矩阵式项目管理

MetricsandBenchmarkingPresentedtoWayneKellyPrincipalConsultantQualityAssurancePracticeContentsIntroductiontoMetricsWhatisMetrics?WhyMetrics?ProjectMetricsProgramObjectivesMetrics-CustomerNeedMeasuresandMetricsImprovementCycleMeasures–DataElementsToolsforMeasurementMetricsCalculationMetricsRoadmapMetricsAnalysis-ExamplesItisnotsufficienttoproducesoftwaredefectmetrics-likehowmanyraised,howmanyoutstanding,fixedbyseverityandurgency.Wemustprovethattheactivitiesofthetestteamareacosteffectiveandefficientuseofstaff.TestMetricsWithoutTears-DavidVaughnQuoteIntroductiontoMetricsWhatIsMetrics?Metrics-Derivedfromtheword“metre”-Quantitativeindicatorofperformanceofas/wprocessorproduct.Metricsisacannot-do-withoutprojectmanagementtoolVisibilityintoprojectexecutionAnalysisofprocessstrengthsandweaknessesyoucannotmanageorimprovewhatyoucannotmeasure“Youcan’tcontrolwhatyoucan’tmeasure”-TomDeMarcoEstablishameasurementandcontinousimprovementcultureacrossthecompany.ImprovedqualityofsoftwareacceptedintoproductionHelpmanagementandemployeesmakewell-informedanddecisionsAlertmanagementaboutriskstoprojectgoals,schedulesandsoftwarequalityProvidesanobjectiveassessmentofthestateofthesoftwareWhyMetrics?WhyMetrics?ContinuedMetricsprovideinputsforfutureestimationsandplanningTheactualperformanceofthepastinquantitativetermsbecomesastartingpointforfutureestimatesHelpsinsettinggoalsandtargetsBetterresourceplanning

MetricsidentifytheareasforimprovementsForexample,metricscanidentifythephasewhichintroducesthemaximumnumberoferrorsMetricscanbeusedtoeliminateproblemareasandrootcausesSeniorManagementProjectManagementProjectTeamsBenchmarkingSettingimprovementgoalsPerformanceacrossgroupsHowlargeisproject,ReducedefectsBetterestimatesattasklevelConsistency,predictabilityBetterestimation,projectcontrolEffort,defect,schedule,sizeCostofQuality,Effort&DefectDistribution,Quality,ProductivityEstimationAccuracy,Quality,Productivity,DevelopmentCost,ROIWhyisitMeasuredWhatisMeasured

MeasurementsdrivecontinuousimprovementacrosstheorganizationMetricsProgramObjectivesMustbeclearlydefinedandPOSITIVE

DrivenbycriticalbusinessobjectivesMeasuresattheenterprise,program,projectandapplicationlevelsProvidequantitativeinformationofkeydrivers(i.e.schedule,estimatingaccuracy,defects)thatimprovesdecisionmakingintimetoaffectthebusinessoutcomeandsuccessfulmanagementofaprojectCUSTOMERPERSPECTIVE"WHATCUSTOMERNEEDSMUSTWESERVE?”LEARNINGPERSPECTIVE"TOACHIEVEOURGOALS,HOWMUSTOURORGANIZATIONLEARN,INNOVATEANDIMPROVE?”“WHATFINANCIALOBJECTIVESMUSTWEACCOMPLISH?WHATISTHECOSTPerFUNCTIONPOINT?”FINANCIALPERSPECTIVE“TOSATISFYOURCUSTOMERS,INWHICHINTERNALBUSINESSPROCESSESMUSTWEEXCEL?”INTERNALPERSPECTIVEMultipleperspectivesofaMetricsprogramMeasuresandMetricsMeasuresMeasuresarethefundamentalbuildingblocksofameasurementsystemMeasuresDefectsSizeEffortScheduleCostMetricsMetricsarederivedoutofmeasuresMeasuresMetricsDefectsSizeEffortScheduleCostProductivityDeliveredQualityDefectRemovalEfficiencyCostofQualityReviewEffectivenessInternalPerspectiveMetricsMetricsarederivedoutofmeasuresMeasuresMetricsDefectsSizeEffortScheduleCostProductivityDeliveredQualityDefectRemovalEfficiencyCostofQualityRevieweffectivenessReturnonInvestmentTotalCostofOwnershipInternalPerspectiveFinancialPerspectiveImprovementCycleGatherAnalyseActImproveMeasuresMetricsDefectsSizeEffortScheduleCostProductivityDeliveredQualityDefectRemovalEfficiencyCostofQualityRevieweffectivenessReturnonInvestmentTotalCostofOwnershipLearningPerspectiveMeasures-DataElementsDefects#ofdefectsDefectdescriptionStageinjected&detectedSeverityStatusEffortPlannedvs.actualActivities(Task,review,rework)ResourcegroupsWeekendingdatePhasewisepersoneffortMeasuresMetricsDefectsSizeEffortScheduleCost

ScheduleStartdate(Planned,Actual)Enddate(Planned,Actual)Milestonedate(Planned,Actual)SizeProgramreferenceLanguageusedSourceLinesofCode(InitialandFinal)FPoutofSLOCCostPerPhasePlanVsActGroupMeasures––ToolsUsed

toAutomaticallyCapturetheDataElementsDefectsExcelTemplateClearQuestDefectLogsEffortExcelTemplateTimeTrackingMSProjectPlanViewMeasuresMetricsDefectsSizeEffortScheduleCost

ScheduleWBSExcelTemplateMSProjectPlanViewSizeSLOCcountersdependingonthelanguageLaborUnitCostProjectBudgetsMeasures––SizeExampleoftoolsMeasures––Effort

ExampleofToolsMeasures––Defect

ExampleofToolsMetricsAreCalculatedUsingMeasuresMetricsUnitofMeasureMeasuresFormulaProductivityQualityDefectRemovalEfficiencyCostofQualityReviewEffectivenessFP/pmDelivereddefects/pm%%%SizeEffortDefectsSizeDefectsEffortDefectsSizeoftheproduct/TotalEffortinpersonmonthsDefectsfoundduringAcceptanceTesting/SizeOftheproductTotaldefectsdetectedbeforeQA/TotaldefectsdetectedincludingQAReview+Test+Training+Reworkeffort*100/TotaleffortfortheprojectDefectsdetectedbymeansofreviews/Defectsdetectedbymeansofreviews+testingMetricsRoadmapMetricProgramCriticalSuccessFactorsDefineclearobjectivesandkeepthemPOSITIVEDrivenbykeybusinessissuesEnsurethattheprocessisrolledouteffectively–targetasubset,test,validateandimproveBeginwithmanualmethodsthen,considerautomation(DataDrill)Train,Train,TrainProvidetimefortheprocessestomature;variabilitytendstobeveryhighinitially–expectnoiseandchangeAssisttheprojectteamsinunderstanding,analyzingandimprovingtheprocessesthroughmetricreportingCommunicate,Communicate,CommunicateObtainExecutiveSponsorDefinethebusinessandITobjectivesforthemeasurementandimprovementprogram(mustbedatadriven)ConductJADsessiontoidentifypossiblemeasuresSelectmeasuresthatalignwithprogramobjectivesandimproveITperformanceIdentifytheinformationrequirement,author,datasourceandtoolsIdentifythecoresetorphasedimplementationplanformeasuresandvalidatewithauthor,contributoranduserthattheyalignwithproject,departmentandorganizationalgoalsImplementingAMetricsProgramDevelopthemetriccollectionandreportingsolutionincludingautomation,collection,graphingandreportingprocessesTest,finetune,verifyandpilotallreportsandmeasuresPackagemultiplemeasuresintoametricsreleaseIdentifyandtrainacoreteamofauthors,contributorsandusersintheinterpretationanduseofallmeasurestoimprovebusinessresultsProductionrolloutbeginsMonitor,improve,retireandimplementnewmeasuresastheorganizationmaturesinprocessandmeasurementcapabilitiesCapture,communicateandinformallofProgramresultsIntegrateintoaBusinessperformanceProgramImplementingAMetricsProgramAlignmentwiththeITGovernanceand/orPMOProgramAlignmentwithcertificationobjectives(CMM/CMMI/Iso,etc)DefinitionofmeasurementrolesandresponsibilitiesIntegrationintotheteam,departmentandorganizationalprocessesConsistencyinthecodingandcollectionofmetricsProduction-izingthecollectionandreportingprocessOverallreportdesignandinterpretationTQMleadershipandfacilitationAlignmentwiththeorganizationalscorecardRelevantindusrtyfiguresforbenchmarkingobjectivesMetricsProgramDependenciesTheBusinessPerformanceProgram1Initial2Repeatable3Defined4Managed5OptimizingDatadefinitionandcollectionisstandardizedacrosstheOrganizationDataisusedtounderstandtheprojectQuantitativelyEstablishPCBFocusonreducingvariabilityDataiscollectedandusedinalldefinedprocessesDataissystematicallysharedacrossprojects

StandardizemetricscollectionImprovemetricsreliabilityOrganizationlevelProcessDatabaseIndividualprojectsplanandmanagedataStartcollectionofmeasuresProjectlevelmetrics

Dataisusedtoevaluateandselectprocessimprovements

ImprovemeancapabilityMetricsRoadmapinTermsofCMMLevelsPredictabilityGoesUpLevel2-Whatyoucanexpect……DeploymentMetricsatProjectlevelformonitoringandcontrollingSQAisidentifiedtohelpprojectsinmetricscollectionToomuchoffollow-upfordataRegularstatustrackingofprojectsusingmetricsBenefitsCultureisbeingestablishedProjectleveldecisionsaretakenbasedonmetricsTrackingbecomeseasierinprojectsAwareness/CultureMetricsidentificationanddefinitionOrientationonvariousmetricsAlittlecynicismfromprojectsideFearofmetricsusageagainstindividualsInfrastructureUseofsimpletoolsformetricsManualcollationofdatafromprojectsLevel3-Whatyoucanexpect……DeploymentSupportfromSQAformetricsgetsreducedCapturingmetricsbecomesawayoflifeImprovementingoodnessofdataBenefitsDecisionsaretakenatorganizationlevelbasedonmetricsProcessimprovementsaredrivenbasedonmetricsImprovementsinEffortestimationaccuracy,CostofQuality,Scheduleadherence,Productivity,Quality,etc..Awareness/CulturePurposeofmetricscollectionisknowntoeveryoneCynicismgoesawayManyaretrainedinMetrics,FPcounting,EstimationusingpastprojectsdataInfrastructureITwiderepositoryformetricsStandardizedtoolsacrossprojectsCollationofdatabecomeseasierMetricsAnalysis-ExamplesExample–EffortanalysisExamples–DefectanalysisExamples–CodechangesExamples–DefectanalysisExamples–DefectcategorizationQuestionsandAnswers

YourFavoriteandMostEffectiveGraphsWayneKelly–PrincipalConsultantLizaRoberts–BusinessDevelopmentManager804-334-28959、静夜四无邻邻，荒居旧业业贫。。2022/12/252022/12/25Sunday,December25,202210、雨中黄叶树树，灯下白头头人。。2022/12/252022/12/252022/12/2512/25/20223:53:02PM11、以我独沈久久，愧君相见见频。。2022/12/252022/12/252022/12/25Dec-2225-Dec-2212、故人江海别别，几度隔山山川。。2022/12/252022/12/252022/12/25Sunday,December25,202213、乍见翻疑梦梦，相悲各问问年。。2022/12/252022/12/252022/12/252022/12/2512/25/202214、他乡乡生白白发，，旧国国见青青山。。。25十十二二月20222022/12/252022/12/252022/12/2515、比不不了得得就不不比，，得不不到的的就不不要。。。。。十二月月222022/12/252022/12/252022/12/2512/25/202216、行行动动出出成成果果，，工工作作出出财财富富。。。。2022/12/252022/12/2525December202217、做做前前，，能能够够环环视视四四周周；；做做时时，，你你只只能能或或者者最最好好沿沿着着以以脚脚为为起起点点的的射射线线向向前前。。。。2022/12/252022/12/252022/12/252022/12/259、没没有有失失败败，，只只有有暂暂时时停停止止成成功功！！。。2022/12/252022/12/25Sunday,December25,202210、很很多多事事情情努努力力了了未未必必有有结结果果，，但但是是不不努努力力却却什什么么改改变变也也没没有有。。。。2022/12/252022/12/252022/12/2512/25/20223:53:02PM11、成功就就是日复复一日那那一点点点小小努努力的积积累。。。2022/12/252022/12/252022/12/25Dec-2225-Dec-2212、世间成成事，不不求其绝绝对圆满满，留一一份不足足，可得得无限完完美。。。2022/12/252022/12/252022/12/25Sunday,December2