project metrics
DESCRIPTION
Preparing Metrics of a projectTRANSCRIPT
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Metrics Training Program Conducted by QAI
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Measurement Framework
ProcessPerformance Measurement
Performance Goals
Improvement Plan
Improvement Comparison
Measurement
Analysis
What Should Change?
Did it Work?
Projects… Project Managers
Processes… PEG, QAD
Business… Business Manager
Multiple Level of Responsibilities
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Improvements and Measurement
Identify Scope
Collect Data
Analyze Data
Define Procedures
Evolve Process
GQM
CMM
Continuous Improvement
Model
Measurement Need
Your Measurement Process Need to be a Dynamic One!!
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Without the right information, you are just another person with an
opinion- Tracy O’Rourke
Why We Measure What We Measure• To Characterize Project• To Evaluate Product• To Predict Quality• To Improve Process
Metrics- KISS Approach
Easy to Understand, Able to Improve, Simple to
Define, Easy to Measure
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Measurement Scales• Nominal- Type of Project• Ordinal- Customer Satisfaction
Level• Interval- Temperature• Ratio- Mean Time Between Failure• Absolute- Difference of One, Origin
Present, e.g.-Number of Defects
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Philip B Crosby-Quality Without Tears
Material
Information
INPUTS OUTPUTS
Performance Standards
Procedures
Facilities and Equipment
Training and Knowledge
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What to Measure?• Basic Measures-SizeEffortScheduleDefectCost
Common Assumptions
1. Cost is Proportional to Effort
2. Schedule= Cycle Time
Cycle Time is the Minimum Completion Time for a Particular Type of Project
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What to Measure?• Derived MeasuresProductivityQualityChangeDefect LeakageEffort DistributionRate of Defect InjectionReview EffectivenessRisk
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Derived Measures• Productivity- WC per PH, Hours per WC• Defect Injection Rate- Denominator
may not be in PH alone (Defect/Page for Tech. Doc. Activity)
• Change- Change in Size is a Surrogate measure for Change in Requirement
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Derived Measures• Quality-Cost of
Quality={(Review+Rework+Testing+Change+Audit+Training Effort+Defect Prevention)/Total Effort}*100
Cost of Poor Quality={(Rework+Testing+Change+Audit Effort)/Total Effort}*100
Try to Identify the Value Added Items
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Value Added Items• Product Quality- if Delivered Defect/Size Delivered Defect= Defect Injection
Rate*Size*(1-Defect Containment Efficiency)
Defect Prevention, Training reduces DIRReview Increases Defect Containment
Efficiency
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What is Risk?• Risk is an event• Risk is unpredictable• It always has negative impact
Risk is a Derived Measure
Consider External Dependencies before assessing Risks
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Review and Test Effectiveness
• Review Effectiveness= Weighted Defects found in Review/Review Effort
• Testing Effectiveness= Weighted Defects found in Testing/Testing Effort
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The Management Dashboard
WorkloadDemand
Quality
Tools Readiness
Capability
Productivity
DeliveryDevelopment/Maintenance
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QualityFunctional Technical Satisfaction DefectsQuality of Design Service Level MTBFO/P Quality
Delivered Defects
Reliability Interop- Security erability Usability Maintain- ability
Quality may be measured w.r.t. the implicit and specified requirements
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Productivity
Size
WC/PH
Size
WC/Day
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Delivery Rate
Deviation from estimate
%Commitment
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Development:Maintenance Ratio
• D:M Ratio=Effort in Creation/(Total Effort-Effort in Creation)
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Tool Penetration• Tool Penetration
Phase
Tool A
Tool B
% Using the tool
% Not Using the tool, who are supposed to use it
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Others• Capability- In terms of Maturity
Level• Readiness- Response Time, Server
Downtime• Productivity- Use Run Charts to
track over a period of time, Team Size, Domains, Technology
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Project Management• Metrics Required for- Team Members/Module Leaders Project Managers Senior Management Quality Management
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Metrics- TM/ML• Individual Planning (PSP)- Tasks
and Durations• Individual Tracking- Allocated vs
Actual Schedule, No. of Hours for Completion of Tasks
• Quality Tracking- Reviews/ Testing Vs Faults
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Metrics- Project Managers
• Required Data for Project Management- Size (Actual and Estimated), Task Allocation and Completion Schedule, Actual and Estimated Effort, Impact of Size Variation on Schedule
• Project Review Meetings
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Project Review- Progress Tracking
• Schedule- Original, Latest,Actual• Risk- Planned, Forecast, Actual, Index• Requirement Volatility-Impact on Effort• Staffing• Cumulative Milestones• Variation Chart
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Project Review- Quality Tracking
• In Phase Defects-Errors• Planned vs Actual- Product Quality• Cost of Quality, Cost of Poor
Quality• Phase Containment Efficiency• Delivered Defect Density
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Metrics –Senior Management
• Planned Completion Date vs Status• Planned Efforts vs Status• Planned Size vs Status• Injected and Detected Defects-Planned vs Actual• Testing-Test Progress vs Status of Completion• Filed Test Bugs-Status• Delivered Defects-Status• Technology Changes- Progress (Schedule)• Process Changes (Schedules)• Customer Satisfaction Measurement Status
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Management of Quality• Review Data• Testing Data• Delivered Defect Data
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Process Control• Process Metrics• PDB• PCB
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Project’s Process Control
• Process Capability Levels• Actual Measurement• Special Cause of Variation• Projects Process Control - Control Schedules - Control Efforts - Control Quality
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Organization’s Process Improvements
• Decrease of Variation - Estimation Variance - Defects Variance - Rate of Completion• Increase of Performance - Improve in Productivity - Decrease of Cost (CoQ) - Decrease in Cycle Time - Decrease of Delivered Defects
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Metrics and CMM KPAs• Metrics at Level 2- Estimates and
Actuals• Metrics at Level 3- Threshhold for
Management of Size, Effort, Schedule, Cost, Quality, Critical Resources, Risks
• Metrics Database• Defect Data analysis
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Metrics and CMM KPAs• Metrics at Level 4-• Process Management - Baselines - Process Stabilization - SPC - Process Goals and Projects’ Process Control
• Quality Management- - Quality Goals - Quality Progress - Defect Goals
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Metrics and CMM KPAs• Metrics at Level 5-• Defect Prevention - Reduce CoQ, CoPQ• Technology and Process Change
Management- - Reduce Cycle Time - Improve Productivity - Reduce Defect Density
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Seven QC Tools• Flow Diagrams• Cause-Effect Diagrams• Check Sheets• Histograms• Pareto Charts• Scatter Diagrams• Control Charts
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Seven QC Tools• Cause and Effect Diagram: Three
Type• Dispersion Type• Production Process Classification
Type• Cause Enumeration Type
(Methods, People, Input, Tools)
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Seven QC Tools• Histogram- Be aware of the Time Interval• SPC- Peer Review (Separate for Doc.
Inspection and Code Inspection) and Test Effectiveness can be under SPC
• Achieve Process Stability before using control charts
• Update Control Limits at Regular Intervals• Pareto Charts- Always Mention the Time
Period• Structured Brainstorming
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Causal Analysis Method• Analyze Defect Data• Pareto Analysis• Brainstorming• Cause-Effect Analysis• Action Planning• Implementation of Action Plan• Check for DP Effectiveness- Decrease in CoQ, CoPQ- Absent of Similar Defects in future reviews
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Recommended Readings
• Measures for Excellence- Putnam• Measuring the Software Process-
Florac, Carlton• Practical Software Metrics- Brady• Memory Jogger II• Humphrey’s book on Software
Process