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Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
Software metrics
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Software metrics

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    • 1. Metrics
    • 2. 3 flavors Software metrics Agile Project metrics Organizational metrics
    • 3. before we get to them….
    • 4. a warning (or three)
    • 5. how many of you have an in car GPSsystem?
    • 6. metrics satisfy our inquisitive nature
    • 7. and can easily become adistraction
    • 8. steering with numbers is the wrongmetaphor
    • 9. metrics are your guide and can help you makedecisions
    • 10. make sure your metrics support the decisions you need tomake…
    • 11. 1. Construct metrics for root cause decisionmaking…
    • 12. Or use GQMGOAL QUESTION METRIC
    • 13. WERNER HEISENBERG (1901 - 1976)
    • 14. ‘The more precisely the POSITION isdetermined, the less precisely theMOMENTUM is known’
    • 15. detrimentally affecting software projectteams ability to adapt to circumstance is akey mistake.
    • 16. every project team should be ruthless in itsadaption to situational circumstance.
    • 17. 2. Don’t restrict a teams ability to maximizetheir effectiveness through over zealous orbureaucratic reporting practices…
    • 18. In order for metrics to be useful they have tobe accepted.
    • 19. 3. don’t buildmetrics that aretoo complicatedto understand.
    • 20. So….
    • 21. back to metrics…
    • 22. 3 flavors Software metrics Agile Project metrics Organizational metrics
    • 23. The primary metric for agilesoftware development is whethersoftware exists and is demonstrablysuitable for use in its intendedpurpose.
    • 24. This key metric is tested bydemonstration at the end of everyiteration and release.
    • 25. Individual metrics Defects Complexity Conformance Coverage Object Orientation Volatility
    • 26. Much more useful when correlated…
    • 27. Goal: I’d like to reduce defects.
    • 28. Question: Where do defects come from andwhy?
    • 29. Panopticode shows the hot spots in codewhere there are intersections between lowtest coverage, high volatility and highcomplexity.
    • 30. In the end code metrics can help removeuncertainty from delivery and build asystem with a longer life span, lower costof change.
    • 31. Metrics smorgasboard Velocity: Number of story points completed in any given iteration.  % Unit Test coverage. Number of story points started in a given iteration. Acceptance Tests Total Number of Story points remaining in the project. Total number of Acceptance tests per iteration. Total Number of new story points in project. Automated Non Automated. Number of stories added to the project in a given iteration. Number of story points added to the project in a given iteration. Total Acceptance tests passing per iteration. Total number of stories in project. Total acceptance tests failing per iteration. Total number of story points in project. Total acceptance tests ignored per iteration. Resources: Total automated Acceptance tests in project. Total non automated Acceptance tests in project. Planned man days available per iteration. % Automated. Actual man days used per iteration. Defects (Bugs identified post development). Total man days accrued on project to date. Total number of defects per iteration. Total man days remaining on budget. Total number of defects by severity. Total Man days lost to non project work.  Quality. Financials: Unit Tests Total number of unit tests per iteration. Cost per iteration. Total Unit tests passing per iteration. Cost per release. Total Unit tests failing per iteration. Total Unit tests ignored per iteration. Total days worked on Project. Total days worked by resource type. Monthly spend. Total Monthly spend. Total Cost to date Total Cost to complete. Estimated Cost at complete.
    • 32. Uh oh.
    • 33. We just broke golden rule #1.
    • 34. So, lets figure out what we need first…
    • 35. Goal, Question, Metric.
    • 36. here are some common Goals, questions andexamples of how metrics support them…
    • 37. Goal: I want predictability.Q: Is my project team converging on asolution that meets the outcomes for mybusiness?
    • 38. Total Effort Work com pl eted Work Added remaining this thi s Total effort Estim ated Actual AccruedIteration at start. iteration iteration. remaining End Date. Cost. Cost. Costs.Iteration 7-8 49 10 +0 39 01 Sept 34, 650 34,650 34,650 30,800Iteration 9 39 12 +0 27 15 Sept 30,800 65, 450 31,350Iteration 10 27 10 +5 22 29 Sept 31,350 96,800 31,900Iteration 11 22 11 +0 11 13 Oct 31,900 128,700 22,000Iteration 12 11 11 +0 0 21 Oct 22,000 150,700
    • 39. 100% of Outcomes met
    • 40. Goal: I want to understand the capacity ofthe team and how it changes.Q: Will defects affect the predictability ofdelivery?
    • 41. Hypothesis: we can use yesterdays weatherto predict how much we can get done nexttime.
    • 42. Velocity is simply the number of Story pointsdelivered last time used as a predictor fornext time…
    • 43. Goal: I want to reduce waste in my processand deliver value to the customer as often aspossible.Q: Where are the bottle necks in mydevelopment process?
    • 44. Goal: I don’t want any nasty surprises late inthe project that will affect the predictabilityof delivery.Q: Will defects affect the predictability ofdelivery?
    • 45. 90 80 70 60# of working Acc Tests 50 Not wor k ing Wor k ing 40 30 20 10 0 Mon Tue Wed Thur Fri Mon Tue Wed Thur Fri Mon Tue Wed Thur Fri Date
    • 46. At this point things can become lessquantitative and more qualitative…
    • 47. Goal: I want to build capabilities that allowme to repeatably deliver high valueproducts/services.Q: Are my teams developing repeatablecapabilities?
    • 48. Design Storming Retrospectives PairingRe-factoring TDD ATDP Stand up’s Cont Integration
    • 49. Goal: I’m a low risk business, if one projectfails this year I don’t want it to sink theorganization!Q: What is the risk profile of my projectportfolio?
    • 50. CostPotential Value Risk
    • 51. Goal: I want to maximize the value from myworkforce ensuring smooth transitionbetween projects….Q: When will I need capacity?
    • 52. Be careful with this one…
    • 53. Don’t break golden rulenumber 2….
    • 54. Goal: To understand if our strategy in themarket place is working so that we can adaptquickly.Q: What do my customers think ?
    • 55. Fred ReichheldLoyalty expert‘The ultimatequestion’(otherwise known asNPS)
    • 56. Net Promoter Score: would you recommendus to a friend or Colleague?P – D = NPSThe difference between the number ofPromoters and number of Detractors = NetPromoter Score (NPS)
    • 57. Goal: To leverage our strategy to make ourenterprise successful.Q: Do our projects align with the vision of ourorganization?
    • 58. A Starbucks on every corner
    • 59. Inspire customers to enjoy the daily pleasureof Peets Coffees & Teas by providing adistinctive, superior product, superior coffeeand tea knowledge and superior service toevery customer, every day.
    • 60. The balanced score card. Typical Key Performance indicators: Financial Cash Flow ROI Financial Result Return on capital employed Return on equity Customer Delivery Performance to Customer - by Date Delivery Performance to Customer - by Quantity Internal Business Processes Number of Activities Opportunity Success Rate Learning & Growth Investment Rate Illness rate
    • 61. keep metrics simple
    • 62. Figure out why you want to measuresomething before you figure out how.
    • 63. GOAL > Question > Metric
    • 64. Everywhere is different . Build metrics thatmake sense for YOU.
    • 65. Don’t restrict team process adaptations,adapt reporting as required

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