Chapter 2. Cost management of an information system IT project in the conditions of incomplete information about its elements

© The Author(s) of individual chapters, 2025 DOI: 10.21303/978-9908-9706-8-4.ch2 Abstract The object of the study is the process of managing IT project decisions. During the study, the problem of modeling losses during the design of a description of an information system (IS) element in conditions of incompleteness or lack of complete information about this element was solved. Research in this area is devoted to the development and improvement of models for making design decisions in conditions of complete certainty, risk and partial uncertainty. The formation and making decisions on managing IT projects in conditions of partial uncertainty remain almost unexplored. It is proposed to use for the IT industry a cause-and-effect scheme for the formation of losses in industrial production due to the lack of information. According to this scheme, the consequences of the situation of the lack of information about the description of the IS element and the loss models that characterize these consequences were analyzed. The proposed scheme was adapted to the features of the design and implementation processes of IS elements. Detailed loss models were developed for the four main consequences of the situation of incompleteness or lack of information about the description of the IS element. Experimental verification of the obtained results was carried out on the basis of the IT project for the creation of the "Electronic Compulsory Motor Third Party Liability Insurance Policy" service. The consequences of identifying an incomplete description of this service during the design process were considered. Two options for replacing the incomplete description of this service were proposed: developing the service "from scratch"; using the description of the "Online Store" module Maksym Yevlanov Viktor Levykin Borys Moroz Dmytro Moroz Ivan Iuriev CHAPTER 2 Cost management of an information system IT project in the conditions of incomplete information about its elements 46 Management of a modern IT company: theoretical and technological aspects functions selected from the IT project backlog. For the first option, the estimate of possible losses is $123300.12. For the second option, the estimate of possible losses is $50000. During the analysis of the obtained results, it was noted that the obtained estimates characterize losses only on the IT project iteration that is planned. To increase the accuracy of the assessment of losses from eliminating the situation of lack of information about the description of the IS element, further research was deemed necessary. It was also deemed appropriate to conduct prospective research on the creation of IS and information technologies to support the assessment and decision-making of the management of an IT company and its IT projects in a time regime close to real time. Keywords IT project, description of a system element, incomplete information, cause-andeffect scheme, loss model, information system function. 2.1 Introduction The decision management process is one of the technical project management processes[1]. The processes in this group are used to establish and deploy plans, execute plans, assess actual achievement and progress against plans, and manage project performance. The scope of these processes is the technical management of aproject or its products for inclusion in a system. Therefore, individual technical management processes can be applied at any time in the life cycle and at any level in the project hierarchy, as required by plans or due to unforeseen events[1]. The purpose of the decision management process is defined in[1] as providing a structured, analytical framework for objectively identifying, characterizing, and evaluating multiple solution alternatives at any point in the system life cycle and selecting the most advantageous course of action. This process is used to solve technical or design problems and respond to solution requests that arise during the system life cycle, and to determine the alternative that provides the best results in a givensituation. However, the problems of decision-making in project management are far from being completely solved. Thus, in[2] the scope of project execution "Uncertainty" is defined, which covers operations and functions related to risk and uncertainty. The allocation of this scope confirms the understanding of the importance of using models and methods for solving decision-making problems 47 Cost management of an information system IT project in the conditions of incomplete information about its elements Chapter 2 under risk and partial uncertainty in project management systems. But when it comes to specific recommendations for the implementation of such models and methods, in[2] only the following options for responding to uncertainty are proposed: –collecting additional information; –preparing for several final results; –design based on a set; –developing resilience. All of these options require additional time during project management, which is undesirable, especially for such a type of project as IT projects. The reasons for such undesirability lie mainly in the possibility of significant time losses as a result of exceeding the deadlines for the implementation of the IT project. The options for responding to uncertainty specified in[2] leave open the question of the possibility of using already known models and decision-making methods in IT project management. It should be recognized that such models and methods were mainly developed for other types of management than IT project management. Therefore, there is a need to conduct scientific and applied research in the field of developing new and using existing models and decision-making methods under uncertainty to solve ITproject management problems. 2.2 Analysis of current research in the field of IT project decisionmanagement Modern analysis of the application of traditional project management models and methods recognizes as the main challenge and the main direction of research in this field the complexity of project processes, due to which they do not meet the initial deadlines, cost, quality and business goals[3]. Based on this, in[3] the following main difficulties in project management are highlighted: delays in the project implementation schedule; lack of clearly defined goals and support from management/company; changes in scope; insufficient resources; poor risk management and measurement of project effectiveness; lack of communication between project participants. All these difficulties lead to solving project management problems under conditions of risk or partial uncertainty. Such conditions, in turn, necessitate the use of formal models and decision-making methods in the decision management process discussed above. The importance of using decision-making models and methods based on a scientific approach in project management is also confirmed by experimental studies. Thus, in[4], data from two 48 Management of a modern IT company: theoretical and technological aspects randomized controlled studies involving 382entrepreneurs were analyzed, who were divided into two groups: –a group of "scientific" entrepreneurs, who were trained in a scientific approach to decision-making regarding project selection before the experiments began; –a group of "ordinary" entrepreneurs. The results of the analysis presented in[4] allow to draw the following conclusions: –the increased probability of project termination by "scientific" entrepreneurs is associated with greater accuracy in determining the cost of the project; –"scientific" entrepreneurs are faster to adjust their expectations regarding the cost of the project downwards before making a decision to terminate the project; –"scientific" entrepreneurs generate a greater number of new ideas, and a greater proportion of their projects end with the opening of a business; –in the long term (up to five years), the initial difference in termination rates between "scientific" and "ordinary" entrepreneurs is equalized; –the control group, which consisted of "regular" entrepreneurs, shows a higher rate of project abandonment in the long term (up to five years). These findings generally support the idea that "scientific" entrepreneurs are not overly critical in their evaluation of their projects; rather, by abandoning projects with lower potential earlier, they can free up resources to reallocate elsewhere[4]. It should be recognized that in general, scientific methods and decision-making models are used in the management of a wide variety of projects. Thus, according to the results of the study[5], it is proposed that outsourcing decisions, including the choice of outsourcing service and contractor, be made by an expert group. [5]also considers constant monitoring and control of the quality of external units and the satisfaction of stakeholders to be important. [6]proposes to use a resource optimization model based on a genetic algorithm to solve the problem of resource optimization in the management of research projects. [7]proposes to use object information modeling technology to visually display the cost of the project, generalize and integrate various costs and, thus, obtain a total budget for the cost of the project to find optimization solutions in order to facilitate analysis and decision-making by project managers and relevant personnel. However, all the studies considered are based on the assumption that decision-making in project management is carried out under conditions of certainty. Issues of decision support in project management under risk and uncer tainty are also highlighted in modern research. Thus, the main structural components, elements and functions of an intelligent software system are described in[8], which is a tool for supporting management decisions in the implementation of practical pro jects in the field of economic management. This system is built on the principles 49 Cost management of an information system IT project in the conditions of incomplete information about its elements Chapter 2 of the methodology for optimizing adaptive project management using network economic and mathematical modeling and the feedback principle. The use of this methodology allows taking into account the incompleteness of information associated with the failure or delay of specific project operations. In[9], a review of solutions for computer-aided decision support for offshore software outsourcing in the global context of the development of such systems is provided. In particular, in[9] ten main key factors related to the decision-making process in the IT industry were identified, namely: human communication, cost reduction, organizational and professional maturity, project management methods, IT infrastructure support, language restrictions, knowledge-based support, changes in requirements, legal issues and cultural diversity. However, the data obtained in[9] show that the software industry lacks effective and efficient decision-making models that take into account the specifics of the IT industry and, in particular, the features of management in IT projects. The conclusion about the lack of application of effective and efficient models of decision-making and decision-making in IT project management is also confirmed by the results of other studies. Thus, in[10] an approach to decision analysis is proposed, which allows for the implementation of structured, reproducible and group execution of relevant procedures using a decision support system. However, this approach, as shown in[10], has only a methodological basis. In[11], a study was conducted to support decision-making on the implementation of test automation in the context of Agile-based Software Development. In total, the study identified twenty-one factors that significantly affect test automation in the specified context. But the final result of applying the identified factors in[11] is only a conceptual model designed to help managers practicing Agile make decisions on the implementation of test automation in the specified context. The results of the analysis allow to conclude that it is appropriate to conduct scientific and applied research in the field of developing new and improving existing formal models and decision-making methods for IT project management. These studies, taking into account the results obtained in[4], are proposed to be based on the following assumptions: –the greatest effect from the application of these models and methods should be expected when making decisions on current and operational management of work at the early stages of the project; –it is desirable to use such models and decision-making methods from various aspects of project management that would allow to assess the impact of the studied alternatives of the decision being formed and adopted on the overall assessment of 50 Management of a modern IT company: theoretical and technological aspects the project cost and, accordingly, on the estimates of the costs of performing the work of this project. These assumptions made it possible to determine that the purpose of this study is to develop loss models when designing a description of the elements of the enterprise management information system (IS) in conditions of incompleteness or lack of complete information about these elements. The use of these models will allow formalizing the procedure for choosing a rational option for using personnel and IT infrastructure of an IT company during the design or implementation of IS elements, the descriptions of which are characterized by incompleteinformation. To achieve this aim, it is proposed to solve the following research objectives: –adapt the situational-consequential scheme of production losses due to lack of information to the features of the design processes of IS elements; –develop and implement detailed loss models for the main consequences of production losses and decision-making on managing iterations of the implementation of the IT project of creating IS; –perform experimental verification of the results obtained. 2.3 Research models To determine the mechanism of loss formation during the design and implementation of IS elements, it is proposed to apply the existing causal scheme of loss formation in production due to the lack of information (Fig.2.1)[12]. It should be noted that causal schemes are considered by some modern researchers as one of the means of overcoming uncertainty in project management[13]. In Fig.2.1, the following designations are adopted: Ex1 – "Replacing missing information with other, for example, scattered or indirect" consequence; Ex2 – "Concentration of production resources on performing work not for their direct purpose" consequence; Ex3 – "Transferring production resources to performing work that corresponds to their direct purpose" consequence; Ex4 – "Refusal to use re sources due to the lack of information for making management decisions" consequence; Ex5 – "Any measures to maintain the required duration of the production cycle are not taken" consequence; Ex6 – "Intensification of the production process after the elimination of uncertainty" consequence; P1–P8 and P′ 9–P′ 13 – losses characterizing the corresponding consequences; Psum – total losses of the consequence Ex1; W1–W3 – penalties for failure to complete the planned work on time. A detailed description of these elements is given in[12]. 51 Cost management of an information system IT project in the conditions of incomplete information about its elements Chapter 2 The situations in the result of a lack of information Situations after receiving information P1P′ 9P′ 10 P′ 11 P′ 12 P′ 13 W1W2W3W1W2W3 Psum P2P3P4P5P6P7P8 Ex2 Ex1Ex3Ex4Ex5Ex6 Fig. 2.1 Cause-and-effect scheme of production losses due to lack of information The occurrence of a situation where there is no information can lead to one of the consequences Ex1, Ex2, Ex1 and Ex4. The consequence Ex1 attracts the most attention among them, because it allows replacing the description of an IS element for which complete information is missing with reusable descriptions of other IS elements being designed or other IS. The loss models P1 and P2, which characterize the consequence Ex1, have the form[12]: PSRHk add 1   , (2.1) PSR Hk 2    , (2.2) where P1 – losses from the absence of information in the event of the need for further processing with replacement information; Sadd – the average cost of additional processing of replacement information; R(H) – the average number of occurrences of situations of absence of information for the analyzed period of time T with a certain composition of information H={h1,h2,…,hn}; k – the coefficient of quality of management decision-making; P2 – losses from the absence of information in the presence of a difference in the cost of information being replaced and information being replaced; DS – the average difference in the cost of information being replaced and information being replaced. In some cases, as shown in the scheme (Fig.2.1), these losses are summed up. 52 Management of a modern IT company: theoretical and technological aspects According to the result of Ex2, production resources are concentrated on performing work not for their direct purpose. For this case, the loss models P3 and P4, which characterize the consequence of Ex2, have the form[12] PSltHRHk res t indef av st 31   ()() (2.3) provided tHt indefc ()≥ ; PSltHRHk res t c av st 41   ()() (2.4) provided that tHt indefc ()< , where P3, P4 – losses from uncertainty of the situation due to the lack of management information when transferring resources to perform work not for their direct purpose; b – coefficient of losses on the cost of resources when they perform work not for their direct purpose; Sres t av st – average cost of a resource unit for a normalized period of time tst; l – number of conditional units of resources; tH indef() – average time of uncertainty of the situation with a certain information composition H; tc – average cycle of performing a normalized unit of work; k1 – coefficient of quality of work performance. The consequence Ex3 is characterized by the transfer of production re sources to perform work that corresponds to their direct purpose, which is possible in the case when the production process has additional components that ensure the employment of resources for a time not less than the time of uncertainty of the situation. If, to eliminate forced downtime of resources, the work is selected from arandom set of unfinished work (if such is always available) and at the same time the creation of any special reserve is not required, then the losses can be calculated by the formula[12] PRHtS tH Tt WS av nc windef c su mu nfin w 5        () () .. ., (2.5) where t – the time period under consideration; Sav nc w.. – the average cost of an unperformed unit of work as a result of transferring resources; Wsum – the total value of penalties for failure to complete scheduled work on time as a result of transferring resources to reserve work; Sunfinw . – the cost of completing unfinished work. If a special reserve of work is created, then the losses are[12] PRHtS tH Tt WS S av nc windef c sumreserve complw6       () () .. ..rreserve, (2.6) 53 Cost management of an information system IT project in the conditions of incomplete information about its elements Chapter 2 where Sreserve – the cost of creating a special reserve of work; Scomplwreserve .. – the cost of the completed reserve of work. Consequence Ex4 is a situation when, due to the lack of information for making management decisions, resources are not used. Losses in this case are proposed to be estimated in[12] as follows PSltHRH res t indef av st 7 ()() (2.7) provided tHt indefc ()≥ ; PSltRH res t c av st 8 () (2.8) provided tHt indefc ()< . After receiving the information necessary for making management decision information, consequences Ex5 and Ex6 arise. They are the results of consequences Ex2, Ex3 and Ex4. Let's define consequence Ex5 as a consequence in which no measures are taken to maintain the required production cycle duration. Naturally, in[12] it is assumed in this case that tc will increase by tindef(H) from the moment of time at which the cycle was interrupted. For the consequence Ex5, if the lack of information does not lead to an increase in the volume of work in progress, the losses are estimated as follows[12] P Wsum9 . (2.9) In the case of an increase in the volume of work in progress, losses are determined as follows[12]  PSthRH T W unfinindef su m av 10 ()() , (2.10) where Sunfinav – the average cost of work in progress. The losses associated with the penalty for the consequence Ex5, in the case of an increase in tc, may have different values. If the increase in tc does not lead to an increase in the critical period, W1=0; if tc increases and exceeds the critical period by an amount not greater than that specified in the relevant regulatory documents, then WSRH unfin compl av 2   () , (2.11) 60 Management of a modern IT company: theoretical and technological aspects or in a simplified case P kkqTSt TC z zi zi zi i m z RH CI z RH 1 1 11            () () () () () . (2.24) A detailed description of the loss model P2 (2.2) for the case of IT project management of IS creation is proposed to be presented as follows P kS S repm r r RH repd d d RH 2 11           , () , ()  . (2.25) Expressions (2.14)–(2.25) allowed to state that the choice of the consequence Ex1 will be appropriate only when the condition P PP S sum repd d d RH    12 1  , () , (2.26) is met, i.e. in situations where the costs of reusing the information being replaced do not exceed the costs of designing and implementing "from scratch" IS elements, the descriptions of which are incomplete or absent. In the process of formulating a detailed description of the loss models (2.3) and (2.4), it was established that the main problem lies in clarifying the formal description of the parameter b. Based on the above-defined features of the processes of designing and implementing IS elements in an IT company, the following assumptions were formulated: –Assumption4: the transfer of personnel and elements of the IT infrastructure of an IT company from the IT project of creating IS A to the IT project of creating IS B is considered as replacing the backlog of tasks for developing IS elements A with the backlog of tasks for developing IS elements B; –Assumption5: the general mechanism for replacing information is single and unchanged for any IT project within an IT company. Based on these assumptions, the value of the coefficient b is proposed to be calculated in the case of replacing the description of one IS element A with the description of one IS element B as follows  SSS repd IS repm IS repd IS ABA  , (2.27) where S re pd IS A  – the estimated value of information about the descriptions of the elements of IS A, which is being replaced; S re pm IS B  – the estimated value of information about the descriptions of the elements of IS B, which is being replaced. 61 Cost management of an information system IT project in the conditions of incomplete information about its elements Chapter 2 The value S re pd IS A  for one d-th element of IS A, the description of which is absent or insufficient for the performance of work on the design and implementation of this element, is proposed to be calculated by formulas (2.19) or (2.20). The value S repm IS B  for one r-th element of IS B, the description of which is used during the formation of the team backlog instead of the description of the d-th element of IS A, is proposed to be calculated by formulas (2.17) or (2.18). Based on these estimates, expression (2.27) for the case of replacing the descriptions of two or more elements of IS A with descriptions of two or more elements of IS B was modified as follows           SS S repd d IS d RH repm r IS r RH repd d IS AB A   , () , () , 11 dd RH   1 () . (2.28) The product S l res t av st × described the total resource costs for the normalized time period tst. For the case of transferring resources involved in the design and implementation of the d-th element of IS A to perform work on the design and implementation of IS B, this product is proposed to be described as follows: S lS kq TStT resd t drepd d IS di IS di IS di IS i m av st AAA A ,,() ()     1 kkq TC IT dj IS dj IS dj IS j n AA A () ()   1 , (2.29) S lS kq TStT resd t drepd d IS di IS di IS di IS i m av st AAA A ,,() ()     1 C Cd CI () . (2.30) Then, in the general case, the product S l res t av st × as a set of resources that were planned to be used to perform R(H) of the IS A elements, but due to the uncertainty of the descriptions of these elements, it is recommended to transfer them to the IS B IT project, is proposed to be described as follows S lS S res trepd IS redp d IS d RH av st AA      , () 1 . (2.31) Based on formulas (2.27)–(2.31), a detailed description of the loss model P3 (2.3) for the case of managing IT projects for the creation of IS A and IS B is proposed to be presented as follows P SS S repd d IS d RH repm r IS r RH repd d IS d R AB A 3 11 1        , () , () , (HH redp d IS d RH indef St Hk A ), () ()     1 1 (2.32) provided that tHT indef()≥ . 62 Management of a modern IT company: theoretical and technological aspects A detailed description of the loss model P4 (2.4) for the case of managing IT projects for the creation of IS A and IS B is proposed to be presented as follows P SS S repd d IS d RH repm r IS r RH repd d IS d R AB A 4 11 1        , () , () , (HH redp d IS d RH ST k A ), ()     1 1 (2.33) provided that tHT indef()< . In the process of formulating a detailed description of the loss models (2.5) and (2.6), the following assumptions were made: –Assumption6: for any IT project to create an IS, there is always a project backlog as a set of tasks, the design and implementation of which is planned within the framework of a set of iterations of this IT project; –Assumption7: any backlog of a development team can be described as a set consisting of two disjoint subsets – a subset of main tasks, which is necessarily non-empty, and a subset of reserve tasks, which may be empty. The elements of the subset of mandatory tasks of the team backlog are tasks planned for design and implementation by the team in the current iteration. The elements of the subset of reserve tasks of the same backlog are tasks that are provided for design and implementation to team representatives in the event of either their full completion of all assigned mandatory tasks, or recognition of the impossibility of performing assigned mandatory tasks due to the absence or uncertainty of the description of these tasks. Based on these assumptions, the definition of losses arising as a result of Ex3 is proposed to be specified as follows: P5 – losses from transferring personnel and IT infrastructure elements of the IT company to perform the task of designing and implementing an IS element in the case when it is selected from the project backlog; P6 – losses from transferring personnel and IT infrastructure elements of the IT company to perform the task of designing and implementing an IS element in the case when it is selected from the subset of reserve tasks of the development team backlog. Initially, the situation of P5 losses was considered. In this case, a situation arises of replacing one or more tasks for the design and implementation of an IS element, the descriptions of which are missing or not defined with sufficient accuracy, with the corresponding number of tasks from the project backlog, the descriptions of which are fully defined. Then the estimate of the average cost Sav nc w.. of a unit of work not performed as a result of the transfer of resources, by analogy with formulas (2.19) and (2.20), should be described as follows: 63 Cost management of an information system IT project in the conditions of incomplete information about its elements Chapter 2 S kq TStT kq TC IT av nc wdi di di i m dj dj dj j n  .. () () () ()   11 , (2.34) S kq TStT Cd av nc wdi di di i m CI  .. () () ()   1 , (2.35) where d – an IS element, the description of which is incomplete or missing at the time of iteration planning. The estimate of the cost S unfi nw  . of performing unfinished work, to which the personnel and IT infrastructure elements of the IT company were transferred, selected from a random set of unfinished work of the IS creation IT project, by analogy with formulas (2.17) and (2.18), should be described as follows: S kq TStT kq TC IT unfinw ri ri ri i m rj rj rj j n  .() () () ()   11 , (2.36) S kq TStT Cz unfinw ri ri ri i m CI  .() () ()   1 , (2.37) where r – an IS element, the fully defined description of which is selected from the project backlog. As for the value of the parameter Wsum , in the general case it should be determined based on the policy of penalties for failure to perform work within certain time intervals, which is fixed in the contract for the implementation of the IT project. This contract is concluded between an IT company acting as an IT Service Provider(developer, IT project performer, etc.) and an organization or individual acting as an IT Service Consumer (customer, etc.). One of the classic examples of such a pol icy is the decision to pay a penalty as a predetermined percentage of the cost of an IT project for each working day during which the work remains unperformed. For this example, the parameter Wsum will take the value WtkP sumproject = %, (2.38) where t – the time period under consideration; k% – penalty coefficient, k % ,...,   01 , the value of which is fixed in the text of the contract for the implementation of the IT project; Pproject – cost of the IT project, the value of which is fixed in the text of the contract for the implementation of the IT project. Based on formulas (2.34)–(2.38), a detailed description of the P5 (2.5) loss model for the case when the task for replacement is selected from the project backlog is proposed to be presented as follows 64 Management of a modern IT company: theoretical and technological aspects P RHtkqTSt TkqTCI Tt di di di i m dj dj dj j n inde 5 11     ()(()()()()) ff c project ri ri ri i m r H Tt tk P kq TStT k () () () %                  1 jj rj rj j n qTCI T() ()        1 (2.39) provided that tHT indef()≥ . Otherwise, it should be assumed that tHT indef()= . Next, the situation of P6 loss occurrence was considered. In this case, a situation arises of replacing one or more tasks for the design and implementation of an IS element, the descriptions of which are absent or not determined with sufficient accuracy, with the corresponding number of tasks from the development team backlog, the descriptions of which are fully determined. The estimate of the average cost Sav nc w.. of a unit of work not performed as a result of the transfer of resources, in this case should be calculated using formulas (2.34), (2.35). The value of the parameter Wsum should be calculated using formula (2.38). To calculate the value of the parameter Sreserve , it was proposed to consider the creation of the development team backlog as a task for the performance of which the appropriate personnel and resources are involved. The result of such a task is the development team backlog as a team activity plan for the time period T. Therefore, in the general case, Sreserve should be calculated using formulas: S kq TStT kq TC IT reservepi pi pi i m pj pj pj j n     () () () () 11 , (2.40) S kq TStT Cp reservepi pi pi i m CI    () () () 1 , (2.41) where p – conditional resources (IT project staff and other resources) that were used to perform the work on planning the activities of the IT project team. The cost of the completed work reserve Scomplwreserve .. in this case is equal to the cost of tasks from the backlog reserve of the development team that were performed instead of tasks, which descriptions were recognized as incomplete. In this case, developers can only operate with an estimate of the value Scomplwreserve .. . This estimate, by analogy with (2.17), (2.18), is proposed to be determined as follows: S kq TStT k complwreserveresi resi resi i m res r resj  .. () ()    11 qqTCI T resj resj j n res r () ()   11 , (2.42) 65 Cost management of an information system IT project in the conditions of incomplete information about its elements Chapter 2 S kq TStT Cz complwreserveresi resi resi i m res r CI  .. () () (    11 )) , (2.43) where res – the IS element, the description of which is decided to be selected from the backlog reserve of the development team and used instead of the incomplete description of the IS element, which cannot be implemented during the current iteration. The value of the quantity qri is set by a formula similar to (2.16). Based on formulas (2.34), (2.35), (2.38) and (2.40)–(2.43), a detailed description of the loss model P6 (2.6) for the case when the task for replacement is selected from the backlog of the development team is proposed to be presented as follows P RHtkqTSt TkqTCI Tt di di di i m dj dj dj j n 6 11           () () () () () ii ndef c projectpipipi i m pj pj H Tt tk PkqTSt TkqTC () () () () %      1 IIT kq TStT pj j n resi resi resi i m r () () ()                       1 1 ees r resj resj resj j n res r kq TCIT    111 () () (2.44) provided that tHT indef()≥ . Otherwise, it should be assumed that tHT indef()= . When developing detailed descriptions of costs P7 (2.7) and P8 (2.8), it was taken into account that the product S l res t av st × , which determined the total resource costs for the normalized time period tst, was already described by expressions (2.29)–(2.31). In this case, the difference is that the set of resources that were planned to be used to perform R(H) of the IS A is elements not transferred to the IS B IT project and is not used in any of the IT projects. Therefore, it was proposed to present the detailed descriptions of costs P7 (2.7) and P8 (2.8) as follows P StHRH redp d IS d RH indef A 7 1           , () () () (2.45) provided that tHT indef()≥ ; PSTRH redp d IS d RH A 8 1           , () () (2.46) provided that tHT indef()< . 66 Management of a modern IT company: theoretical and technological aspects In this case, the value of each element of the sum Sredp d IS d R H A  , ()   1 is calculated using expressions (2.29) or (2.30). For a detailed description of losses due to the consequences Ex5 and Ex6, which are the results of the consequences Ex2, Ex3 and Ex4, it was necessary to conduct additional research. The main goal of these studies was to study the features of planning multiple iterations of an IT project for creating an IS due to an increase or decrease in the duration of a separate iteration T. Therefore, in this study, a detailed description of losses due to the consequences Ex5 and Ex6 was not considered. 2.6 Experimental verification of the obtained results 2.6.1 Description of the initial data To verify the results obtained, it was proposed to use the data of the IT project for the development of the service "Electronic Compulsory Motor Third Party Liability Insurance Policy" (CMTPL). The sale of this type of insurance policy was officially launched in Ukraine in accordance with the changes in the legislation of February7, 2018. In this regard, the problem of developing and implementing IT services that allow automating such activities arose. The IT company ProfITsoft, a leading software development company that also has deep expertise in the insurance domain and innovations in the InsurTech industry, was engaged in solving this problem. It has been implementing IT projects for the development and maintenance of software for more than 20years. In the Ukrainian market, ProfITsoft is known as the developer of the IS "Comprehensive System for Automation of Insurance Company Work – ProfITsoft" (KSASK), which is successfully used by leading insurance companies[16]. The KSASK development began in 2006, when the functional module "Frontoffice" was introduced. The following functions were developed within this module[17]: "Calculators", "Sales network", "Forms", "Commission", "Security". In 2009, the system was supplemented with the functional module "Back-office". The following functions were developed within this module[17]: "Metadata-based interface", "Finance", "Settlement", "Reinsurance". In 2013, KSASK implemented designers – tools that allow to configure any calculations, documents and output forms without the need to modify the entire system or its individual modules. In addition, the functional modules "Underwriting" and "Import of contracts"[17] were implemented during this period. 67 Cost management of an information system IT project in the conditions of incomplete information about its elements Chapter 2 In 2014–2019, KSASK gradually transitioned from a modular to a service architecture. In addition, the following modules were developed in the system[17]: "Online-shop" (aka "Internet store"), "Settlement designer", "Integrations" (a module that supports data exchange via API with external platforms (EWA, PrivatBank, etc.)). By 2021, KSASK had developed as follows[17]: –calculator designer was developed; –"Financial monitoring" and "Quote requests" services were developed; –mobile version of KSASK software was developed; –transition from a service to a microservice architecture of the system began. In 2022–2024, KSASK was adapted to the new requirements of the National Bank of Ukraine, which came into force in 2024 in accordance with the Law "On Insurance"(No.1909-IX). As a result of the adaptation, KSASK began to provide automation of all business processes of insurance companies, in particular, accounting of contracts, financial monitoring, formation and submission of reports in accordance with the requirements of the regulator. The system supports electronic signatures and integration with key state registers and services, ensuring reliability, trans parency and control of all operations. KSASK has already been updated to comply with new classifications of insurance products and accounting by business lines, which makes it a reliable solution for meeting the requirements of the National Bank of Ukraine[18]. At the time of the initiation of the IT project for the development of the "Electronic CMTPL Policy" service (2017), the basic version of KSASK consisted of the following functional modules: –"Insurance Calculator"; –"Accounting for Contracts"; –"Import of Data Lists"; –"Underwriting"; –"Accounting for Forms"; –"Commissions"; –"Finances"; –"Settlement"; –"VMI" (voluntary medical insurance); –"Reporting to the Motor (Transport) Insurance Bureau of Ukraine (MTBU)"; –"Online Store"; –"Administration"; –"CRM"; –"Business Processes"; –"Releases"; –"Help". 68 Management of a modern IT company: theoretical and technological aspects The service "Electronic CMTPL Policy", the development of which was the main goal of the IT project, according to the requirements set for it, was to consist of the following functions: –"Filling out an electronic policy"; –"Checking an electronic policy"; –"Issuing an electronic policy"; –"Selling an electronic policy"; –"Printing an electronic policy agreement"; –"Checking the validity period of an electronic policy"; –"Paying for an electronic policy"; –"Calculating the commission fee for an electronic policy"; –"Authorization via SMS". The emergence of a business opportunity to sell an electronic CMTPL policy has led to the emergence of a corresponding business need in insurance companies. Therefore, ProfITsoft has identified the minimization of the time for the development and implementation of this service as an additional condition for the successful implementation of the IT project for the development of the "Electronic CMTPL Policy" service. It was believed that the fulfillment of this condition would allow insurance companies-owners of KSASK to gain a temporary business advantage over competitors (until the implementation of similar services from other developers). The main way to fulfill this condition during the initiation of the project was to reuse the results of the development of other functional KSASK modules. To search for functional KSASK modules and their functions that can be reused in the IT project for the development of the "Electronic CMTPL Policy" service, the information technology of the IT service provision management system was used[19]. The theoretical foundations and features of the implementation of this technology are discussed in detail in[20]. At the moment, this technology in the IT company ProfITsoft has received further development and has become a specialized mechanism "Functional Exchange Fund". This mechanism of interaction between insurance companies-users of KSASK provides the possibility of transferring, exchanging, reusing and collectively developing the modified functionality of the system[21]. The results of the search for functional modules and individual functions of KSASK suitable for reuse in the IT project for the development of the "Electronic CMTPL Policy" service are given in Table2.1. As a result of the application of information technology for managing the IT service provision system during the initiation of the IT project, an assessment of the profitability of independent service development or reuse of one of the KSASK IT service search results (functions) listed in Table2.1 was carried out. 69 Cost management of an information system IT project in the conditions of incomplete information about its elements Chapter 2 The ISO/IEC1926:2001 criteria system was used for the assessment[22]. The assessment was carried out according to the IT service selection method proposed in[20], which is based on the hierarchy analysis method. Table 2.1 Results of the search for functional modules and individual functions of KSASKsuitable for reuse in the IT project for the development of the "Electronic CMTPL Policy" service Search object IT service search result Search result for the name/part of the name that matches, IT service function Full match with the list of functional requirements No IT services found that fully implement all functional requirements IT services that fully implement individual functional requirements "Online store" "Authorization via SMS" IT services that implement individual parts of the functional requirements "Online store" –"Filling"; –"Policy registration"; –"Registration"; –"Sale"; –"Payment"; –"Print"; –"SMS"; –"Authorization via SMS" "Accounting for Contracts" –"Verification"; –"Contract verification"; –"Print"; –"Term"; –"Print contract" "Commissions" –"Commissions"; –"Calculation"; –"Print"; –"Verification" "Underwriting" –"Verification"; –"Policy verification"; –"Policy" Source:[20] The assessment resulted in the following recommendations[20]: –the best solution according to the selected criteria is the development of the "Electronic CMTPL Policy" service "from scratch"; 76 Management of a modern IT company: theoretical and technological aspects Table 2.7 Results of calculations of FPAdd,z values for all functions, the reuse of which isproposed in the IT project Parameter Parameter value z123456 FPAdd,z 64.67 28 157 32 94.67 0 Table 2.8 Values of the elements of formula (2.47), selected for the quantitative assessment of possible losses Element name Element value Explanation kz46 Maximum standard number of Java commands per functional point Bz1.12 Locked mode of operation (application system development) T2 months/4 iterations Iteration duration – 12 working days Table 2.9 Results of the calculations of the qz(T) values for all functions which reuse isproposed in the IT project Parameter Parameter value z123456 qz(T) 4.068 1.5936 10.992 1.848 6.24 0 Then it was decided to calculate by formula (2.24) the value of losses P1 from the absence of information in case of need for additional processing with information that replaces. The values of the elements of formula (2.24), which were used to experimentally verify the obtained results when estimating losses in the situation under consideration, are given in Table2.10. The standard salary of a specialist at ProfITsoft was determined based on the labor costs of the KSASK technical support team given in[25]. Based on these values, the losses P1 are equal to P kq TStT Cz kT q zi zi zi i m z CI z z1 11 6 1 1 11           () () () zzz z CI z TStT Cz() () () .                1 6 1 6 1500 4247416 240 $$..49723 2 Next, it was decided to calculate the value of the losses P2 from the absence of information using formula (2.25) if there is a difference in the cost of the 77 Cost management of an information system IT project in the conditions of incomplete information about its elements Chapter 2 information being replaced and the information being replaced. Since the z-th functions, the descriptions of which are proposed to be used instead of the descriptions of the d-th functions, were developed in previous IT projects of ProfITsoft, it was decided to use the calculation rule established for caseI. Table 2.10 Values of the elements of formula (2.24), selected for quantitative assessment of possible losses Element name Element value Explanation CCI(z) $40 Electricity costs and additional costs Stzi(T) 1 The fact that the developer is in the process of creating the z-th element of the IS during the time period T at the i-th position kz$500 The standard salary of a company specialist during the iteration R(H) 6 The number of cases of incompleteness or lack of information k1The value of the quality coefficient of management decision-making First, an estimate of the personnel requirement was determined. For the example under consideration, formula (2.16) took the form: q TKLOC T kFP T z B zzz B zz () .().( ) = = 24 24 1000 , (2.49) q TKLOC T kFP T d B ddd B dd () .().( ) = = 24 24 1000 , (2.50) where KLOCd – the number of thousands of lines of source code that must be created to implement the d-th function; kd – rollback coefficient, which determines the normative number of lines of derived code for the implementation of one functional point of the d-th IS function; FPd – the number of functional points as an estimate of the efforts to develop the d-th IS function; Bd – an indicator, the value of which is determined by the selected mode of development of the d-th IS function. The FPd values for the service functions that are proposed to be replaced are given in Table2.5. The qz(T) values are given in Table 2.9. The values of the elements of formula (2.50), which were used to experimentally verify the obtained results when assessing losses in the situation under consideration, are given in Table2.11. As a result of the calculation by formula (2.50) for each of the d-th functions, the descriptions of which are incomplete 78 Management of a modern IT company: theoretical and technological aspects q TkFP T d B dd d () .() .(. /) .( . .     24 1000 2446 102 85 1000 2 24 112 112 44 7311 2 13 683 2 684 .) ..( ).man The values of the estimates of the value of the information Srepm being replaced were established based on the results of the analysis of previously completed IT projects. From these results it turned out that on average for each individual function the value Srepm is equal to $12000. The value of the estimate of the replaced information was calculated by formula (2.20). The values of the elements of formula(2.20) used for the calculation are given in Table2.12. Table 2.11 The values of the elements of formula (2.50), selected for quantitative assessment of possible losses Element name Element value Explanation kd56 Maximum regulatory number of Java commands per functional point Bd1.12 Locked mode of operation (application system development) Table 2.12 The values of the elements of formula (2.20) selected for the calculation of the estimates of the values of the replaced information Element name Element value Explanation CCI(z); CCI(d) $40 Electricity costs and additional costs Stri(T); Stdi(T) 1 The fact that the developer is in the process of creating the z-th element of the IS during the time period T at the i-th position kr; kd$500 The standard salary of a company specialist during the iteration k1The value of the quality coefficient of management decision-making Then, according to formula (2.25), the value of losses P2 is equal to P SS repm r r repd d d 2 1 6 1 6 11612000 40 613              ,, 6680 40 1612040 613720 10080        $. As a result of checking the fulfillment of condition (2.26) of the feasibility of choosing the consequence Ex1, it was established that 79 Cost management of an information system IT project in the conditions of incomplete information about its elements Chapter 2 PPP sum  12 49723 210080 39643 2.$. ; Srepd d d  ,$    1 6 81080 ; $.$39643 281080≤ , that is, the reuse of software descriptions of the functions of the "Online store" module to eliminate the incompleteness of the software descriptions of the functions of the "Electronic CMTPL Policy" service is feasible subject to the following conditions for the implementation of the IT project for the development of the "Electronic CMTPL Policy" service: –the total duration of the IT project, according to the estimate, should be 2months; –the total number of personnel for the implementation of the IT project, according to the estimate, should be 25people (5teams of 5people each[25]); –during the implementation of the IT project, the same software development tools will be used as in previous IT projects of the ProfITsoft company. 2.7 Discussion of the results of the loss assessment for the considered solution options To eliminate the situation that arose during the initiation of the IT project for the development of the "Electronic CMTPL Policy" service due to incomplete descriptions of the functions of this service, two management solution options were proposed. The first option, proposed by the staff of the Department of Information Control Systems (ICS) of the Kharkiv National University of Radio Electronics(NURE), was based on the results of evaluating alternatives according to the ISO/IEC 1926:2001 software product quality criteria system. According to this option, it was proposed to abandon the reuse of previously developed KSASK functions and develop the service "from scratch". The alternative proposed by the authors of this study was to use descriptions of previously developed functions of the KSASK module "Internet Store" instead of incomplete descriptions of the service functions. The results of the comparison of these two solution options are given in Table2.13. Based on the estimates given in Table2.13, in order to minimize the total financial costs for wages and reduce the total time of implementation of the IT project, it is necessary to choose an alternative management solution. But such a solution causes a certain increase in the risk of deterioration in the quality of the service being developed. In particular, after the implementation of the IT project for the development of the service "Electronic CMTPL Policy" 80 Management of a modern IT company: theoretical and technological aspects according to the alternative option, the following sets of errors may exist in the service code: –errors remaining in the software of reused KSASK functions after its adaptation to the requirements of the service; –errors that arose in the software of the service functions during its adaptation to the requirements of the service. Table 2.13 Results of the comparison of the characteristics of the proposed solution options for the IT project Characteristics Characteristic value First option Alternative Total duration of the IT project 15.58months 2months Requirement for personnel of the IT project 7.914people 25people Nominal value of the salary of a company specialist during the iteration $500 $500 Average number of iterations per month 2 2 Estimation of the total financial costs for salaries in the ITproject $123300.12 $50000 Of course, some subsets of these sets of errors will be detected during testing of the service software. But testing, as a rule, does not guarantee the detection of the full set of errors (especially in IT projects with a limited duration). However, the alternative solution involves the possibility of increasing the time spent on testing the service software (which will lead to an increase in the total time spent on the implementation of the IT project). Even if the total duration of the IT project is increased by 2months, the total salary costs will not exceed the similar costs for the first option. It should also be noted that the correctness of the alternative solution is emphasized by the fact that in the current (2024–2025) KSASK version, the "Electronic CMTPL Policy" service is implemented as a widget of the "Online Store" service[26]. Thus, in the course of this study, detailed models of production losses due to the lack of information were developed, adapted to the specifics of the IT company and its IT projects. The developed models allow to quantitatively assess the costs that arise during the initiation, planning and implementation of the IT project of creating an IS during the elimination of incomplete descriptions of individual system elements. These costs are the result of one of the following possible consequences: – consequence Ex1: "Replacing missing information with information about asimi lar IS element that is reused"; 81 Cost management of an information system IT project in the conditions of incomplete information about its elements Chapter 2 –consequence Ex2: "Concentration of IT company personnel and IT infrastructure elements on the design or development of other IS elements"; –consequence Ex3: "Transferring IT company personnel and IT infrastructure elements to the design or development of other elements of the same IS"; –consequence Ex4: "Refusal to use IT company personnel and IT infrastructure elements due to the lack of information about IS elements". The results obtained take into account the iterative nature of planning the activities of IT project teams and can be used for the majority of modern Agile and hybrid IT project management methodologies. Unlike modern models and methods of IT project financial management[2], the implementation of the developed detailed models allows to estimate losses and make decisions on IT project cost management in the absence of a priori defined descriptions of individual IS elements (functions), which is the expected result of the project. The use of these models allows to choose solutions during the implementation of the IT project that minimize additional losses that arise in the following situations: –a priori incompleteness of the results of the collection and analysis of functional requirements for the created system; –the occurrence of a significant number of changes in the descriptions of functional requirements and IS architecture and its elements due to changes in the business processes of the automation object; –the occurrence of changes in the descriptions of functional requirements and IS architecture and its elements due to the elimination of errors made during the design and implementation of individual elements of the created IS. However, the use of the developed detailed loss models is not free from some limitations. The main limitation of these is the orientation of the developed detailed loss models to the assessment of direct losses exclusively during the period of time considered at the current stage of the project life cycle (the total duration of the ITproject during the initiation and start of its planning; the total duration of the current iteration during the planning of the activities of the team of performers and the implementation of the IT project). The developed models practically do not take into account indirect losses that arise after making a decision on the selected consequence. Such a limitation during the practical application of the developed models may lead to the selection of a solution option that will be a local, rather than a global minimum of losses for the entire IT project or its individual iterations. Another limitation of the application of the obtained models is the implicit assumption of the constant availability of the relevant IT project performers and other resources. It is believed that these resources can be used at any time to eliminate the specified consequences of detecting incomplete information. In fact, the results of accounting for 82 Management of a modern IT company: theoretical and technological aspects the workload of personnel and other material resources of an IT project can significantly change the estimates of possible losses that arise during the elimination of the identified incompleteness of information about the elements of the created IS. The main drawback of the results of the study is the lack of technological sophistication of the developed detailed models. It should be remembered that the use of the obtained mathematical models in the IT company management system is impossible without conducting scientific and applied research in the field of developing relevant information technologies. It should also be recognized that the existing information technologies for managing an IT company and its IT projects practically do not allow using the obtained detailed models for their own improvement. There is a need to develop fundamentally new information technologies for managing an IT company, which would combine the use of the obtained detailed loss models with the capabilities of managing the work of an IT company in a time regime close to real. Therefore, the following main areas of further prospective research in the field of IT project cost management were proposed to be identified: –research on the improvement and development of the obtained detailed loss models and the general concept of cause-and-effect management of IT project costs, taking into account the characteristics of IT projects and programs; –research on the possibility of integrating detailed loss models into existing IS and information technologies for managing an IT company and its IT projects; –research on the development of fundamentally new IS and information technologies for managing an IT company, including using modern methods and tools of artificial intelligence. 2.8 Conclusions As a result of the study, the features of the design processes of IS elements in modern IT companies were identified. The situational-consequential scheme of the formation of losses in production as a result of the lack of information was adapted to these features. The adaptation results show that the use of the adapted scheme for estimating costs and making decisions on managing iterations of the implementation of the IS creation IT project in conditions of incompleteness or absence of descriptions of individual IS elements is possible. Detailed models of losses from the lack of information have been developed if additional processing of the information that replaces is necessary, as well as losses from the lack of information if there is a difference in the cost of the information that is replaced and the information that is replaced. The obtained models can be 83 Cost management of an information system IT project in the conditions of incomplete information about its elements Chapter 2 used with various models and methods of assessing efforts to implement the IS creationITproject. An experimental verification of the obtained results has been carried out. The course and results of the calculations confirm the possibility of using the adapted scheme and the developed detailed models for estimating losses during the initiation, planning and implementation of the IS creation IT project. Conflict of interest statement The authors declare that there is no conflict of interest in relation to this paper, as well as the published research results, including the financial aspects of conducting the research, obtaining and using its results, as well as any non-financial personal relationships. Use of artificial intelligence statement The authors declare that they did not use artificial intelligence tools in preparing this manuscript. References 1. ISO/IEC/IEEE Standard No 15288:2015 (2015). Systems and software engineering – System life cycle processes. ISO/IEC/IEEE International Standard. https://doi.org/10.1109/IEEESTD.2015.7106435 2. Nastanova do zvodu znan z upravlinnia proiektamy. Nastanova PMBOK (2021). Project Management Institute, Inc. 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