A contextual approach to improving software metrics practices
1. A Contextual Approach to
Improving Software Metrics Practices
Helle Damborg Frederiken and Lars Mathiassen
IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT
VOL. 55, NO.4, November 2008 Page: 602-616
2. Group Members
Ms. Krittika Tipyodsree Student ID: 5470111221
Ms. Wanwisa Roongkaew Student ID: 5470367621
Mr. Wissarut Katathikarn Student ID: 5470376221
Ms. Alisa Sangpuwong Student ID: 5470459721
3. About this paper
• Presents this contextual approach to improving
software metrics practices
• Presents the results of applying it in Software, Inc.
• Offers lessons for how managers can use contextual
approaches to increase the benefits of software
metrics programs.
4. Problem need to be solved
To explore how software organizations can create
a better fit between expected and experienced
benefits of their metric programs.
10. Existing Metrics Program
• The data suppliers did not understand the definitions of
metrics and measures.
• The metrics program contained a lot of data that were
potentially useful for several purposes.
• The primary users were software improvement agents
identifying high-level improvements.
• Most software engineers and managers did not use the
program. Very few managers saw a need for it.
11. Existing Metrics Program (cont.)
• Interpretation of data required insights into the metrics
program, the submitted measures, and actual software
practices. Few people were capable of making such
interpretations.
• There were few managerial responses based on information
from the program.
• The project indicators focused on resources and deadlines
and ignored the quality of software.
12. New Metrics Program
• Data suppliers’ needs should be given more consideration
in order to increase the quality of data.
• Targeted interpretations should be made available to
support usage.
• The intended meaning of measures and indicators should
be shared across stakeholders.
13. New Metrics Program (cont.)
• The managerial hierarchy should not restrict information
dissemination.
• Contemporary technologies should be used to facilitate
dissemination.
• The metrics staff should change its role from a data
collector to an information provider
16. Context: Organization-Centric Analysis
A. Technical Systems
Context Major Changes Existing Program New Program
• Core Business • Purpose of Program • Identification of • Management
Processes • Focus Improvement Support
• Benchmarking • Learning from
Specific Projects
• Product/Process • Model • Generic Compass • Specific Software,
Technology • Measurement Process metrics Inc., metrics
• Process • Simpler, Cheaper,
more Flexible
• More tightly linked
to the ERP system
• Tasks Metrics Staff • Being Outsourced • More Involved in
Process assisted by Internal Projects
Experts • Being In-house
facilitated by
Internal Experts
17. Context: Organization-Centric Analysis
B. People
Context Major Changes Existing Program New Program
• Roles • Roles • Fewer Roles
• Interfaces • Fewer Interfaces
between Roles
• Education • Education of Managers • Learning from • Learned by being
Compass part of Process
Measurements
• Skills and • Skills • Compass Related • Software, Inc.,
Knowledge • Knowledge Skills Specific Skills
• Compass and • Implementation
Function points and Use of
Measurements
• Career • Position of Metrics • More Visible and
Development Staff Central
18. Context: Organization-Centric Analysis
C. Organizing Structures
Context Major Changes Existing Program New Program
• Unit Groupings • Working Hours of • Part Time • Full Time
Metrics Staff • Smaller, more
• Organization Coherent Team
• Coordinating • Project Indicators • Compass’s • Project Managers
Mechanisms Indicators own their Indicators
• Authority and • Authority to Measure • Software Director • Metrics Staff
Responsibility Software Process
19. Context: Organization-Centric Analysis
D. Management Practices
Context Major Changes Existing Program New Program
• Unit Groupings • Staff • More Involved in
• Program Projects
• More Flexible in the
way Projects are
measured
• Coordinating • Perceived Role of • Supervisor and • Colleague and Team
Mechanisms Metrics Consultants Controller Player
• Authority and • Indicators • Without Indicators • Used to set and
Responsibility • Managers • Motivated from track goals
Software Director • Interesting in
Program
20. Process
The IDEAL Approach
A Contextual Approach to Improving Software Metrics Practices
Helle Damborg Frederiken and Lars Mathiassen
28. Contribution
Lesson 1:
Organize the process to improve an existing software
metrics program based on the IDEAL framework.
Lesson 2:
Assess the content of an existing program by viewing
it as a medium for interaction between stakeholders.
29. Contribution
Lesson 3:
Assess the context of an existing metrics program
by considering the organizational practices involved in its
execution.
30. Contribution
Lesson 4:
Design improvements to the existing program
that more effectively integrates it into the managerial
and organizational context.
Lesson 5:
Ensure commitment and active participation on
all levels of software management.
