The document describes KPN's use of metrics to select software suppliers in a more transparent way. It involved collecting historical project data from suppliers and evaluating them based on three criteria: compliancy, reality of the data, and productivity/quality. Supplier B scored the highest based on having the most compliant and realistic data as well as the highest productivity and quality levels. The process provided insights into suppliers' transparency levels and influenced negotiations to maximize baseline values. Site visits were recommended to further validate suppliers' productivity claims.
Metrics based software supplier selection - Best practice used in the largest...Harold van Heeringen
Abstract—This article provides insight into a ‘best practice’ used for the selection of software suppliers at the largest Dutch telecom operator, KPN[1]. It explains the metrics rationale applied by KPN when selecting only one preferred supplier (system integrator) per domain instead of the various suppliers that were previously active in each domain. Presently (Q2 2012) the selection and contracting process is entering its final phase. In this paper, the model that was built and used to assess the productivity of the various suppliers and the results of the supplier selection process are discussed. In addition, a number of lessons learned and recommendations are shared.
Metrics based software supplier selection - Best practice used in the largest...Harold van Heeringen
Abstract—This article provides insight into a ‘best practice’ used for the selection of software suppliers at the largest Dutch telecom operator, KPN[1]. It explains the metrics rationale applied by KPN when selecting only one preferred supplier (system integrator) per domain instead of the various suppliers that were previously active in each domain. Presently (Q2 2012) the selection and contracting process is entering its final phase. In this paper, the model that was built and used to assess the productivity of the various suppliers and the results of the supplier selection process are discussed. In addition, a number of lessons learned and recommendations are shared.
In this presentation we will discuss the various business architecture of e-business while also discussing ways of effective e-business management.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
In this presentation, we will discuss the e-business architecture, multilayer architecture for e-business sites and various e-business areas. We will also talk about the evolution of e-business and potential of various e-business applications.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
E-business has varied components; they include merchandise planning and analysis, inventory management, knowledge management and customer relationship management. Several new technologies have now emerged to support e-business. Some of them are portals, trading exchanges and indirect procurement among others.
The main reasons for conducting E-business include improving service level, creating growth potential, enhancing customer access and reducing distribution costs.
Clients will not be able to realize value from their investment if they do not address the technical and business risks and clearly identify the right SAP BusinessObjects components and ensure matching technology architecture. This is where Defiance can add value in the adoption and migration journey with its 60+ accelerators which can help manage the transition seamlessly, optimal and reliable.
Metrics based software supplier selection - Best practice used in the largest...Hans Kuijpers
This article provides insight into a ‘best practice’ used for the selection of software suppliers at the largest Dutch telecom operator, KPN[1]. It explains the metrics rationale applied by KPN when selecting only one preferred supplier (system integrator) per domain instead of the various suppliers that were previously active in each domain. Presently (Q2 2012) the selection and contracting process is entering its final phase. In this paper, the model that was built and used to assess the productivity of the various suppliers and the results of the supplier selection process are discussed. In addition, a number of lessons learned and recommendations are shared.
This Scenario Planning workshop (in Dutch) uses a case of a virtual travel company to explain the concepts of scenario planning. Participants need to participate in the strategy development process.
Performance Calculation and Benchmarking using the ISBSG Release 10 Data Rep...Luigi Buglione
Traditional benchmarking models in software engineering are typically based on the concept of productivity, first defined as a single ratio of output to input, and then combined with various cost factors leading to a single value. By contrast, the concept of performance is more comprehensive than productivity, and can handle other dimensions as well, like quality. Multidimensional models, such as those in the QEST/LIME family, are therefore necessary to adequately represent performance.
In software engineering, software process improvement models typically treat productivity and performance as two distinct concepts, and at two distinct maturity levels and in distinct process areas. This presentation explores how information from a comprehensive measurement program can be used to analyze performance. The project repository of the International Software Benchmarking Standards Group – ISBSG – is used as a case study to illustrate various aspects of the multi-dimensional QEST-LIME performance model.
Vegetation represents the cleaning health of plant life and the amount of ground soil provided by plants and animals . Vegetation has no particular taxa, life forms, structure, spatial extend, or any other specific botanical or good characteristics. It is broader than flora which refer exclusive to species the composition. Perhaps the closest synonym is plant community, but vegetation can, and often does, refer to a wider range of spatial scales than that term does, including scales as large as the global. Primeval redwood forests, coastal mangrove stands, sphagnum bogs, desert soil crusts, roadside weed patches, wheat fields, cultivated gardens and lawns; all are encompassed by the term vegetation.
In this presentation we will discuss the various business architecture of e-business while also discussing ways of effective e-business management.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
In this presentation, we will discuss the e-business architecture, multilayer architecture for e-business sites and various e-business areas. We will also talk about the evolution of e-business and potential of various e-business applications.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
E-business has varied components; they include merchandise planning and analysis, inventory management, knowledge management and customer relationship management. Several new technologies have now emerged to support e-business. Some of them are portals, trading exchanges and indirect procurement among others.
The main reasons for conducting E-business include improving service level, creating growth potential, enhancing customer access and reducing distribution costs.
Clients will not be able to realize value from their investment if they do not address the technical and business risks and clearly identify the right SAP BusinessObjects components and ensure matching technology architecture. This is where Defiance can add value in the adoption and migration journey with its 60+ accelerators which can help manage the transition seamlessly, optimal and reliable.
Metrics based software supplier selection - Best practice used in the largest...Hans Kuijpers
This article provides insight into a ‘best practice’ used for the selection of software suppliers at the largest Dutch telecom operator, KPN[1]. It explains the metrics rationale applied by KPN when selecting only one preferred supplier (system integrator) per domain instead of the various suppliers that were previously active in each domain. Presently (Q2 2012) the selection and contracting process is entering its final phase. In this paper, the model that was built and used to assess the productivity of the various suppliers and the results of the supplier selection process are discussed. In addition, a number of lessons learned and recommendations are shared.
This Scenario Planning workshop (in Dutch) uses a case of a virtual travel company to explain the concepts of scenario planning. Participants need to participate in the strategy development process.
Performance Calculation and Benchmarking using the ISBSG Release 10 Data Rep...Luigi Buglione
Traditional benchmarking models in software engineering are typically based on the concept of productivity, first defined as a single ratio of output to input, and then combined with various cost factors leading to a single value. By contrast, the concept of performance is more comprehensive than productivity, and can handle other dimensions as well, like quality. Multidimensional models, such as those in the QEST/LIME family, are therefore necessary to adequately represent performance.
In software engineering, software process improvement models typically treat productivity and performance as two distinct concepts, and at two distinct maturity levels and in distinct process areas. This presentation explores how information from a comprehensive measurement program can be used to analyze performance. The project repository of the International Software Benchmarking Standards Group – ISBSG – is used as a case study to illustrate various aspects of the multi-dimensional QEST-LIME performance model.
Vegetation represents the cleaning health of plant life and the amount of ground soil provided by plants and animals . Vegetation has no particular taxa, life forms, structure, spatial extend, or any other specific botanical or good characteristics. It is broader than flora which refer exclusive to species the composition. Perhaps the closest synonym is plant community, but vegetation can, and often does, refer to a wider range of spatial scales than that term does, including scales as large as the global. Primeval redwood forests, coastal mangrove stands, sphagnum bogs, desert soil crusts, roadside weed patches, wheat fields, cultivated gardens and lawns; all are encompassed by the term vegetation.
Checkout http://www.growthhackerlove.com for more Growth Hacks...
My personal Growth Hacking Challenge!
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What is Growth Hacking?
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ISMA 9 - van Heeringen - Using IFPUG and ISBSG to improve organization successHarold van Heeringen
Introduction to the International Software Benchmarking Standards Group and 3 cases in which function points together with ISBSG data really resulted in business value:
- Reality check of an estimate made by experts
- Assessing the competitive position of a department
- Selecting a single software supplier
Next Generation BIM
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Today’s BIM solutions offer users an ability to view a three dimensional simulation of the stages of work and/or progress proposed to take place over the course of the project. These simulations are primarily leveraged during the pre-construction phase of a project. The simulation combines schedule data to design plans resulting in what is referred to as a 4D BIM solution. When a software expert designs the model to additionally reflect project costs within the proposed project, this is referred to as 5D BIM.
2. Metrics Based Software Supplier Selection
Best practice used in the largest Dutch telecom company
Hans Kuijpers
Harold van Heeringen
Assisi, October 2012
3. Introduction
Harold van Heeringen
Hans Kuijpers
Sizing, Estimating & Control
Program Assurance & Methods
Harold.van.heeringen@sogeti.nl
hans.tm.kuijpers@kpn,.com
@haroldveendam
@_hanskuijpers
@Sogeti_SEC
Sogeti Nederland BV: KPN Nederland:
Senior Consultant Software Metrics Manager Metrics Desk
ISBSG: President Certified Scope Manager
NESMA: Board Member QSM: Special Interest Group Agile
NESMA: Working Group Chair COSMIC
NESMA: Working Group Chair Benchmarking
COSMIC: IAC Member
Metrics Based Software Supplier Selection Pagina 2
4. Agenda
• Introduction and Context
• Phases and Timeline
• The Model
• Results
• Conclusions & Recommendations
Metrics Based Software Supplier Selection -3-
5. Introduction and Context
Revenues: €13.000m
.Why supplier selection? KPN Board
EBITDA: € 5.100m
Employees: 31.000
• Consolidation # suppliers
• Cost reduction
Consumer Business Corporate KPN
• Supplier acts as SI & MSP Market Market Market NetCo E-Plus Belgium
• 5 Year investment
• SPM is a best practice at KPN Customer
Fixed Mobile Wholesale IT Operations
Experience
Generic &
OSS Domains BSS
Traditional
Problem: no more competition between suppliers
instrument needed to avoid excessive cost Unit of Work pricing
Metrics Based Software Supplier Selection -4-
6. Agenda
• Introduction and Context
• Phases and Timeline
• The Model
• Results
• Conclusions & Recommendations
Metrics Based Software Supplier Selection -5-
7. Phases and Timeline
Why Productivity metric added?
• Objective selection criteria
• Supplier willingness to show their transparency
• Basis for productivity baseline
• Insight in quality level
• Negotiations for year on year cost reduction
• Relation to continous improvement steps
Metrics Based Software Supplier Selection -6-
8. Requested project information
• Data of 6 historical projects, max 3 KPN projects
• In scope of current technology domain
• Range 300 – 1000 FP
• Sizing method NESMA 2.1 or IFPUG 4.x
• DCF must be completely filled out
• No other template is allowed
In BAFO phase suppliers should show evidence of the size and productivity
figures by releasing FPA-reports, Data Collection Forms and/or insight in their
administrative systems.
Metrics Based Software Supplier Selection -7-
10. Historical Project Data form (2)
Per data field
requirements are
mentioned in the
template.
Metrics Based Software Supplier Selection -9-
11. Agenda
• Introduction and Context
• Phases and Timeline
• The Model
• Results
• Conclusions & Recommendations
Metrics Based Software Supplier Selection - 10 -
12. The Model
Characteristics:
• Degree of openess and compliancy
• Completeness and cohesion of submitted data
• Productivity benchmark against each other and industry
• Delivered Quality
• During the RFP phase the data will be considered as correct, but will be
checked on reality
The 3 test criteria:
A. Compliancy value (10%)
B. Reality value (30%)
C. Productivity - Quality value (60%)
Metrics Based Software Supplier Selection - 11 -
13. Used metrics and benchmarks
Project Delivery Rate (PDR) = spent project effort related to function point (h/FP)
Productivity Index (PI) = metric from QSM, derived from size, duration and effort
Quality: delivered defects per FP
Benchmarks:
• PI against the QSM Business trend line
• PDR against ISBSG Repository
• Adjusted = normalised to Construction+Test activities
Metrics Based Software Supplier Selection - 12 -
14. Compliancy value (10%)
Suppliers start with 10 points
The compliancy value is substracted with 2 points for each violation of rule:
a)Range 300 – 1000 Function Points
b)Method NESMA 2.1 or IFPUG 4.x
c) Each field of “Historical Project Data”-form must be filled out
Maximum value = 10, minimum value = 0
Metrics Based Software Supplier Selection - 13 -
15. Reality value (30%)
PI vs. Functional size (FP)
35
Unrealistic projects are discarded Unrealistic
from further analysis: 30
• PI > +2 sigma (95%) 25
• PDR < P25 ISBSG (best in class 20
projects)
PI
15
The reality value is substracted with 10
Supplier A
2 points for each unrealistic project 5
Supplier B
Supplier C
Supplier D
Supplier E
Maximum value = 10
QSM Business
Avg. Line Style
0 2 Sigma Line Style
Minimum value = 0 50 150 250 350 450 550
Effective FP
650 750 850 950
Functional Size (FP)
Metrics Based Software Supplier Selection - 14 -
16. Productivity - Quality value (60%)
Productivity - Quality value =
(Points PI score * 0,5) + (Points PDR score * 0,3) + (Points Quality score * 0,2)
ID PDR (h/FP) PDR ISBSG median PDR score ID Defects/FP Quality score
7 5,9 8,6 -2,7 15 41,7
8 6,0 8,6 -2,6 18 13,9
9 6,9 8,6 -1,7 21 66,7
11 6,2 8,6 -2,4 22 4,0
12 7,3 8,6 -1,3 23 10,0
Average: -2,1
Median 13,9
The lowest average most points The lowest median most points
For PI and PDR the average of the distance to the benchmark value is determined
For the quality the median is dertermined
The highest average most points
Metrics Based Software Supplier Selection - 15 -
17. Agenda
• Introduction and Context
• Phases and Timeline
• The Model
• Results
• Conclusions & Recommendations
Metrics Based Software Supplier Selection - 16 -
18. Results of Compliancy (1)
Projects discarded:
• Projects on going (4)
• Project sized in COSMIC (1) Result: 1 supplier has 3 violations,
the others 5 or more
Blank crucial fields
• Defect data Supplier Compliancy Value
• Effort data Supplier A 0
• Dates Supplier B 0
Supplier C 4
Other violations Supplier D 0
• Primary Language (example English) Supplier E 0
Metrics Based Software Supplier Selection - 17 -
20. Results of Reality
Projects unrealistic:
• 3 according to PI
• 1 according to PDR
Unrealistic Unrealistic
Discarded for further analysis projects PI projects PDR
Supplier criterion criterion Reality Value
Supplier A 1 1 6
Supplier B 1 0 8
Supplier C 0 0 10
Supplier D 0 0 10
Supplier E 1 0 8
Metrics Based Software Supplier Selection - 19 -
21. Results of Productivity / Quality
Rank Points PDR Rank Points
Supplier PI score PI score PI score Supplier score PDR score PDR score
Supplier A 3,9 2 8 Supplier A -3,2 1 10
Supplier B 5,0 1 10
+
Supplier B -2,1 2 8 +
Supplier C 3,4 3 6 Supplier C 16,6 4 4
Supplier D 3,0 5 2 Supplier D 6,2 3 6
Supplier E 3,2 4 4 Supplier E 18,3 5 2
Quality Rank Points Points Points Points Productivity/
Supplier Score Quality score Quality score Supplier PI score PDR score Quality score Quality value
Supplier A 3,1 1 10 Supplier A 8 10 10 9,0
Supplier B 13,9 2 8 Supplier B 10 8 8 9,0
Supplier C 52,6 3 6 = Supplier C 6 4 6 5,4
Supplier D 1000,0 5 2 Supplier D 2 6 2 3,2
Supplier E 94,6 4 4 Supplier E 4 2 4 3,4
weight 50% 30% 20%
Metrics Based Software Supplier Selection - 20 -
22. Results of Total Assessment
Recommendation from Metrics Desk: Supplier B and A score best in the model
Compliancy Reality Productivity/ Total
Supplier value value Quality value Points Rank
Supplier A 0 6 9,0 7,2 2
Supplier B 0 8 9,0 7,8 1
Supplier C 4 10 5,4 6,6 3
Supplier D 0 10 3,2 4,9 4
Supplier E 0 8 3,4 4,4 5
weight 10% 30% 60%
However suppliers B and C were selected for the next BAFO phase
Metrics Based Software Supplier Selection - 21 -
23. Findings BAFO phase
Metrics Desk investigated the provided project data of the selected suppliers B + C:
• Size
• Dates
• Hours
• Defects
Supplier B:
• Resistance: confidentiality clause with clients
• Client site visit
Supplier C:
• Size measurement by junior not certified measurers
Metrics Based Software Supplier Selection - 22 -
24. Agenda
• Introduction and Context
• Phases and Timeline
• The Model
• Results
• Conclusions & Recommendations
Metrics Based Software Supplier Selection - 23 -
25. Conclusions and recommendations
• The productivity assessment influenced the total outcome significantly
• The assessment and discussions afterwards gave insight in:
Conclusions:
• Transparency and CMMI level
• The results are used in the negotiations phase to maximize the baseline value
• Make sure the parties understand:
• the purpose of the assessment
• the use of the “Historical Project Data” form
• that the disclosed data will be validated and should not be confidental
• the consequences of violating the governance rules (e.g. penalty points)
Recommendations: • Because of many violations of the compliancy rules, consider 1 penalty point
per violation
• Construct model beforehand, but don’t communicate the model with suppliers
• Bring site visits when offered. This gives extra information next to the
productivity validation
Metrics Based Software Supplier Selection - 24 -
26. Productivity: don’t trust it, check it
Harold van Heeringen Hans Kuijpers
Sizing, Estimating & Control Software Metrics Consultant
Harold.van.heeringen@sogeti.nl hans.tm.kuijpers@kpn,.com
@haroldveendam @_hanskuijpers
@Sogeti_SEC
Metrics Based Software Supplier Selection - 25 -