#}@f4<@fƖ~@f x>@gS&.@g%(V@gDғ@gd܋@g]u@g?Kqb@g3:v@g9\@hR=L@h$}^@hDѢ@he ։>@hpV?@h5@hpMՆ@h D@i8@i(}@iIR@ij:5i@i5@iCϋ@id֫@i*@jy,4@j1:@jRk,Q@jt)tr @jܢe3@jce@jS4@j }1@k^sH@k>Fw@k`ly@k"Ls@k /@kKSF@kaV @l A@l.~@lQ >!>@lsm0N@l[!@l ^@@lӍ@l٩_@m!@mD@@mheҐ@mWs@mG(wn@m~'@mUj@n(iAo@nOl@{ @|2@|,S@|Ir_,@|fi;@|9@|Eu@|KX@|S@@|@}J(N@}23[@}Nx7Ȝ@}j+@}a@}z:@}L-@}gq@}|@~q@~-F@~H&{Lx@~dQڵ@~$@~tZ8@~h@~iJH@~ܩn Q@ N[^@$,P@@6۲(@[w@w u@Zg@`@i@D0@@ CO 0@8@(Y[@6߽@DsDZI@R6R@_j @m̹@@@{Km@z;@[b@CGL@2CQ@(†@%~c@)y-O@4@)@F@_@1@#@1ԝ6V@@ T T@ND@\@>!V]@ML@\)@kA+E@zg=@W@ @ ur@[@Ɩ;@ԋ>@ 4@gec@d@#w@"(0_@1T@ANP#@PY1@`.L@ofq@/ny@z8@VJwϲ@@Æ6@k%A7@:T@!@&q{@ PT>@M@.:R7i@?0$@P-@a5x?@q6@ZoH@7 @Y*@Ms@J@` T@{c @'N@abN@.@ʮ@`@cz@&(ڍH@1\g@<%$v@Fgml@P*@Yui@bMx:+@jk]2@qއ9@x1'e}@6e@ZZ@$n^p|@@^5I@᫰@:^i@zk@ }@U@@M~@K!@Y@D@l>z@R@&@S8@Hh@隃P@ @bg@-@c%@"<@'i)@,%@0g9I@5Y @9QXU@=b!@AMo@EW@Hz/@L3I>@Oi@RH]@U^g1@XѺ@[Խ@^3H@aM:$@c;=@f_@ha @k,Z@mM @oq@q@s|^@uf6N6@w=@yt#@z_@|]@}9@yJ@ @\a@價gp@ !@Mi/@凅VBF@刱a@<5t@ @g@\@3 @" @E@吨@؊@N~@˹@@唎b@AF@i)@喒V[@1ͦ@vK@_*@5@w@1@{hn@@mÞ@!@M%k@圸S@c@址@ @;K@垓@ f@;@埊)@@c@߱@fL@堫P@#G@,N/@i~@塤}(@],@4@I`@| s@墭8@ܟ<@ T@6gL@`@壉䕟@壱k[-@׉M@M@`@A@bD@夂@夡l@夿@ې@@@+G@Ck@[fJ@r+:@奈t@奞%Z,@奲EO@V@EU@}P@j@ba@ \ @$e@9@&r@/&@7/ t@>p@Ez@Kר@QqMYYThis accumulates all the detected errors for a simulation. It is used in other sectors." #$%2c<@$@$?@$@$@$@$@$@$@$@$????@$?k@$Average_QA_Delay10e  !" #$%2s ?@RV4FK?@RV4FR@3H@RV4FK?\2Chi?\2Chi6?????0}\w?l?\2Chi Tasks_Worked0qm !77This stock holds the tasks developed but not QA'd yet." #$%2fA@J|?y?@J|?x@%T(2?T@J|?y?[Z?y????@Zhm?ySD_RATESoftware_Development_Rate4l 4!See Software_Development_Rate." #$%2sB@^:>xD?@^:>xC@U~c@^:>xD? Z? Z*?????0Z?n? ZCumulative_Tasks_QA'd0o !++This is where we accumulate Tasks QA'd. " #$%2f D@J|?@J|@ P x@J|?0Z?0}\w????o?0}\w QA___RATEQA_Rateen e!" #$%2s%@Sɯ?@Sɪ@Sɯ@Sɯ@Sɯ0?????p@Sɯ&&Cumulative_Errors_Reworked_in_Testing0 !11This is an accumulator for use in other sectors." #$%2cTK??????WF?WF ?????q?WFAverage_#_Errors_per_TaskUUIf Tasks_Worked = 0 then 0 else max(Potentially_Detectable_Errors/(Tasks_Worked),0) ldg8 l         l    !  We get Error Density by tracking the tasks worked (tasks developed but not QA'd yet). The Potentially Detectable Errors are divided by Tasks Worked to give Average Number of Errors per Task. This value is then multiplied by a conversion factor to give Error Density." #$%2c  @IO@I??@I?@I?@I???3????@I?r? Multiplier_Due_to_Error_DensityError_DensitydcXX?@@@@@@@ @"@$XX@I@B@:@1@$@??333333??? d!44A basic assumption is the most obvious errors will be found first by QA. It then becomes more difficult and more expensive to detect the remaining subtle errors. With large error densities, this Multiplier = 1 and with smaller (the obvious errors have been found), this Multiplier increases exponentially." #$%2c#@??TV><'???TV><#????TV><'????????s?$$Multiplier_Due_to_Schedule_PressureSchedule_Pressure&Y@@ٙəbH?ə?ٙ?333333?陙?@@??zG???=p =? =p?\(? &!If there is no schedule pressure, the multiplier = 1. As schedule pressure increases, the multiplier increases exponentially indicating higher and higher error generation rates." #$%2c@?M???M??K??M???)??????t? Multiplier_Due_to_Workforce_MixRatio_of_Pros_to_Rookies?Y00?ə?ٙ?333333?陙?00@???ffffff?333333? ?!**Rookies are twice as error-prone as Pros." #$%2sY@hbD?@hbD@h@hbD@hbD@hbD\?????u@hbDCumulative_Errors0wv !]]This accumulates all the errors generated during a simulation. It is used in other sectors." #$%2f[@wco?4d?@wco?4e@Bڪ@ @wco?4d?I@?4d????@ v?4dGeneration_RateError_Generation_RateYu Y!" #$%2c7^ @Ht&a\?@Ht&a\@Af+@Ht&a\@Ht @Ht b?????w@Ht Percent_Errors_Detected88100*Cumulative_Detected_Errors/(Cumulative_Errors+.001)ju$ d j  u + ?PbM    !ccThis is the percent errors detected over the course of a simulation. It is used in other sectors." #$%2c a@N@N?@N@N@N@N@N@N@N@N????@N?x@N DSI_per_Task60 Zd A >rʘ2M????z>rʘ2Active_Error_Regen_RateSoftware_Development_Rate*SMTH1(Active_Error_Density,Time_to_Smooth_Active_Error_Density)*Multiplier_to_Regen_Due_to_Error_Density4h$ 4         !NNThis is a feedback loop. Active errors generate more and more active errors." #$%2c,j @4OV@4OV?@4OV@4OV@4OV@4OV@4OV@4OV@4OV@4OV????@4OV?{@4OVStarting_Work_Force--((Man_Days/TDEV)/Avg_Daily_MP_per_Staff)*.5 |$  |    * ?   !" #$%2co @rϟ@rϟ?@rϟ@rϟ@rϟ@rϟ@rϟ@rϟ@rϟ@rϟ????@rϟ?|@rϟTDEV47.5*(Man_Days/19)^.38%{,  @G     ^ ?Q R   !" #$%2cw?m)Ny?????q}Actual_Fraction_GraphSchedule_Pressure&)00??ə?333333?ٙ?00333333ffffffffffff &!" #$%2cs??????q~Quality_Objective0( !" #$%2cMu ??????????????????Effect_of_Work_Rate_SoughtNNif Work_Rate_Adj_Sought>Actual_Fraction_of_ManDay_for_Project then 1 else .75XAC, X A       # ? !" #$%2fG@J|?@J|@ P x@J|?0Z?0}\w?????0}\w QA__RATEQA_Rateel e!See the QA_Rate converter." #$%2fR@>+Tq¸?@>+Tq²@>+Tq¸?0@`aY?/Ƨv?????/ƧvCumulative_Errors_RateSSPassive_Error_Detection_&_Correction_Rate+Active_Error_Detection_&_Correction_Ratep     !" #$%2f(B ?fLNu??fLN?fLNu>}>Q >0r?????>Q >0r))Active_Error_Detection_&_Correction_RateCCmin(Testing_Rate*Active_Error_Density,Undetected_Active_Errors/dt)hh$    h     !@@Active errors are drained when they are detected and corrected." #$%2f8@F^d?@F^@F^d>l'.>Ph????>PActive_Error_Retirement_Rate99Undetected_Active_Errors*Active_Errors_Retiring_Fractionhh/  h   !iiThis drains active errors and places them in the passive error stock according to the retiring fraction." #$%2c?>YQG??>YQQ?Qʻ?>YQG?Tɥy?Tɥy-??????TɥyBad_Fix_Gen_RateRework_Rate*Percent_Bad_Fixes^i  ^   !..This gives us the actual number of bad fixes." #$%2c, ???????\??????--Fraction_Escaping_Errors_that_will_be_ActivePercent_of_Job_Actually_Worked'iXX??ə?333333?ٙ??333333?ffffff?陙??XX?????ffffff?333333??ə?333333 '!]]This is the fraction of escaping (and bad fixes) that will be active. The rest are passive." #$%2c?333333?333333??333333?333333?333333?333333?333333?333333?333333?333333N?????333333??333333Percent_Bad_Fixes.075    ?33 3333!OOBased on empirical data, the percent of bad fixes is 0.075 of the rework rate." #$%2cY @ XŹ8(?@ XŹ8%?{9H@ XŹ8(?}2Y?}2Y<??????}2YActive_Error_DensityZZif Cumulative_Tasks_QA'd = 0 then 0 else Undetected_Active_Errors/(Cumulative_Tasks_QA'd)nhz, n        h n  !==Error density is a measure of the number of errors per task." #$%2c#@D@D?@D@D@D@D@D@D@D@D????@D?@D$$Time_to_Smooth_Active_Error_Density40 z (!We smooth/delay the effect of the multiplier because actives errors do not immediately generate new errors; there is a time delay before this occurs." #$%2c(Q @ ?R???R??mzQ??R??wtuY?wtuYf???????wtuY))Multiplier_to_Regen_Due_to_Error_DensityRRsmth1(Active_Error_Density*1000/DSI_per_Task,Time_to_Smooth_Active_Error_Density)xzXX@$@4@>@D@I@N@Q@T@V@YXX??񙙙?333333?333333?333333?@@@ @ffffff@$    x     !ggThis defines exactly how many actives errors are generated by the active errors already in the system." #$%2c ??@ ??@ ?@ ?@ ?@ ??????@  Active_Errors_Retiring_FractionPercent_of_Job_Actually_Worked'XX??ə?333333?ٙ??333333?ffffff?陙??XX?zG{?zG{?Q?zG{??333333? '!This is how many active errors are retired. It's a function of Percent of Job Actually Worked because early in design no errors are retired while late in coding all are retired (and become passive)." #$%2fU@ R?@ R@ R?/?qVCf?.}ųN?????.}ųNPassive_Error_Gen_RateVV(Error_Escape_Rate+Bad_Fix_Gen_Rate)*(1-Fraction_Escaping_Errors_that_will_be_Active)g/ g       !This represents the escaped errors and bad fixes from QA. Only a certain percentage of these errors are passive as specified in Fraction Escaping Errors that will be Active." #$%2f)D @>tK?@>tH@>tK?0Of4:?/izŴ9?????/izŴ**Passive_Error_Detection_&_Correction_RateEEmin(Testing_Rate*Passive_Error_Density,Undetected_Passive_Errors/dt)//$    /     !::We drain passive errors by detecting and correcting them." #$%2cZ @;N,?@;N)@;N,?4G,b?4G,b<??????4G,bPassive_Error_Density[[IF Cumulative_Tasks_QA'd = 0 then 0 else Undetected_Passive_Errors/(Cumulative_Tasks_QA'd)n/, n        / n  !==Error density is a measure of the number of errors per task." #$%2s@Y?@Y@Y]@Y@Y$????]?@YCumulative_Tasks_Tested0 ! &?ۤ?޳J?3?ut y?Ȱ]]?3 ?ܮ?ZW]l?祽I#?>62?,tX@?4jMҤ?:3}? @^@5~@K@ !@/@8dJH*@gpBŮ@Qͩ@,O2@=A[@ I/xu@"K@$`@&q*i$@(C@*K @- mp@/R@12hĄ$@2V'@4(٣z@5 CO@7vQ@9Ig@;:raK@=I+1@?vzV@@W l@Bu@ @CZ8-@Df@F$@Gщ@I"@Jn?ײ@L>a$/@Mfm @O }@PV@Q&w@RK,/,@S1mC@Tsʚ%@UeGGD@VY j]@WM{z@XB\k@Y7]w@Z,:w@["><@\hg@] P @^Œ-^@^~* @_f@`om@`焘{@ad #@az@bX q-@b,g?@cK8n@cӳ@d?@dNg@e3x@e @f'X7@fVtd@g$8@gB|q@h<@h%n@i:y@iCfg@ire@e2@fZߨ@ @ǀ\@ @i@eD @)@I}ϝ@j:A@@Jg@ˇ֒@|@ n)P@,D@MHW3kr@mX@ܩw@w3@=sT@1[ȍ@x@/-6@P- @pz“M@[D@ @K'@QF@@1H@R,|U@r[=x@æH@D @ι@JL@\wW@3{}@S/o@s=0i@F@KnK@Mh@IgL@B\@36!@$@S%@sY@ ̯@g&@Ҹfa @\@fc@27l@R@q '@}S@L]$'@)^ @]I@k5##@0q@OG;+@oaӯ@@bdv;@.1@5@ I^@,O@LQY@k@GZ@@@)%&@&@a@(Yvm@Gu@g \@^Y5@VÅ@j@8,@wfX@"@AI4@al@C@i @w@ݨO@v@"@:@Y>Z@xR@S@x)T@~?@ҠS@޿Ş@27ش1@Q\@pf8@>q@@v%L@f:@ pnv`@)0R;@G0@fӉO@Ss g@p@§|@J#`@є@@Y$@N7@-_Am@=AN@LYu)Q@[Gj@jOX@zƛ@Kh=@@J}@(@%@,@T@{6"@pr@Z@Y%%Here we accumulate the Tasks tested." #$%2f F @ QHu?@ QHu@ QHu?1R?0Z?????0Z Testing_RateGGmin(Cumulative_Tasks_QA'd/dt,Daily_MP_for_Testing/Testing_MP_per_Task)nn$ n        !The testing rate drains cumulative QA'd tasks. It is a function of the manpower allocated for testing and the testing manpower needed per task." #$%2c)X@c-?@c,@dyB?+@c-@c-@c-?????@c-**All_Errors_That_Escaped_or_Were_GeneratedYYUndetected_Active_Errors+Undetected_Passive_Errors+Cumulative_Errors_Reworked_in_Testingh/p h /  p  !" #$%2c:@"0UB?@"0UB@"0UB@%/@%/?????@%/Daily_MP_for_Testing;;Fraction_of_Effort_for_System_Testing*Daily_MP_for_DevTest6-  6 -  !" #$%2s@}#_?@}#\@}#_]@}#_@}#_C????]?@}#_@}#_Cumulative_Testing_Man_Days0 ! &?زC/?cn?0K7E? :?Ս6yI?]p?ٗ m?2r?#o9w?鰗&ך?Ȗ?ly#B?t7?R)?+ uP@m5@>jB@="NU0@ Dֈ@6@n@H= @|;@i1@}8UhC@p<@Xs"@!)W&@"be@$av@&5 @'H1@)NP*@+B#ګ@-#M@0 W@11s4@2k/ 4@3+H@5`:;@6 Y*@8oDI D@9F@@;=U@<,rB@>ZDsx@@KD@AAQ{G9@B@IUD@CIkT@Dc֌[@E+$B@Fϗ]@HAK+@IhU@Jʚw@L7y5i@M"w0@O1rU)@P^ %@Q',r@Q:Pj@R|@S8OCB@Ts5bӰ@UNB5-@V,2/p;@W ٰ'@W.3@Xպh@Y-&S@Z׋A@[f+@\LR@]rjg>B@^dYa@_XW@`&|U@`';@ae-@a`=-@b@bvQ@c֔@c6uPa@d^k@dsu@e'@e1>@fh˓@fm@g$qy@ge @h-? @h[$ڌ@i7@i7@jD`x*@j;؈5m@kR~Fܒ @k$W @lb,d+@lF@msT @mm8U@n$1{4@o^}?@osS@pq $@pW^`ح@pwX@pt_R@q(3=3@qnEP$@qt-@q-b"@r@g2s@r^'@r- b@s|Z@sZ\g@s_>@s锉we@t.Ѫ9@tuά\@t߯c@uk(@uK:'@u|_@u;@v!A$7@vhXQ@v=Ja@v%Nr@w?mL@w6@w|@xp2@x^W@x*lFM@x@y5 t@y}S@y`䓴@z Ϡ@zU%'@z$T@z՗@{-=@{uIf@{tt@|9 @|NC]@|&3@}nnޓ>@}@}%@~FI/$@~͓@~YQ@E[@gJ!@@@@@Cx @g@ck@JCi@ӌd@ @zM@?l:@c] @J_@4H @*~@kǿ@q@:&mL@^q;@p=%,@Cs~@Z@@Ñ@5jձ$@Y*@|i@@Rn@3;A@ i@/TAh1@RY"@v@.@d@RG@q@(e,3C@KY@od6@o@O@پ؛@'q k@ G@C a@gE66@C.Z@'{@4Jh@zZQ@@:$v@^+F Z@[o@@ǬV@̝BE@ {&@0L@T i@wlw@tP@W@MB@ q@%Yʾ@Hh3@koɹ@'@}҄l@P6@K@Ph@<ڮ@_c $j%@b@ʘ7D@uz!@:ҎF@ F=@/T'@Q3)@tw(Q@m@c.Z:@:@wk0@ @CUcIu@ed@=@u@ʆ_}@Ag)4@b'x<"@37WE@Uo׬k@x@KVOS@w2sB@ޜҋ>@q.I@"@Doɑ@fn@ǐ@5@:=F@pA6@\@2@o@TFW%@v0@q@Ey@G@f@P9e@ FH@1I?8@B_X@S4uo1#@dv@tT@zM@kda(@1@&+?@ȵ@s%ř@-s9@=S)@ @K 3@,P@=@NNR@^j@o+@7@s%@bK@L@g@˧>x@ؐ@oA@}#_DDHere we accumulate total testing mandays for use in another sector." #$%2f@"0UB?@"0UB@"0UB@OgG<8@%/????@%/Cumulative_Testing_MD_RateDaily_MP_for_Testing !" #$%2c ?W????W???PG??W???MƖ?@X:->Ɩ@%q#>Ɩ@X:,>Ɩ@X:,@X:,????>Ɩ?@X:, Percent_Tasks_Reported_CompleteWWsmth1((100-(Man_Days_Reported_Still_Needed/Job_Size_in_Man_Days)*100),Reporting_Delay), d    d      !" #$%2c+;@)`?m!=ڈ?@)`?m!=ځ@~!e@}~| r@)`?m!=ڈ?m!=ڈ?m!=ڈC????@}~| r??m!=ڈ,,Man_Days_Perceived_Still_Needed_for_Testing<<Tasks_Remaining_to_be_Tested/Perceived_Testing_ProductivityU     !DDThis is the man days still needed for testing based on projections." #$%2c*@6ʔ?nPP?@6ʔ?nPP@mW@UUUUUU@6ʔ?nPP?nPP?nPP????@UUUUUU??nPPTasks_Remaining_to_be_Tested++Perceived_Job_Size-Cumulative_Tasks_Tested     !" #$%2c+?~6Dd?P޳??~6DV?Pޟ?~ .?:H?~6Dd?P޳?P ?P _?????:H??P Planned_Testing_Productivity,,Perceived_Job_Size/Testing_Size_in_Man_Days     !``This is testing productivity based on projections as opposed to actual testing accomplishments." #$%2c ?zA?K]??zA?K]?U:;?:H?zA?K]?K]?K]H?????:H??K]Perceived_Testing_Productivity smth1((if Cumulative_Tasks_Tested=0 then Planned_Testing_Productivity else Actual_Testing_Productivity),Time_to_Smooth_Test_Prod)4             !IIThis is the weighted average of planned and actual testing productivity." #$%2cd ?zi??zu?zi?*g?*gW??????*gActual_Testing_ProductivityeeIF Cumulative_Testing_Man_Days = 0 then 0 else Cumulative_Tasks_Tested/(Cumulative_Testing_Man_Days),            !XXThis is testing productivity based on actual accomplishments as opposed to projections." #$%2c-4 @~aԏ?s?@~aԏ?s@~aԏ@hS@~aԏ?s?s?sO????@~aԏ??s..Man_Days_Perceived_Still_Needed_for_New_Tasks55Tasks_Perceived_Remaining/Assumed_Devel_Productivity8U  8   !PPThis captures mandays that are still needed for new tasks based on projections." #$%2s@/g(V?6C-?@/g(Q?6C-@t/ɱ?6C-@/g(V?6C-]@/g(V@/g(V????]?6C-?q@/g(V@/g(VCumul_Man_Days_Expended.0001   ?6 C-! 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[hv?)????@ <q?)Devel_Man_Days_Rate??Daily_MP_for_DevTest*(1-Fraction_of_Effort_for_System_Testing)-6 -  6   !" #$%2c)_ @o"m'@o"m'?@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'????@o"m'?@o"m' Man_Days**2.4*19*(Perceived_Job_Size_DSI/1000)^1.05{|4  @33 3333      ^ ?    !" #$%2c# ?A?>_??>_???>_>_>_2??????>_Multiplier_for_Devel$$Percent_of_Job_Perceived_Worked/100XX??ə?333333?ٙ??333333?ffffff?陙??XX???????333333???   d  !33We move from 1 to 0 based on the project progress." #$%2c^ ?C??????.??????Multiplier_for_Resources__(1-Man_Days_Perceived_Remaining_for_New_Tasks/(Job_Size_in_Man_Days-Testing_Size_in_Man_Days))XX??ə?333333?ٙ??333333?ffffff?陙??XX???????333333???        !//We move from 1 to 0 based on project progress." #$%2s%H@셓ن@o"m'?@셓ف@o"m'@aIz@o"m'@셓ن@o"m']@셓ن@셓ن????]@o"m'?@셓نJob_Size_in_Man_Days&&Development_Man_Days+Testing_Man_Days      ! &@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o"m'@o9E@o#5m@p@p (C@q1R@sI)@tc[R@uʽ_,J@wJ5 @x*y@z=n@|Ik]ی@~ @sS@FR@r@@2@A @(e@_@ԪH@_~@@6c@d@g6@@m@Vp@y|S@ye8@LM@$@Y@x@O^@G@^R@v@[^:@cc@ow@+m@r8@9v-@ݫb@ɇ>,@6jm@(?@ѥoq@e7)|@*xH@*9;@D@ߚR@uv@Uh59@;ښ @%y4@~@ RQ@Է9/@MF@x@,@ C@3<@Kv1@ i"@ 3A@J@W@5 @C]XD@}3y@ת@"Ŵ'@&Fn:@)@,P@08u8&@3|x@6IB@:RA@=F\\@A#@D=R@H@K}zŵ@NF@Rx:e@U:+;@YN|@]g`{@`@d27@gb @kdVf@o @rrK@vKa@y6@}S@p@k@ @Z3m@A@%I@?bR@@r@u@ˊW@5L@XI@ :h@m1!@k!"@zl@&_`@ZB@:U @幐7i@0Β@@[@hn z@=G)@ @Âz@ˊ3@j{=U@H<@%hu@,ݚ@@3얠@:q%@AP@HmN@O @W*1@^uk'@e>Z;@m7QW@tJ@|/w0@9P_@[gۋ@P@FR-@v;q@?4PN@K6*@|_@ @ǧǸ@@mY@ O@عҁ@Xh'@ @/؈4@ X@x"@$@"6@+/h@3p$@;)@Cjh0@LE% @T@5@\)Ş@e1@mQ@u @~,qy@|@@,~@@A3@)0$@|f@ʹt@(&@j@ٵ{W @T@D@~@nf@p@ A@+ao@4@<4{@DLc!@L_\SV@Tl[@\sx@dt8"@loL[@tc}U@|QWWWH@8=I>@(x@c3@^t@UI<@N@ ,4{@<,@f5(u(@m2;@ѢAR<@3@0A@<@i@@ O@vH@Ϸ@ 2͌@{@R@/WX@"n@*R7@1;܎@8RȢvZ@?_@Fb=E@M[d 7@TI䀀v@[.xz@bUE@hPX@o*b@vVjgN@}T@Ի;@D̬@Y9@XAЉ4@р; @?=(@b@@G@?@ÿ9ۻ[@f@ H@Ҏ@&\Ь@#@-x@H3X@0@@hI@9s@ ˹].@l @Yb@&@!˔@&xC@+%Ga@17Y@6:TrR@;ȸ@@vѳ@F*u*@KIw&@P]7d@Ue`@ZcvE@_VNF@d?S]@iIe2@mH@r}/@wv`@|*t@R@o@IX@i6%@vk@y.b@ (@=Z@-DK@@2$@GcC@p-+@› *@w@ w@ŧ@ɛ2=mu@*@@Uv@3q@N@cEP@,XGڢ@Y@W@J(\@V@Z@1f@ro5@5LN@kSg@xfQ@= @bI@@@:@@+@Fΐ@ʷU`@ͥ@z@sm@Y2@N@ @_0@n8@N @*|@i@;@`@y@oplC@6zy@@y@y}@4n@T@-@R@Ӎ@b&C@Vtr@ZA@Hu@=@ @sb׵@ űx@'7?s@-9@Z@EhN@Mo@Q ;@1@Q`@QQf@G.LZ@VY@1vT7@h@@|ډ]@ @LYNb@ѧ@jv@q@'ɷ@(^ق@02@եv@(w@y]rf@_d@&@_@d@@I@4؜ @x@@J @6@s [ @­q-"@'~@8@Rvg@Æ;@ø՟w@霂r@.@Fª@sYī@Ğwb0@9u@@Ȕ\a@=B@b?@Ņ! @ŧt@@a@y@%KV@A)@]`F?@x3@Ƒ>@ƪ) @@IQa&@E @ʳԱ@2^~L@NB@=-#@zx H@H@,?@Aڃ@#^@^K@(@-o@6NI@D9eȠ#@R`2@`4Z*@o!:(@}W:n@$9@z,@[K@TK@@ @B#@TR@N@ jL]^@NO@U@:@@HAAI@Ha{FH@Hwܛ&@H9@H@HQ @HLs@HY>@HT+(@H@Hh@H@H;@Hm@H@Hu@Hjx@Hb@H@H@LZB4@F@ǣD@$KM@  @"Ɯ@%7܂@'4:@*5zl @-@0ԊX@46$@7yl@;mӨ@?=5@C*.@G4p&@KWJrW@OYXp@Sz@}@XCdC@\ls@a=o@eѬ[@jsbk @o!f/@sڣe @xZ@}jΠF@? \@@q%@B@؍@@-@2R=@sM)@ć@pF @R7М@,S@>A8@O@ۑ*`@N@H@泅0 @[ Z@H@7@%@7O@@3LSbo@O@#@'@ LvC@ Un@L@2@G؂@E@ݸ0b@ >8;@$%8~@'K5@*j~6@-S@0.J:@3\@6 J@9C8@@G5@˔_T@JPm@@8<%?@X gI>8<$ @+G>8<$ @X gI>8<%@X gI@X gI????>8<%?@X gI!!Percent_Devel_Perceived_Completesmth1(100-((Man_Days_Reported_Still_Needed-Man_Days_Perceived_Still_Needed_for_Testing)/(Job_Size_in_Man_Days-Testing_Size_in_Man_Days)*100),Reporting_Delay) < d        d      !" #$%2s)^@u.av(t?@u.av(-@u@tK>@u.av(t.av(t.av(t????.av$D@u?.av(tUndiscovered_Tasks**Real_Job_Size_in_Tasks-Perceived_Job_Size     !Based on the task underestimation fraction, we have a certain number of undiscovered tasks which may affect the progress of the project, if there are enough of them." #$%2fG_@ah`?@ah`?94S@ah`.qvi.av$D}????.av$DRate_of_Discovering_TasksHHUndiscovered_Tasks*Percent_of_Undiscovered_Tasks_Discovered_per_Day/100    d  !~~We discover some number of undiscovered tasks each day at a rate defined in Percent of Undiscovered Tasks Discovered per Day." #$%2sa@t)١4?@t)١4@2EVH@t)١4@t)١4@t)١4(?????@t)١4Tasks_Discovered0 !))Here we accumulate the discovered tasks." #$%2c7`@?@??@?@?@?@?@?@?@?@?????@??@?Real_Job_Size_in_DSI88(Perceived_Job_Size_DSI)/Tasks_Underestimation_Fraction     !" #$%2c0@Yg@X^A?@X^A?v @@X^A@X^A@X^A?????@X^A11Percent_of_Undiscovered_Tasks_Discovered_per_Day Percent_of_Job_Perceived_Worked00@4@D@N@T@Y00?ٙ@@@$@Y !This graph captures how many of the undiscovered tasks are discovered each day. It is based on percent of job worked; it starts out very low and towards the middle of the project, jumps to 100%." #$%2c1=j@ah`?@ah`?B&Y@ah`/u8/u8/?????/u822Rate_of_Incorporating_Discovered_Tasks_in_Project>>delay(Rate_of_Discovering_Tasks,Delay_in_Incorporating_Tasks)7  7   !00This is the rate which drains Tasks Discovered." #$%2c.+w@ Fb9?@ Fb7@GHf/@ Fb9@ Fb9@ Fb9=?????@ Fb9//Perceived_Size_of_Discovered_Tasks_in_Man_Days,,Tasks_Discovered/Assumed_Devel_Productivity     !>>This is the size of the discovered tasks in terms of mandays." #$%2c(m@X1cP?@X1cP@,Q@X1cP@X1cP@X1cP?????@X1cP Percent_of_Job_Perceived_Worked))(Tasks_Developed/Perceived_Job_Size)*1003 3   d  !" #$%2s#o@@UUUUUU?@@UUUUUU@mW@UUUUUU@@UUUUUU]@@????]@UUUUUU?@Perceived_Job_Size$$Perceived_Job_Size_DSI/DSI_per_Taskx68   x  ! &@UUUUUU@UUUUUU@UUUUUU@UUUUUU@UUUUUU@UUUUUU@UUUUUU@UUUUUU@UUUUUU@UUUUUU@UUUUUU@UUUUUU@UUUUUU@UUUUUU@UUUUUU@UUUUUU@UUUUUU@UUUUUU@UUUUUU@UUUUUU@UUUUUU@UUUUUU@U_oX@Us@U<@UD@U\@V(.@Vn06<@Vm@W@W{-q!@W@X^Q@XޥD?@YhE2@Yg'n @Z0@[>_@[텸ކ@\^9@]hͥ@^4@_@_ WF@`hU@a;@bʥ@c ]@dQu1@e(|@f@h"l+@iSN@j@kϮ06@mGT5@noOW@oh@q3~@rPp@tFK@uمn@w&wɮ@xq#@zU@{6YX@}R@]S@m.@X@xQ@d.@oJ0@Zʔ@M89@H@M\t@ZX.@oL@ T @@l@@[Ll@u4@`@O7A@19*@ =@N:u@ fx@@j3@V@H.@t#ޏ@:n@O5<}@ ^g]o@ѰG@ʟ$@tz@z@בww@;hu@@Go@rX@"@aW@tN@i/Ö@@o@#v@t @hW2@@H@|1@9/[@@{c5@咳>@f @^-@}b@N*V@2M+@6q@ b4@d'l@l@F;@"` @)eK7@G\CF@P^)]d@YP@b4@k 0@s[@|k{ @+*b@[8@J9\@ ϕ@,Ib@&:@p@ @4dp@O`A5@ZEz@W9r@E(fN@&Z@8t@ĈE@s@@Ov@@PY@%@-+i0@4OZ7\@;6`@Cf@JQё4@QvlX@X-#@_m@fTN@msw@tMy@{@ԍ@J6J@vA@a}@,dښ@׫l@E@Oa @,@Œ@Ȋ @@֬@CaX@\@߻'PU@C^-@>T@K@Jh@-AN@@w@Nx&@/9\@׮!vN@ xң@C@o@/8D;@1m@.]@z@0v@w'A@!@$-{4@&~ry@($a@+ )@-E^@/y^f@19@3@5YM@8+ϕ]@:d?X@< ],@>#To2@@ }@B)@DAU@E&I@@G?@Iڧ@K뫾=@MP}t;@O,'@POF@Rq@TJ9]@Uc@WP!@YD3m8@Z^@\vq@^x" @_}@aS;@b@d ,@e}@fA.`@hQGnY@i@keȴ@ld.9 then Rate_of_Increase_in_Testing_Man_Days else Rate_of_Increase_in_Testing_Man_Days+Rate_of_Adjusting_Job_Size64 6 > ?           !If we are in the testing phase, we increase by all the days needed; if not, we adjust the number of days needed by the rate of adjusting job size. " #$%2c @}~| r@}~| r?@}~| r@}~| r@}~| r@}~| r@}~| r@}~| r@}~| r@}~| r????@}~| r?@}~| rTesting_Man_Days .2*Man_Days  ?ə    !" #$%2fh@-s?@-@mI@-s@˟1H@6ڣ,????@6ڣ,Rate_of_Change_in_Job_SizeiiRate_of_Adjusting_Job_Size+Rate_of_Increase_in_Development_Man_Days+Rate_of_Increase_in_Testing_Man_Days      !The job size in mandays is adjusted based on undiscovered tasks being discovered, and on projected vs perceived progress of the project." #$%2c$o?Co e7??Co e??G)_?Co e7s?????%%Rate_of_Increase_in_Testing_Man_Dayspp(Rate_of_Incorporating_Discovered_Tasks_in_Project/Perceived_Testing_Productivity)*Fraction_of_Additional_Tasks      !ttHere is where we compute how many testing mandays to add when we have determined that the job size must be changed." #$%2c(k@@z?@@z?RG@@zA?????))Rate_of_Increase_in_Development_Man_Daysll(Rate_of_Incorporating_Discovered_Tasks_in_Project/Assumed_Devel_Productivity)*Fraction_of_Additional_Tasks      !BBHere is where we capture how many mandays to add when we need to." #$%2ci@,?@,5UUUUUU=5UUUUUU5UUUUUU@,@6ڣ,@6ڣ,A?????@6ڣ,Rate_of_Adjusting_Job_Sizejj(Man_Days_Reported_Still_Needed+Cumul_Man_Days_Expended-Job_Size_in_Man_Days)/Delay_in_Adjusting_Job_Size        !BBThis is where we actually compute the rate of change in job size." #$%2c@@?@@@@@@@@A????@?@Delay_in_Adjusting_Job_Size3 !BBThere is a 3-day delay in adjusting job size, once it is decided." #$%2c @~| r@~| r?@~| r@~| r@~| r@~| r@~| r@~| r@~| r@~| r????@~| r?@~| rDevelopment_Man_Days .8*Man_Days  ?陙    !" #$%2f@?@?Dգ@>"?>0????>0Count_Detected_ErrorsError_Detection_Rate\j \!" #$%2cr?p =q?p =q??p =q?p =q?p =q?p =q?p =q?p =q?p =q?p =q?????p =q??p =qTasks_Underestimation_Fraction.67   ?p  =q!" #$%2c ??333333>Ŏ8??333333>Ŏ8?333333?333333?333333>Ŏ8>Ŏ8>Ŏ8?????333333?q>Ŏ8Planned_Fraction_GraphPercent_of_Job_Actually_Worked'(XX??ə?333333?ٙ??333333?ffffff?陙??XX?333333?333333?333333?333333?333333?333333?333333?333333?333333?333333 '!" #$%2ct A 3?A 3@[zDA 3J????Fraction_Valueuuif Max_Size_of_Additions_Tolerated = 0 then 0 else Relative_Size_of_Discovered_Tasks/Max_Size_of_Additions_Tolerated,            !KKThis is where we compare the newly discovered tasks against a threshold. " #$%2g8??????Human Resources Sector !" #$%2gC??????Planning Sector!" #$%2gc??????Enter Project Parameters!" #$%2gq?????? Manpower Allocation Sector!" #$%2g??????Software Development Sector!" #$%2g,??????,,Software Development Productivity Subsector!" #$%2g ?????? Estimation!" #$%2g??????Quality Assurance!" #$%2g??????Testing!" #$%2g??????Control!" #$%  JJ7,  diagram_struct''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''a PK8K. TPoint_array((movie_attach))Human Resources Sector Picture_Tab**Pad++Model_Index_array,, ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''a Cr2 T>+(6)*+, ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''''a C/.Hn>H`be(6)*+, ''''''''''''''''''''''''''''''''''''''''''''''''''''''''''a P6C6y. T()Planning Sector*+, 'a Pc ,4()Enter Project Parameters*+, 'a P,6q,6w.() Manpower Allocation Sector*+, 'a PwwZ()Software Development Sector*+, 'a P7,7 /(),,Software Development Productivity Subsector*+, 'a P   X` () Estimation*+, 'a PY7 Y7</()Quality Assurance*+, 'a P  ()Testing*+, 'a P3  37+?()Control*+, 'a CHnHn>KP(6)*+, 'a C$muF(,uu)*+, 'a C`oqL(Dywy)*+, 'a C#il( )*+, 'a Co>(w6w)*+, 'a C!$Hn6;( 3)*+, 'a Cq(yy)*+, 'a CpgfF/?(7)*+, 'a CD0 ( )*+, 'a Cqr(z z)*+, 'a C;(3)*+, 'a Cq#)V(yy)*+, 'a C BL?3:E( 7D7)*+, 'a C0oL'(wD)*+, 'a C'ZTkBLo1U( JDJ)*+, 'a CWf?J(7)*+, 'a ChP}?ce(XX7)*+, 'a CqWfYkl(aa)*+, 'a C<$Q>n(,,6)*+, 'a Ch}>q( XX66)*+, 'a C'oqw(ywy)*+, 'a C(fn(vv)*+, 'a CsWfPn(Xvv)*+, 'a CWf?(  7 )*+, 'a CF{}()*+, 'a C02; Tr( 33)*+, 'a C'02o)(w)*+, 'a C02()*+, ''a Cq02( )*+, 'a C02o>'(ww6)*+, 'a C02; 8;<@O(3)*+, 'a Ch02P;de( XX33)*+, drmd  JJ UD  'a s   /()*+, )'a s,0  4 !'0()*+, )'a f  ( )*( +, )'a dI?C @R()*+, )'a fvei Iv6(Q)*(Q+, )'a fXgk *X!(2)*(2+, )'a d ~()*+, )'a f&8 p& 5(h)*(h+, )'a dpF gy()*+, )'a cc F`()*+, )'a f%?8C pZ&/ 47(h)*(h+, )'a dp F/3 gy(()*+, )'a cZg1wm{ M4x()*+, )'a cA@| 4e_()*+, )'a af E@MMEEh!gUh()*+, )'a a; "(OdS""@#?@()*+, )'a cM _c 0j ()*+, )'a aL:*z~MM**MSyM()*+, )'a cx  U()*+, )'a arz~""tRqt()*+, )'a c y a()*+, )'a a()*+, )'a c{ Q nfj()*+, )'a c^I 4Yp] Q|t()*+, )'a aaUu7esiuuaU\PzaU()*+, )'a aqZ.tqqZZ..()*+, )'a c$b48  9$k()*+, )'a c .j    Ff()*+, )'a c\\ Ozk()*+, )'a a-X!&*XX!!-)S-()*+, )'a a /h% //FF11#=()*+, )'a a7W)6655==#()*+, )'a aY$ ()*+, )'a a=] BFLL!2/T2()*+, )'a clg+igm " _C$%(()*+, )'a cIZ #<V%()*+, )'a aN"[(d^b[[$((Na$`N()*+, )'a aYv#"z&vbzzz%Yv>[fYv()*+, )'a c" & \.'(,()*+, )'a a2&| ?C||  '2-2()*+, )'a aV"&yYNRyy(YYVll V()*+, )'a c}q ) D,3+E()*+, )'a c}UDH *F+()*+, )'a a`*T)n$nn+$$`|`()*+, )'a aMa&)*jG V\Z**jj,GGMaMa()*+, )'a c7j.Y -*BUe()*+, )'a c`6r . S~/02-gh()*+, )'a aFa.,4#^_b,,44/FaYFa()*+, )'a a=Z.wX0ww=ZX=Z()*+, )'a ch 1   23456()*+, )'a al.1B~2lgl()*+, )'a a/)1!DH!!3/u/()*+, )'a a1 -_((//4(!()*+, )'a a),1s0|m<qss>>5[[C*C()*+, )'a a61m16ff<9<()*+, )'a aN) s)S(,ss7((N* $dWN*()*+, )'a g33 8 ()Human Resources Sector *+, )'a s 9(5NWA()*+, )'a dn;L :ew ()*+, )'a fF$` ;nFF:=AB(f&)*(f&+, )'a cVL <IAt=()*+, )'a a6<;BQ~U=>:V>()*+, )'a c wD/H ><+@B()*+, )'a cTX ?)@PH()*+, )'a a?>xSWxx@s()*+, )'a a29;' M&&MMA3$C3()*+, )'a al>; CF+J>>BlHql()*+, )'a g C()Planning Sector*+, )'a c"155 D Q ()*+, )'a c1 )8t  E$OEH()*+, )'a c]sbf FP={KP()*+, )'a c\'> GOz"()*+, )'a aBE?g26HggBB()*+, )'a cQzDH Ir()*+, )'a cm JD^()*+, )'a aVFM \ysw K\\VT lV()*+, )'a c L! 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