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POM-XOMO Software Engineering Models

Tim Menzies; George Mathew; Vivek Nair

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  <identifier identifierType="DOI">10.5281/zenodo.1169623</identifier>
      <creatorName>Tim Menzies</creatorName>
      <affiliation>North Carolina State University</affiliation>
      <creatorName>George Mathew</creatorName>
      <affiliation>North Carolina State University</affiliation>
      <creatorName>Vivek Nair</creatorName>
      <affiliation>North Carolina State University</affiliation>
    <title>Pom-Xomo Software Engineering Models</title>
    <date dateType="Issued">2018-02-09</date>
  <resourceType resourceTypeGeneral="Software"/>
    <alternateIdentifier alternateIdentifierType="url"></alternateIdentifier>
    <relatedIdentifier relatedIdentifierType="DOI" relationType="IsVersionOf">10.5281/zenodo.1169622</relatedIdentifier>
    <rights rightsURI="">Creative Commons Attribution 4.0</rights>
    <rights rightsURI="info:eu-repo/semantics/openAccess">Open Access</rights>
    <description descriptionType="Abstract">&lt;p&gt;XOMO combines four software process models from Boehm&amp;rsquo;s group at the University of Southern California.&amp;nbsp;XOMO derives four objective scores: (1) project risk; (2) development effort; (3) predicted defects; (4) total months of development (Months = effort / #workers). Effort and defects are predicted from mathematical models derived from data collected from hundreds of commercial and Defense Department projects.&lt;/p&gt;


&lt;p&gt;POM3: According to Turner and Boehm, agile managers struggle to balance idle rates, completion rates, and overall cost. &amp;bull; In the agile world, projects terminate after achieving a completion rate of (X &amp;lt; 100)% of its required tasks. &amp;bull; Team members become idle if forced to wait for a yet-tobe-finished task from other teams. &amp;bull; To lower idle rate and increase completion rate, management can hire staff&amp;ndash;but this increases overall cost.&lt;/p&gt;</description>
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