Productivity Assessment<br />Framework<br />January, 2010<br />
2<br />In this module we will define and analyze the various metrics that impact productivity and identify key existing ch...
 Measure key productivity gaps across teams</li></ul>Why do we need to track productivity?<br />Understand the throughput ...
Geographic location</li></ul>2<br />
3<br />We will leverage our existing framework and customize it to suit Client needs <br />Developing The Framework<br />D...
Identify gaps in existing metrics
Finalize the metrics for monitoring and measurements
Identify the mechanism to collect the data for metrics
Review existing artifacts (product and project management  documents) to collect the data
Interview key stakeholders to collect missing information and to validate the data collected through artifacts
Review the data to understand the key gaps between the teams
Capture qualitative and quantitative insights from the analysis
Identify key risks impacting productivity across the organization
Propose risk mitigation strategies
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Software Productivity Framework

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Software Productivity Framework

  1. 1. Productivity Assessment<br />Framework<br />January, 2010<br />
  2. 2. 2<br />In this module we will define and analyze the various metrics that impact productivity and identify key existing challenges<br />To Identify the key productivity metrics to measure across organization<br /><ul><li>Setup and monitor the metrics
  3. 3. Measure key productivity gaps across teams</li></ul>Why do we need to track productivity?<br />Understand the throughput from the engineering resources, based on<br /><ul><li>Life cycle of the product
  4. 4. Geographic location</li></ul>2<br />
  5. 5. 3<br />We will leverage our existing framework and customize it to suit Client needs <br />Developing The Framework<br />Data Collection<br />Analysis<br />Report & Optimization<br /><ul><li>Review Zinnov’s productivity framework
  6. 6. Identify gaps in existing metrics
  7. 7. Finalize the metrics for monitoring and measurements
  8. 8. Identify the mechanism to collect the data for metrics
  9. 9. Review existing artifacts (product and project management documents) to collect the data
  10. 10. Interview key stakeholders to collect missing information and to validate the data collected through artifacts
  11. 11. Review the data to understand the key gaps between the teams
  12. 12. Capture qualitative and quantitative insights from the analysis
  13. 13. Identify key risks impacting productivity across the organization
  14. 14. Propose risk mitigation strategies
  15. 15. Deliver a comprehensive report </li></ul>3<br />
  16. 16. 4<br />Zinnov will define the productivity drivers and metrics using experiences from other engagements and through discussions with Client (1/2)<br />Communication<br /><ul><li>Travel between the centers
  17. 17. Number/Type of issue escalations
  18. 18. Status reports
  19. 19. Meeting effectiveness
  20. 20. Project transparency</li></ul>Human Resources<br /><ul><li>Brand recognition
  21. 21. Team ramp up time
  22. 22. Attrition rate
  23. 23. Capability development
  24. 24. Resource allocation
  25. 25. Interview process efficiency
  26. 26. Employee motivation</li></ul>Infrastructure<br /><ul><li>Internet latency
  27. 27. Commute time
  28. 28. Phone/internet connectivity from home
  29. 29. IT support
  30. 30. Lab availability</li></ul>Productivity Drivers`<br />Organization Structure<br /><ul><li>Project ownership in India center
  31. 31. Technical ownership
  32. 32. Team alignments
  33. 33. Customer interaction
  34. 34. Level of autonomy</li></ul>Knowledge Transfer and Management<br /><ul><li>Time spent on knowledge transfer
  35. 35. Mode of knowledge transfer
  36. 36. Average number of reviews
  37. 37. Effectiveness of KMS</li></ul>Development Process<br /><ul><li>Coding standard
  38. 38. Documentation
  39. 39. CMS process
  40. 40. Release processes
  41. 41. Risk planning
  42. 42. Requirement mgmt
  43. 43. Change management
  44. 44. Project initiation</li></ul>4<br />
  45. 45. 5<br />Zinnov will define the productivity drivers and metrics using experiences from other engagements and through discussions with Client (1/2)<br />Definition of Productivity Metrics for the Engineering Group<br />A<br />C<br />B<br /><ul><li>% of milestone slippage
  46. 46. Estimation accuracy
  47. 47. Effort variance
  48. 48. Defect density
  49. 49. Field error rate
  50. 50. Defect removal efficiency
  51. 51. Defect removal efficiency
  52. 52. Maintenance rework
  53. 53. Response time
  54. 54. # open P1, P2, P3
  55. 55. Cost of quality
  56. 56. % of automation
  57. 57. Test case defect detection efficiency
  58. 58. Bug type distribution
  59. 59. Test cycle distribution
  60. 60. Field error rate</li></ul>DEVELPOMENT<br />SUSTENENCE<br />QUALITY ASSURANCE<br /><ul><li>Key metrics required by Client to measure productivity will be determined and appropriate metrics will be identified
  61. 61. Metrics could be based on factors such as center maturity, people maturity, product maturity or PDLC process</li></ul>5<br />
  62. 62. 6<br />In addition will baseline and finalize the metrics and drivers<br />Metrics and Drivers baseline <br />1<br />2<br />3<br />4<br />5<br />Define baselines<br />Map complexity vs. impact<br />Analyze impact on productivity<br />Analyze data collection complexity<br />Review with stakeholders<br />Productivity Drivers<br />Productivity Metrics<br />P<br />A<br />Q<br />R<br />H<br />H<br />E<br />M<br />I<br />Complexity in Collecting Data<br />Complexity in Collecting Data<br />K<br />K<br />D<br />M<br />D<br />M<br />C<br />C<br />O<br />F<br />O<br />R<br />G<br />B<br />Q<br />L<br />A<br />Impact<br />Impact<br />6<br />
  63. 63. 7<br />An excel modeler will be developed that will assist in the collection, monitoring and tracking of the drivers and metrics<br /><ul><li> Metrics and driver information will be inputted into the modeler
  64. 64. The modeler will have the capability
  65. 65. To compare metrics between projects
  66. 66. To plot historic trends of metrics
  67. 67. To plot relationship between the metrics and drivers
  68. 68. The modeler can also be used as a dashboard to measure the health of the projects</li></ul>7<br />
  69. 69. 8<br />The productivity metrics will be represented as a dashboard to executive management team<br />Planned Vs. Actual Hrs<br />Percentage Engineering Effort<br />Sample Output<br />Details of Bugs re-opened <br />Planned Vs. Actual features<br />8<br />
  70. 70. 9<br />Case Study 2: We assisted a industry leading product company in defining the productivity and quality measures and benchmarking them in their global centers<br />Challenge: Productivity measurements were frowned by the client stakeholders due to the complexities involved. Executives were frustrated with the level of details and assumptions provided <br />Key Challenges<br /><ul><li> Process and metrics should to be simple yet powerful
  71. 71. Ability to easily compare productivity across Business Units and Geographies</li></ul>- Strong framework that would minimize assumptions<br />Created Objectives<br />Zinnov and the client worked to propose an objective mechanism to measure the productivity of Development and Quality teams<br />Defined Frameworks<br />Framework was defined to measure the complexity of the product based on the architecture, feature set, functionality size, internal/external interfaces, data structure etc. <br />Measured Efforts<br />A simple mechanism was devised to calculate the efforts using the experience levels, size of the team, man hours for each activity etc.<br />Zinnov Solution<br />Output Metrics<br />For the quality engineering teams also, similar complexity metrics were defined using number of bugs captured, number of bugs not captures, percentage of automation etc.<br />Compared Productivity <br />Using the weighted averages of the complexity and the engineering efforts, we were able to get the directional productivity comparison between teams working across the organizations<br />9<br />
  72. 72. 10<br />Case Study 2: We assisted a industry leading product company in defining the productivity and quality measures and benchmarking them in their global centers<br />Output: The questionnaire based framework along with the dashboard view provided key insights to the executives on the productivity and quality differences between the teams <br />Deliverables<br /><ul><li> Framework with the guidelines for the input
  73. 73. Comprehensive questionnaire with details on scoring mechanism
  74. 74. Excel based tool to capture the complexity of the team based on the User input
  75. 75. Dash board view to objectively compare the differences between teams</li></ul>Ability to measure the directional measure productivity without getting into complex calculations<br />Simple efforts from the clients to collect, measure and monitor the metrics on an ongoing basis<br />Normalizing the assumption to minimize the error in measurement<br />KEY BENEFITS<br />Ability to measure metrics across business units, product/feature based teams and geo diversified teams<br />10<br />
  76. 76. 11<br />Case Study 3: We engaged with a mid-sized product company to analyze the productivity of their product development teams<br />Output: Apples to Apples comparison between global teams were not feasible due to the maturity of the organizations. Only the engineering metrics were collected which resulted in dissatisfaction across teams<br />Companies Vs. Client Experience – Development team<br />31<br />18<br />Number of Software Developers<br />11<br />6<br />Years of Experience<br />11<br />
  77. 77. 12<br />Case Study 3: We also provided recommendations to enhance productivity <br />Output: On the basis of our analysis, the Client looked to resolve some constraints that impacted the productivity of the teams<br />Organization cultural issues<br /><ul><li>There seems to be a high level of threshold for non-performance in the organization. There were not many who had been let go due to non-performance.
  78. 78. There has been no instances of successful initiation and implementation of change initiatives.</li></ul>Project model with inbuilt overheads<br /><ul><li>There are number of projects still in a split team model. The projects carry an inherent overhead in terms of communication and management time from the US. It is also extremely difficult for the US managers to track the tasks executed by the local teams.</li></ul>Lack of well-defined product planning process<br /><ul><li>Even the product managers of different products were not clear on the roadmap for those products. There were at least two scenarios where the engineering team spent months building features/add-ons that the product managers were not aware of or had consented to.</li></ul>Lack of domain exposure to India center<br /><ul><li>Most of the engineers have never met a customer or even seen a video of how the customer uses the products that are built from the India center. Only few engineers have been exposed to customers at trade shows.</li></ul>12<br />
  79. 79. 13<br />About Zinnov<br />Zinnov helps organizations globalize their business and improve people strategy.  <br />Our consulting solutions are based on rigorous research techniques, data analytics and communities<br />Zinnov Research: http://www.zinnov.com/white_papers.php<br />Zinnov Blog: http://zinnov.com/blog/<br />Zinnov Services: http://zinnov.com/services.html<br />Zinnov Events: http://www.zinnov.com/zn_events.php<br />Zinnov LinkedIn: http://www.linkedin.com/companies/30724<br />Zinnov Facebook: http://www.facebook.com/pages/Zinnov/111718952202627<br />@zinnov<br />For additional details on the topic, contact info@zinnov.com<br />
  80. 80. Thank You<br />69 "Prathiba Complex", 4th 'A' Cross, Koramangala Ind. Layout5th Block, Koramangala<br />Bangalore – 560095<br />Phone: +91-80-41127925/6<br />575 N. Pastoria Ave<br />Suite J<br />Sunnyvale<br />CA – 94085<br />Phone: +1-408-716-8432<br />21, Waterway Ave, Suite 300<br />The Woodlands<br />TX – 77380Phone: +1-281-362-2773<br />info@zinnov.com<br />www.zinnov.com<br />@zinnov<br />
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