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Software Metrics

Faculty
Prof.V.Narayana
K.S.Prakasa Rao
P.Linga Reddy
Software Metrics - Topics
¾ Why measure
¾ What to measure
¾ When to measure
¾ Data collection
¾ Metric analysis
¾ Simple statistical tools
¾ Improvements
¾ Issues

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Why measure ?
‹ Software project goals
 quality of deliverables
 timely delivery and
 cost

‹ If you do not measure, you do not know


where you are and do not know what to
improve

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Why measure ?
‹ Need Quantitative Data
 to monitor progress
 to analyze trends
 to identify areas that need improvement
 to initiate improvements

‹ Continuous improvement

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Why measure ?
‹ Measurement - A quantified observation For eg.,
effort in person days in completing a task or number
of defects reported in testing a module
‹ Metric - A comparative measure of the performance
of software product or process For e.g.., Effort
deviation percentage (planned versus actual)
‹ Defect density = defects per unit size of work
product.

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© Ideaspace Solutions Limited Version:1.0
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What to measure ?
‹ Project management metrics
 Schedule metrics
 Effort metrics
 Phase-wise effort distribution

‹ Quality metrics
 Defect metrics
 Customer satisfaction
 Maintenance metrics

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
What to measure ? (cont’d)
‹ Cost metrics
 Cost variance
 Cost of Quality

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Schedule metrics
‹ To monitor the trends in the actual calendar days
spent on completion of specific tasks/ activities
against planned calendar days
‹ Development projects - phase wise
measurements
‹ Sustenance projects - work request wise
measurements
‹ Used for re-planning at the project level and as
input for estimation at the company level

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Schedule metrics (cont’d)

‹ Schedule deviation = ((Actual calendar days -


Planned calendar days)/Planned calendar days) *
100

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Effort metrics
‹ To monitor the trends in the person days spent
on completion of specific tasks/ activities against
planned person days
‹ Development projects - phase wise
measurements
‹ Sustenance projects - work request wise
measurements
‹ Used for re-planning at the project level and as
input for estimation at the company level

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Effort metrics (cont’d)
‹ Effort deviation = ((Actual person days -
Planned person days)/ Planned person days) *
100

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Phase-wise effort distribution
‹ Analysis of effort spent on each phase for
different kinds of projects
‹ Comparison with size of work product at
each phase
‹ Provides norms at the company level
 for preparation of proposals
 for project planning

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© Ideaspace Solutions Limited Version:1.0
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Defect metrics
‹ To monitor trends in defects at each
phase of development as well as during
acceptance by the customer
‹ Classification by severity of defect and
origin of defect helps in initiating
corrective actions

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Defect metrics (cont’d)
‹ Defect density
 No of defects/size of the work product

‹ Severity of defects
 classification of defects as critical, major & minor
and their distribution at each phase

‹ Origin of defects
 classification of defects based on the origin of
defects such as requirements, design or coding

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Defect metrics (cont’d)

‹ Defects seepage
 Defects reported by customer during
acceptance as a percentage of total defects
reported during pre-delivery system testing

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© Ideaspace Solutions Limited Version:1.0
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Customer satisfaction
‹ Based on customer satisfaction survey, analyze
the data and identify areas of strengths and
weakness
‹ Identify causes that result in customer
dissatisfaction and take corrective actions

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© Ideaspace Solutions Limited Version:1.0
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Maintenance metrics
‹ Analysis of defects reported during warranty
support
‹ Mean time taken to resolve problems reported by
the customer

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Cost metrics
‹ Cost variance = ((Actual cost - Planned
cost)/Planned cost) * 100
‹ Cost of Quality
 Prevention cost
 Appraisal cost
 Failure cost (Internal failures and external failures)

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© Ideaspace Solutions Limited Version:1.0
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When to measure
‹ Periodic - on a time bound basis (daily or
weekly)
‹ Milestone - on completion of a specific
mile stone

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Data collection
‹ Planned start date and close date for
each phase
‹ Actual start date and close date for each
phase
‹ Planned effort for each phase

‹ Actual effort for each phase

‹ Defects at each phase of review and


testing
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© Ideaspace Solutions Limited Version:1.0
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Data collection (cont’d)
‹ Customer satisfaction survey data

‹ Customer feedback and complaints data

‹ Sustenance projects - schedule and


effort (planned and actual) for each work
request

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Metric analysis
‹ Schedule variance = ((Actual calendar days -
Planned calendar days)/ Planned calendar
days)) * 100
‹ Effort variance = ((Actual effort in person days -
Planned effort in person days)/ Planned effort in
person days)) * 100
‹ Effort distribution metric = Percentage of effort
spent for each phase

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Metric analysis (cont’d)
Defect metrics
‹ Defect density = Number of defects/size of
the work product
‹ Defect distribution = Percentage of defects by
defect severity and origin of defects
‹ Defects seepage = Defects reported during
acceptance as a percentage of defects
reported during internal testing

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Metric analysis (cont’d)
Customer satisfaction survey
‹ Customer satisfaction survey is conducted
quarterly/mile-stone for large projects and end of
project for small projects
‹ Parameters measured - Quality, Delivery, Service,
Communication, Relationship and Value
‹ Rating for each parameter - 5 Excellent, 4 Fully
satisfied, 3 Average, 2 Fair and 1 Poor

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Metric analysis (cont’d)
Customer satisfaction survey (cont’d)

‹ Each parameter to have a score of 3 plus and


an overall score of more than 70%
‹ Analyzed for each customer and plotted for
score of each parameter and total score

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Metric analysis (cont’d)

Maintenance Metrics

‹ Analysis of Time taken to respond to customer


reported defects
‹ Analysis of type of defects by type and severity

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Metric analysis (cont’d)

Cost Metrics

‹ Cost variance = ((Actual cost - Planned cost)/ Planned


cost)*100
‹ Cost of Quality
 Prevention cost (Planning, training etc.,)
 Appraisal cost (Reviews and testing)
 Failure cost (Rework, customer complaints etc.,)

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Simple statistical tools
‹ Scatter diagram

‹ Histogram

‹ Pareto Analysis

‹ Brainstorming

‹ Cause and effect diagrams

‹ Control charts

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Scatter diagram
‹ Discover, confirm or display
relationships between two sets of data

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Histogram
‹ Display the dispersion or spread of data

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Histogram

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Pareto Analysis
‹ Identify major factors and distinguish the
most important causes from less
significant ones.

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© Ideaspace Solutions Limited Version:1.0
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Pareto Analysis (cont’d)

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Brainstorming
‹ Generate, clarify and evaluate a sizeable
list of ideas, problems or issues

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© Ideaspace Solutions Limited Version:1.0
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Cause and effect diagram
‹ Systematically analyze cause and effect
relationships and identify potential root
causes of a problem.

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Cause and effect diagram (cont’d)

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© Ideaspace Solutions Limited Version:1.0
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Control charts
‹ Every process is subject to variation

‹ Variation is part of nature

‹ Causes of variation
 Natural causes
 Assignable causes

‹ Natural Causes
 Cannot be avoided but can be improved

‹ Assignable causes
 Can be avoided
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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Control charts (cont’d)

‹ Control charts help us in identifying


assignable causes and to eliminate them

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Control charts (cont’d)
‹ Steps in control charts
 Define company baseline for metrics that need to be
controlled
 Work out the upper and lower control limits
 Plot the metrics on a periodic or milestone basis
 In case metric out control identify the case and initiate
action to eliminate the cause

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Improvements
‹ Corrective actions

‹ Preventive actions

‹ Estimation, planning & tracking methods

‹ Goal setting - company level and project


level

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Issues
‹ Data collection - Manual methods (cumbersome and
do not assure authentic data)
‹ Automate the data collection
‹ Identify centralized department (like QA) for analysis
and reporting
‹ Share information among all
‹ Metrics are for process improvements and not for
evaluation of persons

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Issues (cont’d)
‹ Keep the metrics process
 SIMPLE and PRACTICAL

‹ Openness
‹ Communication and preparedness to improve
‹ Report metrics in ERC and MRC

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© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Thank You

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