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Before development of any software, it is vital for proper planning to be conducted. Projected size of the software to be developed is an important variable that is needed by software project managers to estimate the cost of the software, number of people to allocate to the development of the software and the number of months or duration the development lifecycle will take. Since software size estimate prior to development is non-existence or abstract, it needs experienced human judgment to estimate the size of the software prior to development. The idea of using human experience and judgment fits well in the field of Human-centered computing (HCC). In these stages most of the required information is not available. To help them in this difficult task, prediction models and the experience of past projects are fundamental. Software size metrics play a significant role to the success of this task. Unfortunately the existing software size estimation models still produce size estimates which have been blamed for software development failures. The popular computing literature is awash with stories of software development failures and their adverse impacts on individuals, organizations, and societal infrastructure. Indeed, contemporary software development practice is regularly characterized by runaway projects, late delivery, exceeded budgets and reduced functionality and questionable quality that often translate to cancellations, reduced scope and significant rework circles. The net result is an accumulation of waste typically measured in financial terms (always billions of dollars). The Standish Group makes a distinction between failed projects and challenged projects. Failed projects are cancelled before completion, never implemented, or scrapped following installation. Challenged projects are completed and approved projects that are over budget, late, and with fewer features and functions than initially specified. Most organizations are constantly searching for ways to improve their project management practice and reduce the likelihood of failures and the degree to which their projects are challenged. Typical projects entail a balancing act between the triple constraints of budget, schedule, and scope. Tradeoffs and adjustments are therefore made by restricting, adding to, or adjusting the cost, time, and scope associated with a project. Indeed the traditional triangle in project management is said to be concerned with finding a balance between cost, time, and scope. (Software Size Estimation in Incremental Software Development Based On Improved Pairwise Comparison Matrices, Peter Ochieng)
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Last date updated on July, 2014

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