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How to Implement a Measurement Program

2002. 2001. 2000. 1999. 1998. 1997. How to Implement a Measurement Program. Why is Measurement so Important?. To improve decision-making To monitor improvement Allow the synergy of the people. Two Elements of a Measurement Program. Static perspective - the outcome

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How to Implement a Measurement Program

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  1. 2002 2001 2000 1999 1998 1997 How to Implement a Measurement Program

  2. Why is Measurement so Important? • To improve decision-making • To monitor improvement • Allow the synergy of the people

  3. Two Elements of a Measurement Program • Static perspective - the outcome A structured set of measures related to goals and quantifiable objectives • Dynamic perspective - how the outcome is achieved Activities that must be planned, scheduled and controlled, and managed by experts with clearly defined responsibilities

  4. Application The measurement program is also: • An application • In constant evolution • To be maintained by competent personnel

  5. How to Cope with Roadblocks • Measurement programs not related to objectives are useless and not worth the data collection and data storage expenses involved. A measurement program is a tool, and not itself an objective; • The measurement program should also take in consideration the organizational and individual dimensions, and discriminate between public and private data. One of the major obstacles to data collection is the confidential nature of the data and of their use (e.g. effort management); • Measurement programs must be nurtured in a favorable environment that permits timely, valid and complete measures. The measurement results must also be delivered in a timely manner, otherwise they are useless for decision-making; furthermore, an incomplete or invalid measure may lead to incorrect conclusions and decisions.

  6. 1 Maturity Level - Key Processes 2 6 4 Goals and Objectives Reports Standards 3 3 5 Resource Process Product Measures Key Ratios 7 Parts of a Measurement Program feedback feedback Model Model Tools used to gather measurements Analysis sequence

  7. Software Engineering Institute’s (S E I)Capability Maturity Model (C M M) 5 Optimizing 4 Managed 3 Defined 2 ISO 9000 Repeatable 1 Short term Target Initial /Ad Hoc • Our organization

  8. Levels Level characteristics Problems to work Improving process Automation Optimized Process change management Technology innovation Defect prevention Quantitative : measured processes Managed Qualitative : depends on individuals Process measurement and analysis Quality management Defined Peer reviews Intergroup coordination Software product engineering Integrated software management Training program Organization process definition Organization process focus Intuitive : depends on individuals Repeatable Configuration management Quality assurance Subcontract management Project tracking and oversight Project planning Requirements management Initial Ad hoc: control and plans non effective 1 - Selection of ProcessesSelect Processes at Your Level of Maturity

  9. 2 - Define Goals and Objectives (Example 1) Key process: Application Maintenance Goal: Improve the value delivered by application maintenance Objective: The percent of total dollars spent on Application Corrections compared to percent of total dollars spent on Preventive /Perfective/ Adaptive Maintenance will be reduced by 75% by the end of 1998.

  10. 2 - Define Goals and Objectives (Example 2) Key process: Configuration management Goal: Reduce failures due to configuration errors Objective: The number of failures attributable to configuration management shall be less than 1 in 100 by the end of 1998. Objectives must be specific in terms of measurement / key ratio to be achieved and the timescale for achievement.

  11. Define what to measure • Define how to measure • Define when to measure 3, 4, & 5 - Define Measures Use “standards” (define your own, if necessary) Need a mechanism or procedure

  12. Questions • General term • what is a project ? • what is an application ? • what is maintenance ? • etc.. • Do we have standard ? • Do we want to use tools ? • which one ? • why ? • when ?

  13. Product Resources Process Effort Duration # of defects Maintenance Category LOC Function Point Unit Process Tools Methods Experience Measures (Examples)

  14. Key process, goals Entities Attributes Metrics Objectives Data model Questions (how) Definitions Documentation References Process Reports Tools 6 & 7 - Design the Measurement Program

  15. Data Validation • There are two ways to see the data validation: • a priori • a posteriori

  16. A Priori • Do we have a written procedure ? • Is it practical for the organization ? • Do we know the procedure ? • Do we have clear responsibilities ? • Can we follow and control the data ?

  17. A Posteriori • What are the validation criteria ? • Can we explain marginal cases ? • How do we know we have the correct data ? • Do we have a lot on non elucidated cases ?

  18. Success Factors • For IS Group it is related to: • the level of maturity • the capacity to set objectives • the acceptance of standards by all the group • For the measurement group, it is related to: • the capacity to manage the measurement    program as a project • the capacity to deliver the measurement program as an application

  19. unit of measure frequency of collection recorded by stored on data item number of Faults Reports raised effort expended on corrective maintenance effort expended on adaptive maintenance elapsed time to clear Fault Reports number of faults fixed number of faults outstanding size of system at start of maintenance stage size of system at end of maintenance stage number of Faults Reports that were not faults integer monthly MT FRL hours stage end MT PMW hours stage end MT PMW hours stage end MT PMW integer monthly MT FRL integer monthly MT FRL FPC repres. FPC database FPC start of stage FPC repres. FPC database FPC stage end integer stage end MT FRL Key: MT maintenance team FPC function point count FRL fault report log PMW project management workbench Measures Relating to Maintenance Objective

  20. Effort by Maintenance Category (Example)

  21. Implementation of a Measurement Program • Management commitment build-up • Staff commitment build-up • Selection of the key processes to be improved • Identification of the goals and objectives related to the key processes Define • Design of the measurement program • Description of the Information System to be put in place • Deployment of the measurement program Realize

  22. Step 1 - Management Commitment Build-up This first step consists of: Finding the necessary information that will help management make a decision on the relevance of implementing a measurement program within the organization.

  23. Step 1 - Issues Middle managers do not readily see the relevance of initiating measurement programs in software engineering since : • They perceive them to be expensive and bureaucratic • They mention significant delays prior obtaining expected results • The impact of these measurements is limited • They often get contradictory advice from experts

  24. Step 2 - Staff Commitment Build-up This step consists of: Finding necessary arguments that will lead the staff involved in data collection process: • To accept the measurement program • To commit to support the measurement program

  25. Step 2 - Issues It appears that there is almost always major staff reluctance to accept a measurement program. • Main objections are related to: • Measures relevance • Validity of measure units • Effort required to complete measures • Effective use of measures • Solutions are related to the: • Choice of a pilot project • Documentation • Responsibilities • Training • Data availability

  26. Step 3 - Selection of the Key Processes to be Improved This step consists in: • Evaluating the maturity level of the software development organisation • Selecting the priorities to be given to the key processes targeted for improvement programs.

  27. Step 3 - Issues • It is possible that management sees this step as: • Not significant • Too expensive • Not useful and/or too long • Solutions are related to the: • Stick on the maturity level (part 1 of a measurement program) • Options confirmation or information

  28. Step 4 - Identification of the Goals and Objectives The purpose of this step is: • To determine goals and objectives of the measurement program • Related to the key processes (eg: improve estimating for development project)

  29. Step 4 - Issues • The goals are sometimes: • Ambiguous • Redundant • In terms of action instead of intention • Not realistic • We must pay attention to: • The capability to achieve them • Their priority Goals Goals Goals

  30. Step 5 - Design of the Measurement Program This step consist of : • Designing a measurement program to • See if the objectives have been reached • Understand why they have not been reached

  31. Step 5 - Issues The issues are related to : • The organisations expectations about tools • The use of ill-defined concepts • The definition of objectives only related to the available measures • Weak or non-existent documentation

  32. Roles and Responsibilities Level of responsibilities to be considered: • Strategic level • Identify who are responsible to deliver or define objectives • Tactical level • Responsibilities related to the measurement support • The choice of methods, definitions, tools and standards • Operational level • Who provides the database on the standards with or without specific tools • It is also at this level that we can find the database and reports

  33. Type of Personnel • Sponsor • Champion • Expert • Consultant • Delivery personnel

  34. Step 6 - Description of the Information System to be Put in Place • This step is related to : • The modeling of all the measures to be collected to meet the objectives • This data is based directly on the unit of measure and indirectly on the standards

  35. Step 7 - Deployment of the Measurement Program This step consists of deploying the MP through: • Selection of a pilot site • Personnel training • Assigning responsibilities and tasks • Setting-up the measurement group

  36. Step 7 - Issues • The main problems are : • Having to resolve to many problems in a short period of time • Training is not really addressed • Roles and responsibilities are not clear • The measurement group is in a situation of conflict • The delivery people are too busy • The measurement personnel is inexperienced • Possible solutions are related to : • The selection of a pilot site • The training • The roles and responsibilities • The choice of the personnel for the measurement group

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