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Software Metrics: Taking the Guesswork Out of Software Projects

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Why bother with measurement and metrics? If you never use the data you collect, this is a valid question—and the answer is “Don’t bother, it’s a waste of time.” In that case, you’ll manage with …

Why bother with measurement and metrics? If you never use the data you collect, this is a valid question—and the answer is “Don’t bother, it’s a waste of time.” In that case, you’ll manage with opinions, personalities, and guesses—or even worse, misconceptions and misunderstandings. Based on his more than forty years of software and systems development experience, Ed Weller describes reasons for measurement, key measures in both traditional and agile environments, decisions enabled by measurement, and lessons learned from successful—and not so successful—measurement programs. Find out how to develop and maintain consistent data and valid measures so you can estimate reliably, deliver products with known quality, and have happy users and customers—the ultimate trailing indicator. Learn to manage projects dynamically with the support of current metrics and data from past projects to guide your management planning and control. Join Ed to explore how to invest in measurements that provide leading indicators to help you meet your company and customer goals.

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  • 1.     TJ Half‐day Tutorial  6/4/2013 8:30 AM            "Software Metrics: Taking the Guesswork Out of Software Projects"       Presented by: Ed Weller Integrated Productivity Solutions, LLC               Brought to you by:        340 Corporate Way, Suite 300, Orange Park, FL 32073  888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com
  • 2. Ed Weller Integrated Productivity Solutions, LLC Ed Weller is the principal in Integrated Productivity Solutions, providing solutions to companies seeking to improve productivity. Ed is internationally recognized as an expert in software engineering and in particular software measurement. His focus on quality started with his work on the Apollo program with General Electric; was reinforced during his work as a hardware, test, software, and systems engineer and manager on mainframe systems at Honeywell and Groupe Bull; and continued as the process group manager on the Motorola Iridium Project. For the past fourteen years, Ed has worked to improve the quality and productivity in small to very large companies that develop engineering and IT applications.  
  • 3. Software Metrics: Taking the Guesswork Out of Software Projects Ed Weller Integrated Productivity Solutions © 2013, E. Weller Software Measureme ent Agenda Why do we measure? What should we measure? How should we measure? ow s ould easu e? What do we do with measurements? 2
  • 4. Software Measureme ent Demographics How many of you Have a recognizable Life Cycle Process • Agile/SCRUM? • Waterfall or other life-cycle? • Don’t know? Are project managers/SCRUM Masters? Are testers? Are developers? Are managers (one or more levels above project managers)? Measurement analysts? 3 Software Measureme ent We All know How to Count We learned to count before starting school We learned to multiply/divide in the 3rd or 4th grade So arithmetic isn’t the p oble ! a t et c s t t e problem! It is knowing why, what and how to measure, and then knowing what to do with the results 4
  • 5. Software Measurement e WHY DO WE MEASURE? 5 Software Measureme ent What’s Our Target? All too often the end is measurement itself “Measurement is good” “We gotta measure something” We easu e so et g “Go forth and measure!” 6
  • 6. Software Measureme ent Measurement Is an Input to Decision Making Regardless of what we build, how we build it or who builds it, someone somewhere is making decisions Should we invest in product A or B? Should we invest in company A or B? Should we ship this product? Should we cancel this project? Do we have problems needing corrective action? Will we have problems that need preventive action? ti ? Today’s measurement is used in tomorrow’s estimates An investment in future decision making 7 Software Measureme ent Information For Decision Making Informed decision making requires Understanding what’s important for success Relating what’s important to indicators that • Identify significant deviations • Tell us we are on track • Predict we will stay on track Indicators are based on what we measure Measurement needs to be • Reasonably accurate • Consistent measurement • Clear definitions • Worth the cost • Seen as valuable or useful by data providers 8
  • 7. Software Measureme ent Measurement Allows Evaluation and Decisions Subjective Feels good Looks right Fun to use Objective Return on Investment Fitness for use • Performance • Reliability • Usability Comparison, evaluation, tracking 9 Software Measureme ent We Measure to Enable Correct Decisions Personal Where to take vacations What brand of ____ to buy What airline to fly Business Which product to build Staffing levels Schedules Project status Product release • Quality • Time to Market 10
  • 8. Software Measureme ent Subjective Measurement? Grand Canyon National Park 11 Software Measureme ent Subjective Measurement “Just a big hole in the ground” * “ I wanted my father to see this” (overseas tourist) Op o s atte w e Opinions matter when value is subject ve s subjective * Context sensitive - could be objective if stated in cubic kilometers 12
  • 9. Software Measureme ent Objective Measurement Facts matter when value is objective What product should we invest in? How much will it cost? When will it be ready? Will it satisfy our customers (quality aspects)? • • • • • • Functionality Reliability Performance Security Cost Etc. 13 Software Measureme ent When Objective Measures Are Not Available Opinions and loud voices are the basis for decisions What’s your opinion worth? Co pa e that Compare t at to op o s held by you boss, opinions eld your grandboss, or great-grandboss Who wins? In the absence of data, Managers only have opinions, experience, intuition and “gut-feel” a basis for decisions Data is welcomed (most of the time) Data will trump opinions (most of the time) 14
  • 10. Software Measureme ent Business Imperatives Businesses need to be profitable to survive in the long run Cost to build the product includes • • • • Effort (developers, testers, managers, support, etc) Development environment Test Environment Others? Must deliver to meet market demands • How long will it take/When will we be finished? • With sufficient functionality to create demand • With sufficient quality to (at least) satisfy users What will customers pay for the product? 15 Software Measureme ent Business Imperatives and Decisions Decisions are made using a range of estimating inputs Guesswork and intuition Experience w t s la p oducts o se v ces pe e ce with similar products or services Data from similar products or services Have you ever faced this bargaining method: “If we cannot deliver by xxx, we will go out of business” “If you cannot do this project with this budget by thi d t b this date I will fi d someone who can” ill find h ” 16
  • 11. Software Measureme ent When Opinion Trumps Data A tale of two companies Company 1 – Owned a market niche, but was facing new entrants • Marketing demanded 6 month schedules in the face of one year estimates from development • 6 months in, faced with reality, project was cancelled • Repeat the above two steps for 18 months • No new product delivery in 18 months, lost 50% of the market Company 2 – made customer commitments without regard to development estimates • Similar cycle to above, division was eventually closed down 17 Software Measureme ent How Can Measurement Help? Historical data sets the bounds of reality When reality and desires do not match, something has to give Less functionality (prioritized functionality) More time Less waste More effective and efficient development and test methods 18
  • 12. Software Measurement e ELEMENTS OF METRICS 19 Software Measureme ent Metrics Base Measures = what we can count Derived Measures = Relationship between two base measures Indicators = Base or Derived Measures that tell us something (useful) How do we drill down from business objectives to indicators that identify the measures? 20
  • 13. Software Measureme ent Drilling Down From Business Imperatives/Objectives(1) What are the elements of cost? People cost = effort * rate (sometimes just person hours - rate is not used) $$ cost for development and test environment $$ cost for COTS or custom software Overhead costs (vacation, sick leave, training) What are the elements of value? Volume and sale price (product) Contribution to business (internal IT Infrastructure) or cost of lost business 21 Software Measureme ent Drilling Down From Business Imperatives/Objectives(2) What are the elements of time/schedule? Elapsed time Sc edule variation Schedule va at o What are the elements of Quality? Defects (pre-ship) • Functional – easy to quantify • Non-functional – Hard(er) to quantify as judgment is sometimes subjective Failures (post ship) Customer surveys • Level of subjective/objective evaluation varies 22
  • 14. Software Measureme ent Providers and Users (1) Base Measures are typically provided by the bottom of the pyramid Users are distributed across the levels Exec Feedback is critical Management Data Project Providers 23 Software Measureme ent Providers and Users (2) What happens when the users forget to tell the providers how the data is used “Collecting all that data is a waste of time” “You can’t use that data for planning, we made it up” Measurement becomes a standing joke at the provider level Random number generator provides data Data providers must see the value of time spent collecting and reporting the data 24
  • 15. Software Measurement e MEASURING COST 25 Software Measureme ent Why Track Cost? To know what we have spent on a project To know what is left of the budget To know (estimate) whether o not we w ll finish o ow (est ate) w et e or ot will s within budget Do we need to add resources? Should we cancel the project? To provide a basis for estimating future projects Funding person or organization has the right to know if th are making a sound i k they ki d investment t t If you cannot estimate, how can you make decisions? 26
  • 16. Software Measureme ent Components of Cost Effort in person hours/days/months Usually the primary cost element Functional organizations complicate logging • Multitasking amongst multiple projects • Inaccurate logging Simplified in Agile/SCRUM • Team size * Length of sprint • Minus training, non-project activities, vacation, etc. Most (?) companies track project cost – the minimum needed for financial accounting But what is the effort spent on productive tasks? 27 Software Measureme ent Development vs Rework Why do we need to track rework? Cost of poor quality often/usually exceeds 50% of the total project or organization budget • If you do not know what your ratio is, it is virtually certain rework is >50% of the total • Cost of poor quality = effort spent on rework Rework is waste 28
  • 17. Software Measureme ent Where’s the Money Going? Rework is waste Budget Development Defect Rework Need to differentiate development costs and rework costs 29 Software Measureme ent Rework = SCRAP I started in hardware development Defects resulted in scrap Sc ap Scrap was w tte o o inventory written off of ve to y Inventory was counted by finance We paid attention to rework costs = LOSS 30
  • 18. Software Measureme ent Software Scrap = ? How many of you measure your “software scrap”? How do you define it? How do you measure it? What do you do with it? Rework definition Effort spent redoing something that should have worked • Developer effort to fix defects found in reviews, test or production • Test effort to retest and regression test fixes So what is a defect? 31 Software Measureme ent Identifying Defects and Rework Effort (1) If there are formal test plans and activities, a defect is nonconformance to specification found in reviews or test All effort spent on identifying fixing and identifying, fixing, retesting is rework No formal test plans or activities Total project effort spent in testing activities (estimate by headcount and months in test) Subtract effort to complete one pass of all tests (cost of conformance) • This cost is usually less than 10% of the total in the absence of accurate data collection • If you do not know this number, ignore it as the total cost is close enough 32
  • 19. Software Measureme ent Identifying Defects and Rework Effort (2) Agile/SCRUM development Lots or disagreement on what is a defect • In Test Driven Development (TDD) tests may be run before functionality is complete; test failures are not defects • However, if the functionality was “done”, test failures should/could be classified as defects Defects within a sprint will take care of themselves – no need to track separately • A high defect rate requiring rework will lower velocity Defects found later will result in user stories in a future sprint • These need to be tagged as “rework points” 33 Software Measureme ent Tracking Agile Rework (1) Rework points If the defect pushes completion to the next sprint, velocity in the current sprint is reduced – “self correcting” If system test or production defects are converted to story cards and points in future iterations, track these points as rework that lowers the “net velocity” p gg Defects found outside the sprint suggests more defects were found and fixed inside the sprint (Inverting “buggy products continue to be buggy” to “If it is buggy now, it was buggier earlier”) 34
  • 20. Software Measureme ent Tracking Agile Rework (2) If your velocity looks something like this: Velocity 25 20 15 Velocity 10 5 0 1 2 3 4 5 6 7 8 9 You could have a rework problem 35 For the velocity shown, 13% of the velocity is due to rework (red) If you do not measure this, you are losing productivity and don’t know it (green = net velocity) Velocity 25 Net Velocity 25 20 20 Points 15 Points Software Measureme ent Impact of Rework 10 5 15 10 5 0 0 1 2 3 4 5 6 7 8 9 36 1 2 3 4 5 6 7 8 9
  • 21. Software Measureme ent Points and Effort (1) How should we measure and compare points across Agile teams (or teams regardless of methodology)? Point “effort” between teams working in different domains, products or languages will be different Trying to make “points” between teams “equal” would jeopardize team estimating • Consistent team velocity and size (point) estimating is critical to team success Move any normalization outside the team • Effort/Velocity by team will be more useful than forcing a measure across multiple teams • Do not assign a “goodness” rating to velocity 37 Software Measureme ent Points and Effort (2) How do you normalize? No easy solution Different tec olog es, co ple ty, etc e e t technologies, complexity, “Traditional approaches” • Function points • Lines of code (only for identical languages and similar work) • Product value Not a pure numbers comparison p p = • If A > B, we have to evaluate what that really means • Do not assume A is better than B • Use differences to stimulate thinking about why there are differences 38 ?
  • 22. Software Measureme ent Points and Effort (3) The real goal is to maximize productivity of the team Upward trend in points until it consistently achieves a similar value • Minimal rework • Retrospectives focus on efficiency (or lack thereof) • Product owner not available • Manual test vs. automated test • Annual budget commitment delays • Multi-tasking 39 Software Measureme ent Free Time Is Not Free (E.G., Overtime) “Free Time” is unpaid/casual work over 40 hrs/week Use of unpaid overtime has personnel impact we understand (but often ignore) Business impact is rarely evaluated or understood Someone, somewhere is deciding where to allocate resources for competing projects Wrong decisions can be due to Inaccurate estimating Willful d Willf l underestimating depending on “f ti ti d di “free time” Let’s look at two examples 40
  • 23. Software Measureme ent Tale of Two Projects (1) Same net return, same initial estimate, but one project uses 50% additional “free time” 250 200 150 1 100 2 50 0 Estimate Free Time Actual Value Est "ROI" Actual "ROI" 41 Software Measureme ent Tale of Two Projects (3) Same return, one project hides free time or underestimates by 50% Project 2 looks better, but another project might be better than both 160 140 120 100 1 80 2 60 40 20 0 Estimate Free Time Actual Cost 42 Value Est "ROI" Actual "ROI"
  • 24. Software Measureme ent No Free Time Whether or not free time is counted, it is a resource used by projects When it is ignored, poor estimating leads to poor decision making True effort cost of the project is hidden Other opportunities with better returns are not chosen 43 Software Measurement e MEASURING SCHEDULE 44
  • 25. Software Measureme ent Easy to Measure, Hard to Get “Right” Of cost, schedule and quality, schedule is the easiest to measure If “Right” means delivering on the date set at the project start, many forces conspire to make it hard Market forces • Annual dates • Competition • Regulatory agencies Poor product p p planning g • Catch up with product features and applications • No control over customer requests by marketing – everything is “#1” priority 45 Software Measureme ent Schedule Measures Days, weeks or months ahead of/behind schedule “What is the probability of finishing late” • Project managers can answer this “What is the probability of finishing early” • “What do you mean, finish early? This is a best case schedule” * Can be combined with effort measures – Earned Value “Schedule Performance Index” (SPI) For effort spent and tasks completed, where are p p , we with respect to schedule expressed as a value relative to 1 (<1 - behind, <1 - ahead) *From “Controlling Software Projects” by Tom DeMarco 46
  • 26. Software Measureme ent Critical Path Schedule Measures Single dimensional view of progress – only looks at tasks on the critical path Ignores tasks not on the critical past Often used with “Line of Balance” charts to hide problems Following slide is a simple representation of tasks, with the critical path “on schedule” today Conveniently ignores the impact of the two tasks that are behind Usually get some mumbo-jumbo about the green offsetting the yellow 47 Software Measureme ent Gantt Chart Critical Path Fakery JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Today Line 1 Line 2 Line 3 Line 4 Line 5 Line 6 Line 7 Line 8 Line 9 Line 10 Critical Path 48 Task not complete Task Early
  • 27. Software Measureme ent Use Both Critical Path and SPI Focus on critical path tasks Do not overlook non-critical task backlog that could end up on the critical path Any task slipping far enough will end up on the critical path 49 Software Measurement e MEASURING DEFECTS 50
  • 28. Software Measureme ent Why Is It So Difficult to Use Defect Data? Nearly everyone has a defect tracking tool of some kind How can we use the data effectively to understand, plan and control their work Almost no one has any idea of the number of defects found and fixed in developer testing Why? Two reasons: 51 Software Measureme ent What Do Defects Tell Us? A measure of quality Not perfect – relationship to production failures is not obvious; inconsistent measurement • Disregarding severity when counting defects • Counted only in some testing activities • Unit testing numbers are rarely counted • Integration testing defects may not be counted • Production defect tracking often ends shortly (2-3 months) after delivery • S ll defects can cost a lot (can anyone top $1 4B ?) Small d f t t l t( t $1.4B • Most defects lie dormant for a long time * But there is a gold mine of information when used correctly *Edward Adams, Optimizing Preventive Service of Software Products, IBM Systems Journal, Jan 1984 52
  • 29. Software Measureme ent Using Historical Defect Data What’s the choice? Trailing indicators • Production failures and high defect rates • Loss of business • Inefficient internal IT operations Leading indicators • Development and test defect data • Defect removal effectiveness • Defect injection rates • Complexity • Unit Test coverage • Etc. 53 Software Measureme ent Defect Removal Effectiveness (1) Use historical system test to production defect ratio to predict the future Need to track multiple releases Need to track for the life of the release – 2-3 months will not suffice System test effectiveness is typically near or below 50% (if you measure the lifetime of the release)* Variability makes this measure unreliable Dependent on uncontrolled development and early test activities • Unit test variability from 20% to 80% - 4:1 more (or fewer) defects into System Test * See any of Capers Jones books on software quality 54
  • 30. Software Measureme ent Defect Removal Effectiveness (2) How do we extend to all testing and review activities? Remember? Need to address both issues to get good data Lost cause in “punishment centric” organizations 55 Software Measureme ent Defect Removal Effectiveness (3) When measurement turns sour Early inspection data showed 15:1 differences in defect detection • • • • Equally difficult work Equally proficient development teams Confidential interviews identified the “cause” Six months later we identified the real cause When measurement is done right Collecting unit test data g • Customer focus • Anonymous reporting • Demonstrated “no harm” environment 56
  • 31. Software Measureme ent Defect Removal Effectiveness (4) Defect data from Inspections (formal peer reviews) Historic defect removal effectiveness (DRE) related to individual preparation rate Defect injection rate per unit of size = (lines of code, function points, etc.) Useful leading indicator to predict remaining defects DRE = defects found divided by (defects found + defects found later) • If the last 4 releases removed 50% of the defects in system test, then in the next release we can estimate the number to be found in production will equal those found in system test (better than guessing) 57 Software Measureme ent Defect Clustering So much to do, so little time Defect history can identify the defect prone parts of your software Use this to focus defect removal effort via inspections and test But testing isn’t a bug hunt, so use appropriately! Planning impact More defects can mean longer test cycles Match team skills to problem areas 58
  • 32. Software Measurement e LEADING AND TRAILING INDICATORS 59 Software Measureme ent Trailing Indicators After the fact indication things “Did not go well” Corrective action to fix Cost to fix is usually high s g Sometimes it is too late to fix Examples • • • • Lost customer Product development cancelled Poor estimation discovered “late” High defect discoveries in system test 60
  • 33. Software Measureme ent Leading Indicators Before the fact indication that things will not go well Preventive action to recover or prevent significant deviations Usually costs less than corrective action Examples • Trend data showing early and consistent slips in effort applied or tasks completed • Higher or lower defect detection in inspections • Backlog growth (or slow reduction) 61 Software Measureme ent Leading Indicators in Agile How can you predict quality as measured by test or production defects? Review data is missing Sketchy unit test data First measured defect data may be in release testing Product defect injection is largely a function of how well pairing works How do you measure pairing for leading indicators? ??? 62
  • 34. Software Measureme ent Why Don’t We Listen? Leading indicators are often ignored – why? Already up to our neck in alligators, new and future problems are not welcomed Good trend analysts are often viewed as doomsayers or “not team players” Prediction is a lot easier after the fact • No matter how often you are right with predictions, one failure and you are busted 63 Software Measurement e SUMMARY AND CLOSING REMARKS 64
  • 35. Software Measureme ent Key Points Measurement must meet the business needs of the organization Project managers, support groups, line managers, executive management Measurement needs to be simple, unambiguous, and used Culture will trump reason – it can be a tough sell Never assume – investigate both “good” and “bad” analysis to avoid shooting yourself in the foot 65 Software Measureme ent Implementation Tips (1) Keep the collection overhead minimal Units of measure must be well defined and understood - ambiguous or confusing definitions frustrate the providers ALWAYS provide a “None of the above” or “Other” selection • If it isn’t clear, you can get anything as an answer, often the first or last selection in a list • Sending a message that accuracy isn’t as important as filling the form filli th f 66
  • 36. Software Measureme ent Implementation Tips (2) Do not ask providers to do what is properly the work of the metrics analysts If they use the analysis results of their data – it can be their job if • Analysis is straightforward and quick • A tool supports the analysis If the data is used in project reviews, it may be the project manager’s job – see the 2 sub-bullets above Anything else is usually best done by the measurement specialists (until the analysis is automated 67 Software Measureme ent The Corporate Metrics Mandate “Measurement is good, therefore you shall measure (something)” One size fits all mandate • You shall collect and report on xxx • Reporting is more important than what is measured Measurement becomes a standing joke • “I need to create the monthly metrics report” • “Since we are measuring, everything must be OK” 68
  • 37. Software Measureme ent Usage Tips FEEDBACK – FEEDBACK – FEEDBACK Be sure the providers see • Decisions based on the data they provide • How the data they provide helps the organization become more efficient and effective Never punish a person based solely on the data they provide, whether perception or reality Guarantees future data will be flawed Makes any measurement very difficult y y 69 Software Measureme ent Parting Thoughts Lord Kevin “I often say that when you can measure what you are speaking about, and express it in numbers, you know something about it; but when you cannot measure it it, when you cannot express it in numbers, your knowledge is of a meagre and unsatisfactory kind; it may be the beginning of knowledge, but you have scarcely in your thoughts advanced to the state of Science, whatever the matter may be.” [PLA, vol. 1, "Electrical Units of Measurement", 1883-05-03] “There is nothing new to be discovered in physics now, all g p y , that remains is more and more precise measurement.” Ed Weller “Think about what your measurements mean” 70
  • 38. Software Measureme ent Contact Information Ed Weller Integrated Productivity Solutions Ed.weller@integratedproductivitysolutions.com Or if you type like me ☺ efweller@aol.com 71 Software Measureme ent Defect Depletion With assumed or actual defect injection and removal rates, it is possible to predict residual defects Useful for “what-if” evaluations Demonstrated the relative cost of removing defects Alternatively, historical defect removal effectiveness can be used to predict residual defects For relatively stable inspection and test processes, processes these numbers do not change significantly 72
  • 39. Software Measureme ent Using Removal Effectiveness If historical data shows that 60% of defects are removed prior to the start of test, use this number as a predictor Required defects found in reviews to be equivalent to defects discovered in test or use Cannot count spelling, grammar, or maintainability defects If inspections find 540 defects, then the total defects are 540/.60 = 900, so the residual defects total 360 Modest checking of the inspection process is required • Individual preparation rates and coverage • Team member selection 73 Software Measureme ent Defect Depletion “What-if” Analysis Requires historical data for defects injected and removed in each activity or phase Cost data for defect identification and repair in each stage See “Managing the Software Process” by Watts Humphrey for a full discussion of this technique in Chapter 16 74
  • 40. Software Measureme ent In this example, enter your estimated values in the yellow cells Evaluate changes in removal effectiveness Insert your estimate of defects injected per activity/phase “Recidivism Rate” is the “bad fix” rate Ignoring user detected defects (??) introduces a 3% error Defect Depletion Curve Example Size in KLOC 100 Recidivism Rate 0.2 Dev Activity Req Ana HLD LLD Code Unit Test Integ Test System Test User Injected 100.0 300.0 600.0 2000.0 3000.0 93.2 75.5 41.5 Cumulative 100.0 400.0 1000.0 3000.0 6000.0 6093.2 6168.7 6210.3 Removal Rate 0.5 0.7 0.7 0.6 0.7 0.4 0.5 0.5 Inj + Prev remaining 350.0 705.0 2211.5 3884.6 1258.6 830.7 456.9 Est Removed 50 245 494 1327 2719 503 415 228 Remaining 50.0 105.0 211.5 884.6 1165.4 755.2 415.3 228.4 ?? Total Removed 50.0 295.0 788.5 2115.4 4834.6 5338.1 5753.4 5981.8 Cost 2 2 2 2 2 6 16 35 100 490 987 2654 5438 3021 6645 7995 Insp Cost 9669 Test Cost 17661 Total 27331 © 2012, Ed Weller, Permission to copy and duplicate is given as long as attribution is included. 75 Defect Depletion Curve Injected Est Removed Cumulative Total Removed 7000 6000 Defects Software Measureme ent Graph of Defect Removal 5000 4000 3000 2000 1000 0 Req Ana HLD LLD Code Development Phase (or Activity) 76 Unit Test Integ Test System Test