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MetricsandBenchmarkingPresentedtoWayneKellyPrincipalConsultantQualityAssurancePracticeApril27,2004ContentsIntroductiontoMetricsWhatisMetrics?WhyMetrics?ProjectMetricsProgramObjectivesMetrics-CustomerNeedMeasuresandMetricsImprovementCycleMeasures–DataElementsToolsforMeasurementMetricsCalculationMetricsRoadmapMetricsAnalysis-Examples2of37Quote3of37Itisnotsufficienttoproducesoftwaredefectmetrics-likehowmanyraised,howmanyoutstanding,fixedbyseverityandurgency.Wemustprovethattheactivitiesofthetestteamareacosteffectiveandefficientuseofstaff.TestMetricsWithoutTears-DavidVaughnIntroductiontoMetrics4of37WhatIsMetrics?Metrics-Derivedfromtheword“metre”-Quantitativeindicatorofperformanceofas/wprocessorproduct.Metricsisacannot-do-withoutprojectmanagementtoolVisibilityintoprojectexecutionAnalysisofprocessstrengthsandweaknessesyoucannotmanageorimprovewhatyoucannotmeasure5of37“Youcan’tcontrolwhatyoucan’tmeasure”-TomDeMarcoWhyMetrics?6of37Establishameasurementandcontinousimprovementcultureacrossthecompany.ImprovedqualityofsoftwareacceptedintoproductionHelpmanagementandemployeesmakewell-informedanddecisionsAlertmanagementaboutriskstoprojectgoals,schedulesandsoftwarequalityProvidesanobjectiveassessmentofthestateofthesoftwareWhyMetrics?ContinuedMetricsprovideinputsforfutureestimationsandplanningTheactualperformanceofthepastinquantitativetermsbecomesastartingpointforfutureestimatesHelpsinsettinggoalsandtargetsBetterresourceplanning
MetricsidentifytheareasforimprovementsForexample,metricscanidentifythephasewhichintroducesthemaximumnumberoferrorsMetricscanbeusedtoeliminateproblemareasandrootcauses7of378of37SeniorManagementProjectManagementProjectTeamsBenchmarkingSettingimprovementgoalsPerformanceacrossgroupsHowlargeisproject,ReducedefectsBetterestimatesattasklevelConsistency,predictabilityBetterestimation,projectcontrolEffort,defect,schedule,sizeCostofQuality,Effort&DefectDistribution,Quality,ProductivityEstimationAccuracy,Quality,Productivity,DevelopmentCost,ROIWhyisitMeasuredWhatisMeasured
MeasurementsdrivecontinuousimprovementacrosstheorganizationMetricsProgramObjectivesMustbeclearlydefinedandPOSITIVE
DrivenbycriticalbusinessobjectivesMeasuresattheenterprise,program,projectandapplicationlevelsProvidequantitativeinformationofkeydrivers(i.e.schedule,estimatingaccuracy,defects)thatimprovesdecisionmakingintimetoaffectthebusinessoutcomeandsuccessfulmanagementofaproject9of37MultipleperspectivesofaMetricsprogram10of37CUSTOMERPERSPECTIVE"WHATCUSTOMERNEEDSMUSTWESERVE?”LEARNINGPERSPECTIVE"TOACHIEVEOURGOALS,HOWMUSTOURORGANIZATIONLEARN,INNOVATEANDIMPROVE?”“WHATFINANCIALOBJECTIVESMUSTWEACCOMPLISH?WHATISTHECOSTPerFUNCTIONPOINT?”FINANCIALPERSPECTIVE“TOSATISFYOURCUSTOMERS,INWHICHINTERNALBUSINESSPROCESSESMUSTWEEXCEL?”INTERNALPERSPECTIVEMeasuresandMetrics11of37MeasuresMeasuresarethefundamentalbuildingblocksofameasurementsystem12of37MeasuresDefectsSizeEffortScheduleCostMetricsMetricsarederivedoutofmeasures13of37MeasuresMetricsDefectsSizeEffortScheduleCostProductivityDeliveredQualityDefectRemovalEfficiencyCostofQualityReviewEffectivenessInternalPerspectiveMetricsMetricsarederivedoutofmeasures14of37MeasuresMetricsDefectsSizeEffortScheduleCostProductivityDeliveredQualityDefectRemovalEfficiencyCostofQualityRevieweffectivenessReturnonInvestmentTotalCostofOwnershipInternalPerspectiveFinancialPerspectiveImprovementCycle15of37GatherAnalyseActImproveMeasuresMetricsDefectsSizeEffortScheduleCostProductivityDeliveredQualityDefectRemovalEfficiencyCostofQualityRevieweffectivenessReturnonInvestmentTotalCostofOwnershipLearningPerspectiveMeasures-DataElementsDefects#ofdefectsDefectdescriptionStageinjected&detectedSeverityStatus16of37EffortPlannedvs.actualActivities(Task,review,rework)ResourcegroupsWeekendingdatePhasewisepersoneffortMeasuresMetricsDefectsSizeEffortScheduleCost
ScheduleStartdate(Planned,Actual)Enddate(Planned,Actual)Milestonedate(Planned,Actual)SizeProgramreferenceLanguageusedSourceLinesofCode(InitialandFinal)FPoutofSLOCCostPerPhasePlanVsActGroupMeasures–ToolsUsed
toAutomaticallyCapturetheDataElementsDefects
ExcelTemplateClearQuestDefectLogs17of37EffortExcelTemplateTimeTrackingMSProjectPlanViewMeasuresMetricsDefectsSizeEffortScheduleCost
ScheduleWBSExcelTemplateMSProjectPlanViewSizeSLOCcountersdependingonthelanguageLaborUnitCostProjectBudgetsMeasures–Size
Exampleoftools18of37Measures–Effort
ExampleofTools19of37Measures–Defect
ExampleofTools20of37MetricsAreCalculatedUsingMeasures21of37MetricsUnitofMeasureMeasuresFormulaProductivityQualityDefectRemovalEfficiencyCostofQualityReviewEffectivenessFP/pmDelivereddefects/pm%%%SizeEffortDefectsSizeDefectsEffortDefectsSizeoftheproduct/TotalEffortinpersonmonthsDefectsfoundduringAcceptanceTesting/SizeOftheproductTotaldefectsdetectedbeforeQA/TotaldefectsdetectedincludingQAReview+Test+Training+Reworkeffort*100/TotaleffortfortheprojectDefectsdetectedbymeansofreviews/Defectsdetectedbymeansofreviews+testingMetricsRoadmap22of37MetricProgram
CriticalSuccessFactorsDefineclearobjectivesandkeepthemPOSITIVEDrivenbykeybusinessissuesEnsurethattheprocessisrolledouteffectively–targetasubset,test,validateandimproveBeginwithmanualmethodsthen,considerautomation(DataDrill)Train,Train,TrainProvidetimefortheprocessestomature;variabilitytendstobeveryhighinitially–expectnoiseandchangeAssisttheprojectteamsinunderstanding,analyzingandimprovingtheprocessesthroughmetricreportingCommunicate,Communicate,Communicate23of37ImplementingAMetricsProgram24of37ObtainExecutiveSponsorDefinethebusinessandITobjectivesforthemeasurementandimprovementprogram(mustbedatadriven)ConductJADsessiontoidentifypossiblemeasuresSelectmeasuresthatalignwithprogramobjectivesandimproveITperformanceIdentifytheinformationrequirement,author,datasourceandtoolsIdentifythecoresetorphasedimplementationplanformeasuresandvalidatewithauthor,contributoranduserthattheyalignwithproject,departmentandorganizationalgoalsImplementingAMetricsProgram25of37Developthemetriccollectionandreportingsolutionincludingautomation,collection,graphingandreportingprocessesTest,finetune,verifyandpilotallreportsandmeasuresPackagemultiplemeasuresintoametricsreleaseIdentifyandtrainacoreteamofauthors,contributorsandusersintheinterpretationanduseofallmeasurestoimprovebusinessresultsProductionrolloutbeginsMonitor,improve,retireandimplementnewmeasuresastheorganizationmaturesinprocessandmeasurementcapabilitiesCapture,communicateandinformallofProgramresultsIntegrateintoaBusinessperformanceProgramMetricsProgram
Dependencies26of37AlignmentwiththeITGovernanceand/orPMOProgramAlignmentwithcertificationobjectives(CMM/CMMI/Iso,etc)DefinitionofmeasurementrolesandresponsibilitiesIntegrationintotheteam,departmentandorganizationalprocessesConsistencyinthecodingandcollectionofmetricsProduction-izingthecollectionandreportingprocessOverallreportdesignandinterpretationTQMleadershipandfacilitationAlignmentwiththeorganizationalscorecardRelevantindusrtyfiguresforbenchmarkingobjectivesTheBusinessPerformanceProgram
27of3728of371Initial2Repeatable3Defined4Managed5OptimizingDatadefinitionandcollectionisstandardizedacrosstheOrganizationDataisusedtounderstandtheprojectQuantitativelyEstablishPCBFocusonreducingvariabilityDataiscollectedandusedinalldefinedprocessesDataissystematicallysharedacrossprojects
StandardizemetricscollectionImprovemetricsreliabilityOrganizationlevelProcessDatabaseIndividualprojectsplanandmanagedataStartcollectionofmeasuresProjectlevelmetrics
Dataisusedtoevaluateandselectprocessimprovements
ImprovemeancapabilityMetricsRoadmap
inTermsofCMMLevelsPredictabilityGoesUpLevel2-Whatyoucanexpect…29of37DeploymentMetricsatProjectlevelformonitoringandcontrollingSQAisidentifiedtohelpprojectsinmetricscollectionToomuchoffollow-upfordataRegularstatustrackingofprojectsusingmetricsBenefits
CultureisbeingestablishedProjectleveldecisionsaretakenbasedonmetricsTrackingbecomeseasierinprojectsAwareness/CultureMetricsidentificationanddefinitionOrientationonvariousmetricsAlittlecynicismfromprojectsideFearofmetricsusageagainstindividualsInfrastructu
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