Effort estimation using analogy
Proceedings of the 18th international conference on Software engineering
Software metrics (2nd ed.): a rigorous and practical approach
Software metrics (2nd ed.): a rigorous and practical approach
Bayesian Analysis of Empirical Software Engineering Cost Models
IEEE Transactions on Software Engineering
A comparison of case-based reasoning approaches
Proceedings of the 11th international conference on World Wide Web
Software Engineering: An Object-Oriented Perspective
Software Engineering: An Object-Oriented Perspective
Software Engineering Economics
Software Engineering Economics
Software Cost Estimation with Cocomo II with Cdrom
Software Cost Estimation with Cocomo II with Cdrom
Portfolio Management Method for Deadline Planning
METRICS '03 Proceedings of the 9th International Symposium on Software Metrics
Software Engineering: A Practitioner's Approach (McGraw-Hill Series in Computer Science)
Software Engineering: A Practitioner's Approach (McGraw-Hill Series in Computer Science)
Complementing approaches in ERP effort estimation practice: an industrial study
Proceedings of the 4th international workshop on Predictor models in software engineering
Integrating Portfolio Management and Simulation Concepts in the ERP Project Estimation Practice
REFSQ '08 Proceedings of the 14th international conference on Requirements Engineering: Foundation for Software Quality
Managing Uncertainty in ERP Project Estimation Practice: An Industrial Case Study
PROFES '08 Proceedings of the 9th international conference on Product-Focused Software Process Improvement
Uncertainty in ERP Effort Estimation: A Challenge or an Asset?
IWSM/Metrikon/Mensura '08 Proceedings of the International Conferences on Software Process and Product Measurement
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Software development projects are subject to external and internal risks that cause delays, budget overrun and poor quality. Portfolio management can be used to alleviate this problem, as it pools resources together and allows for resource sharing among projects. Consequently, projects are more likely to succeed. However, portfolio management using only deadlines and the number of employees to improve probability of success is still confined. This paper proposes integrating portfolio management with COCOMO II that offers more management flexibility. Managers can adjust other resources, such as tools, staff capability, communication support, etc. to improve the project's success. The proposed method can also be applied despite limited historical data and expert judgment. In addition, this paper introduces time constraints into portfolio management without assuming unrealistic linearity between effort and time.