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  1. 1. SOFTWARE METRICSPCMM/LEMTRICS/1 ©CyberQ Consulting
  2. 2. Recap…….Process TaxonomyProject LineProcesses RA SD Code Test RA SD Code Test Project Planning Risk ManagementProject SupportProcesses Estimation Configuration Mgt. Reviews Project MonitoringOrganization Organization Process DeploymentSupportProcesses Training Metrication Strong Moderate Strengths Weak
  3. 3. Why Measure? Need for measuresPCMM/LEMTRICS/3 ©CyberQ Consulting
  4. 4. Exercise 1. Why do we need measures? _______________________ _______________________ _______________________ _______________________PCMM/LEMTRICS/4 ©CyberQ Consulting
  5. 5. Why Measure? • If you don’t know where you are going, any road will do - CHINESE PROVERB • If you don’t know where you are, a map won’t help - WATTS S. HUMPHREYPCMM/LEMTRICS/5 ©CyberQ Consulting
  6. 6. Why Measure?...contd. • Management implies measures / quantitative control • Think of all management functions • Measurement has been the Basis of all Scientific & Engineering progress What you cannot measure, you cannot manage - DRUCKERPCMM/LEMTRICS/6 ©CyberQ Consulting
  7. 7. Why Measure?...contd. Do we have the answers to the following: 1. How much did we produce? 2. Are our products of high quality? 3. Are we improving? 4. How well do we compare with other companies? Can we really do without measures?PCMM/LEMTRICS/7 ©CyberQ Consulting
  8. 8. Why Measure?...contd. A management view: Dashboard • Tells at a glance • When Situation is out of Control • Key Elements to focus on • Understand what they are doing • Know quality and productivity levelsPCMM/LEMTRICS/8 ©CyberQ Consulting
  9. 9. Why Measure?...contd. An engineering view: Measures help to: – better understand attributes of software that we have produced – assess the quality of our productPCMM/LEMTRICS/9 ©CyberQ Consulting
  10. 10. It is not really a question of “Why measure?” but “Why not measure?”PCMM/LEMTRICS/10 ©CyberQ Consulting
  11. 11. However, Management Dilemma 1. Information Overload – Low level data – Too many measures 2. Selecting key indicators: – Quality? – Size? – Progress?PCMM/LEMTRICS/11 ©CyberQ Consulting
  12. 12. But Who Needs Measures? _______________________ _______________________ _______________________ _______________________PCMM/LEMTRICS/12 ©CyberQ Consulting
  13. 13. Everybody needs Measures • Top Management • Project Managers • Testers • Quality Assurance • Auditors • Marketing • Software developers Who needs, most of all?PCMM/LEMTRICS/13 ©CyberQ Consulting
  14. 14. Ideal Metrics: • Simple , Precise, Definable • Objective • Easily Obtainable • Valid • RobustPCMM/LEMTRICS/14 ©CyberQ Consulting
  15. 15. A few examples of metricsPCMM/LEMTRICS/15 ©CyberQ Consulting
  16. 16. Product Metrics – Measurement of Size • Function Points • Lines of code • Many others.. – Measurement of Quality • Based generally on defects dataPCMM/LEMTRICS/16 ©CyberQ Consulting
  17. 17. Defect Metrics • Life cycle metric • Extremely valuable for describing product “health” and process improvement opportunities • Derived from Quality Control activities • A large no. of such metricsPCMM/LEMTRICS/17 ©CyberQ Consulting
  18. 18. Defect Severity Metric IBM’s Severity Code: Severity 1 System inoperable Severity 2 Major functions disabled / incorrect Severity 3 Minor functions disabled / incorrect Severity 4 Superficial functionsPCMM/LEMTRICS/18 ©CyberQ Consulting
  19. 19. Defect Age Time from Introduction to Detection • Can be done in terms of time • Can also Normalize this Metric e.g.. Phase Numbers Method Average Age = Σ Phase (Detected - Introduced) Number of DefectsPCMM/LEMTRICS/19 ©CyberQ Consulting
  20. 20. Defect Density • Defects per KLOC (Kilo Lines of Code) • Defects per Function Point • Defects per module / program Points to Error Prone ModulePCMM/LEMTRICS/20 ©CyberQ Consulting
  21. 21. Defect Removal Efficiency • Points to QC effectiveness before shipment • DRE = No. of Defects found prior to delivery/Total No. of Defects Good companies have DRE > 90% How do you find Total No.?PCMM/LEMTRICS/21 ©CyberQ Consulting
  22. 22. Process Metrics Key processes that we will focus on: • Project Management • Estimation • Quality Control • Quality Assurance • Configuration ManagementPCMM/LEMTRICS/22 ©CyberQ Consulting
  23. 23. Project Management Metrics • Schedule slippage Completion (Actual - Planned) No. of planned elapse days • Effort overrun Effort (Actual - Planned) Planned effort in mandays • Productivity = Size / EffortPCMM/LEMTRICS/23 ©CyberQ Consulting
  24. 24. Project Management Metrics Similarly, • Cost overruns • Human resource utilisation • Project Management Effort overrun • Frequency of major replanning • Frequency of major adverse impacts to projectPCMM/LEMTRICS/24 ©CyberQ Consulting
  25. 25. Estimation Process Metrics • Changes to size estimates – either FPs or LOCs or others – initial estimate / reestimate – Re estimate with same scope of work – Re estimate with altered scope • Changes to effort schedule estimatesPCMM/LEMTRICS/25 ©CyberQ Consulting
  26. 26. Customer Satisfaction • Once in a while activity • Requires active soliciting • May be done by other than project personnel • Impact may go beyond productPCMM/LEMTRICS/26 ©CyberQ Consulting
  27. 27. An Interesting Metric • Combine Customer Satisfaction and Defect Data Deep Trouble How do you do it, guys!! Defects Something else Excellent! is wrong Customer satisfactionPCMM/LEMTRICS/27 ©CyberQ Consulting
  28. 28. REMEMBER! • WHAT YOU CANNOT MEASURE, YOU CANNOT MANAGE • STORY OF THE THREE BLIND MEN AND THE ELEPHANTPCMM/LEMTRICS/28 ©CyberQ Consulting
  29. 29. When To Do ? • Throughout the project PAs – Measurement and Analysis Also, OPF / OPD and Engineering PAs + PAs at Level 4 and Level 5PCMM/LEMTRICS/29 ©CyberQ Consulting
  30. 30. Recap…….Process TaxonomyProject LineProcesses RA SD Code Test RA SD Code Test Project Planning Risk ManagementProject SupportProcesses Estimation Configuration Mgt. Reviews Project MonitoringOrganization Organization Process DeploymentSupportProcesses Training Metrication Strong Moderate Strengths Weak

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