Metrics in project management

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http://s-manager.blogspot.com/2011/08/metrics-for-core-project-management.html

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Metrics in project management

  1. 1. Metrics Examples for Project Management<br />byeugene.veselov@magento.com<br />
  2. 2. To reinforce Magento team with some ideas about metrics and their usage in project management<br />To share positive knowledge<br />Goal<br />'To know your future you must know your past‘George Santayana, a philosopher<br />
  3. 3. Preface<br />Year 1944. The US Third Fleet, under the command of Admiral "Bull" William Halsey aboard the USS New Jersey, began moving toward the Philippines Islands.  The admiral decided to find a short way through the Calamian Islands. He sent a spy plane to make some photos of the route. After having analyzed the photos experts discovered that shapes of some islands differed from previous ones…. <br />In the early morning, fleet of bombers took off towards a target area some 350 miles away from their carriers. At the time it was the longest range air raid in history. At 09.00 the Planes reached Busuanga Island, found 15-18 large Japanese enemy ships anchored in CORON BAY. 45 minutes later it was all over, the planes returned home leaving behind a hell of burning oil, explosions and sinking vessels….<br />
  4. 4. Preface<br />Now a quick question: <br />How do you think, Admiral William Halsey was good at mastering metrics or not? <br />
  5. 5. Preface<br />I think yes because he:<br /><ul><li>Was good in analysis and regularly worked on the metrics.
  6. 6. Kept comprehensive historical data of the project he managed
  7. 7. Performed quick and correct action to fix problem that had been showed by the metrics.</li></li></ul><li>Preface<br />I think yes because he:<br /><ul><li>Was good in analysis and regularly worked on the metrics.
  8. 8. Kept comprehensive historical data of the project he managed
  9. 9. Performed quick and correct action to fix problem that had been showed by the metrics.</li></li></ul><li>Preface<br />Year 2011, our team is doing all their best to successfully deliver the project in time, with high level of quality … <br />So , let’s go over metrics we use !<br />Attention : You do not find here real metrics values from our project due to NDA. All the values are made-up<br />
  10. 10. Estimation/Time Metrics<br />Estimation Accuracy (EA)<br />Description<br />EA shows resulting deviation from original estimations which was made by developers. <br />Could be positive (work took more efforts than planned) or negative when the task was overestimated.<br />EA = (actual efforts/planned efforts)-1<br />
  11. 11. Estimation/Time Metrics<br />Estimation Accuracy (EA)<br />History<br />Conclusion <br />We are becoming better in estimations; however, estimations aren’t very precise so far.<br />Attention : You do not find here real metrics values from our project due to NDA. All the values are made-up<br />
  12. 12. QA Metrics<br />Customer Reported Unique Defects ratio (CRUD)<br />Description<br />CRUD = amount of unique defects which were reported by customers/total amount of bugs<br />CRUD = 0 means that QA can see the system in the same way as customers do, 100% means we do not have the same system vision with our customers<br />
  13. 13. QA Metrics<br />CRUD<br />History (July-August 2011)<br />Conclusion <br />There is a very small positive trend of adjusting our internal QA <br />procedures to customer’s demand.<br />Attention : You do not find here real metrics values from our project due to NDA. All the values are made-up<br />
  14. 14. QA Metrics<br />Bug Density (BD)<br />Description<br />Bug density is a ratio of changed (added or deleted) or total number LOC of code to quantity of unique bugs during defined period of time.<br />BD = total strings / unique bugs<br />This metric is a way to express the system’s quality as a function from lines of code and bug amount. The highest quality a system has the bigger value BD gets. Anyway, this metric is useless when is unlinked from time.<br />
  15. 15. QA Metrics<br />Bug Density<br />History (July-August 2011)<br />Attention : You do not find here real metrics values from our project due to NDA. All the values are made-up<br />Conclusion <br />System quality fluctuates now. We need to perform some <br />actions to get strong increasing trend.<br />
  16. 16. QA Metrics<br />Critical Mass (CM)<br />CM shows how many bugs from the total amount are critical. <br />CM=quantity of critical bugs/total amount of bugs<br />Only when CM=Zero, Core team makes the release. <br />
  17. 17. QA Metrics<br />Attention : You do not find here real metrics values from our project due to NDA. All the values are made-up<br />Critical Mass<br />History (July-August 2011)<br />Conclusion <br />The peak on 7/21/2010 is because PO added some bugs to be fixed in the release.<br />
  18. 18. HR Metrics<br />Total Available Resources (TAR )<br />TAR = (team size-absent people)/team size. <br />TAR allows better understanding consequences of team member’s unavailability. For instance, 5 absent people for project of 10 people could be a disaster while 5 people for project of 100 people won’t affect it at all.<br />TAR = 1 - all is OK, TAR = 0 team is totally absent. Usually, TAR=70 is an edge on which the manager should become worried<br />
  19. 19. HR Metrics<br />Total Available Resources (TAR )<br />History (July-August 2011)<br />Attention : You do not find here real metrics values from our project due to NDA. All the values are made-up<br />Conclusion <br />You can see that TAR was on 70% level a few times during this month. <br />That could be a reason of putting off the release for a week.<br />
  20. 20. Questions ?<br />eugene.veselov@magento.com<br />The end.<br />

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