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0103F07_KPI Manual_Part I
IMPRESSION
Initiative for Software Requirements Management Best Practice in Embedded Systems and E-Services Organisations
Partners: Athens Technology Center (GR), The City University (UK), University of Lancaster (UK). Members: Automate (GR), Integrated Aerospace Sciences Corporation (GR), Oxford Company (GR), International Carpet Center (GR), KOLIOS (GR), Euroelectronics (GR), Initiative Media (GR), PRISMA (GR), DISIOS (GR). IST-2000-28760 Page 1 of 14
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CONTENTS
1. INTRODUCTION..............................................................................................................................................................3 1.1. DEFINITIONS, A CRONYMS AND A BBREVIATIONS ....................................................................................................3 1.2. LIST OF RELATED DOCUMENTS..................................................................................................................................3 2. METHODOLOGY FOR DEFINING, DEVELOPING, USING AND MAINTENING KPIS .....................3 2.1. GENERAL PRINCIPLES..................................................................................................................................................3 2.2. DEVELOPMENT AND USE OF KPIS ..............................................................................................................................3 2.3. M ETHODOLOGY AT A GLANCE ....................................................................................................................................3 3. APPENDIX A. INDICATIVE PROJECT TEAM S TRUCTURE........................................................................3
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1. INTRODUCTION
The purpose of the Key Performance Indicators (KPIs) Manual developed in the context of the IMPRESSION project is to assist the IMPRESSION members to identify, develop and measure KPIs, in order to acquire the benefits of best practice requirements management in software development for embedded systems & systems for e-business and e-services. The manual is designed to be used by the IMPRESSION members as a practical guide to the process of introducing and using KPIs, following a methodology for their implementation. This document describes the general methodology to be followed for defining, developing, measuring, evaluating and reporting KPIs. The Application of the IMPRESSION KPI Manual methodology for e ach user organisation can be found in the respective Part II documents.
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Every initial proposal for KPIs is expected to be imperfect. However, it is important for the organisations to understand and apply the appropriate KPIs so that they can develop some experience in using them, from which they can derive real expertise.
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The KPIs should focus on simple ideas that represent key goals of high relevance to the organisation in terms of the project assessed to ensure that the organisation comprehends the link between them and the business strategy. STEP 3: Explain the purpose of the use and development of KPIs The aim of measuring an organisations performance is to assess how well it is implementing strategies and action plans. To improve an orga nisations performance you must measure it first. It is therefore necessary to develop KPIs, which is the set of indicators that will monitor the performance of 'key result areas of business activities. KPIs are a significant tool to assist improvement towards organisational objectives aiming to the
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overall prosperity. KPIs also create an essential feedback and learning mechanism to support management decisions. The purpose of the use and development of KPIs must be disseminated in the organisation, from the lower to the higher- level employees in order to make them understand their own role in helping to achieve the organisations goals and the measurement and improvement process. STEP 4: Establish an agreed process for KPIs development and use. After having created the team that will be responsible for the KPIs development, defined the key goals, which have to be measured and therefore aligned with the KPIs, and communicated and disseminated the purpose of KPIs implementation, an agreed development and use process must be established. The process should include: Definition of the team members duties For each KPI that will be selected by the project team, a set of Input, Calculate, Output and Report Procedures should be reported during the implementation phase as follows: Input involves all procedures for collecting data and the parameters used for evaluating KPIs. Calculate involves all mechanism and calculation required for evaluating KPI, from given Input data. Output involves all processing and presentation of results e.g. graphical forms, data etc. Report involves all reporting Requirements for monitoring RE procedure improvement. It may consist of a composite report where progress is shown through a number of Output formats
PHASE II - BUILD STEP 5: Identify critical success factors for the organisation. Critical success factors are the core competencies or capabilities that must be accomplished for the organisation to achieve its vision. The set of critical success factors related to the process of requirements engineering and the Business Goals already defined, may include the following:
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Critical Success Factors Use of RE Standards Improve Traceability of requirements throughout the System Lifecycle Reduce Uncertainty throughout the System Lifecycle Reduce Users (internal external) Complaints Get things right in the first place Reduce time to market Implementation within the time table Keeping within budget
STEP 6: Teams define yardsticks and select KPIs. Following the definition of Business Goals and critical success factors, a set of yardsticks should be defined. The yardsticks will specify the practical result that each organisation and the project should achieve according to the specified Business Goals. They will also serve in monitoring and evaluating the process towards the achievement of these goals. A set of Yardsticks for the Business Goals and the Critical Success Factors defined, may be:
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Use of RE Standards
The Existence of Requirements Document Improve Traceability of requirements throughout the System Lifecycle The increased number of unique requirements in Requirements Document A high percentage of unique requirements
Reduce Uncertainty throughout the System Lifecycle Reduce Users (internal external) Complaints Get things right in the first place
The decreased number of modifications coming from RE errors A high percentage of requirements satisfied in the initial design The minimization of time between system conception and delivery The minimization of extra time spent for the implementation The minimization of extra time spent for the RE process
A low percentage of deviation from total budget Keeping within budget A low percentage of deviation from the RE budget The increased number of additional requirements satisfied / number of additional requirements requested
Improve extentability
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The lowering in cost of maintenance per 1000 lines of code The decreased number of code lines / person day spent on rework The minimization of the number of person days needed for rework due to requirements capturing inefficiency
KPIs should have a set of characteristics that will allow them to be effective, namely they should be: Restricted to a few strategically important objectives. Based on strategic goals, making general goals more specific. Consistent, giving a balanced view, relating to financial performance, satisfaction, efficiency and improvement. Uncomplicated and understood by those being measured. Easy to collect data and calculate. Dynamic (reviewed at least annually as a part of business planning, to ensure that they reflect business priorities). Agreed, not imposed by management. Communicated.
KPIs should not: Conflict with other measures without prioritising. Produce misleading information. Be or viewed as trivial.
All the above characteristics should be taken under consideratio n for the process of the KPIs development. Suggested KPIs related to the respective Yardsticks, Critical Success Factors and Business Goals are:
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Yardsticks
The Existence of Requirements Document The increased number of unique requirements in Requirements Document A high percentage of unique requirements
% Requirements to be reworked
The decreased number of modifications coming from RE errors A high percentage of requirements satisfied in the initial design The minimization of time between system conception and delivery The minimization of extra time spent for the implementation The minimization of extra time spent for the RE process A low percentage of deviation from total budget A low percentage of deviation from the RE budget
Number of modifications coming from RE errors / month % Requirements satisfied in the initial design Time between system conception and delivery Number of extra months spent for the implementation Number of extra months spent for the RE process
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The increased number of additional requirements satisfied / number of additional requirements requested
The minimization of the number of person days needed for rework due to requirements capturing inefficiency PHASE III - IMPLEMENT
Number of person days needed for rework due to requirements capturing inefficiency
STEP 7: Develop display, reporting and review frameworks at all levels. The KPIs should be displayed and reported frequently. The KPIs reporting should show management the trend. Thus, graphics going back are considered a good practice. Such a daily or weekly display will not take very long once the process is embedded. The measurements collected should be analysed and form the basis for the final report. STEP 8: Facilitate the use of KPIs to assist performance improvement Education and training will facilitate the use of KPIs inside the organisation. Employees should be motivated and empowered by giving them controlled authority and responsibility for improvement, in relation to the processes they are responsible for. Managers should be encouraged to delegate responsibility and workers to identify their own measures and look for solutions.
PHASE IV - REVIEW STEP 9: Refine and modify KPIs to retain their relevance. The KPIs should be reviewed every time the critical success factors are reviewed. They also KPIs should be checked in terms of their relevance and be adapted to the eventually changing environment, processes and conditions. IST-2000-28760 Page 11 of 14
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Executives must be actively involved in reviewing the measures and leading the implementation effort. Continuous communication regarding the status and results of the measurement system is important in terms of cont inually improving the system.
STEP 2: Align KPIs development with key areas and improvement strategies in requirements engineering
Initiate
Build
Implement
Review
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Customer
Implement
Co-ordinator
Define
General Manager Production Manager Report IT Manager Marketing & Sales Manager Financial Manager Review
Quality Manager
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