Professional Documents
Culture Documents
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
Slide 2 of 43
© 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
Slide 3 of 43
© 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
Slide 4 of 43
© 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.
Slide 5 of 43
© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
What to measure ?
Project management metrics
Schedule metrics
Effort metrics
Phase-wise effort distribution
Quality metrics
Defect metrics
Customer satisfaction
Maintenance metrics
Slide 6 of 43
© 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
Slide 7 of 43
© 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
Slide 8 of 43
© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Schedule metrics (cont’d)
Slide 9 of 43
© 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
Slide 10 of 43
© 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
Slide 11 of 43
© 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
Slide 12 of 43
© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
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
Slide 13 of 43
© 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
Slide 14 of 43
© 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
Slide 15 of 43
© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
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
Slide 16 of 43
© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Maintenance metrics
Analysis of defects reported during warranty
support
Mean time taken to resolve problems reported by
the customer
Slide 17 of 43
© 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)
Slide 18 of 43
© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
When to measure
Periodic - on a time bound basis (daily or
weekly)
Milestone - on completion of a specific
mile stone
Slide 19 of 43
© 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
Slide 21 of 43
© 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
Slide 22 of 43
© 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
Slide 23 of 43
© 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
Slide 24 of 43
© 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)
Slide 25 of 43
© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Metric analysis (cont’d)
Maintenance Metrics
Slide 26 of 43
© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Metric analysis (cont’d)
Cost Metrics
Slide 27 of 43
© 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
Control charts
Slide 28 of 43
© 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
Slide 29 of 43
© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Histogram
Display the dispersion or spread of data
Slide 30 of 43
© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Histogram
Slide 31 of 43
© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Pareto Analysis
Identify major factors and distinguish the
most important causes from less
significant ones.
Slide 32 of 43
© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Pareto Analysis (cont’d)
Slide 33 of 43
© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Brainstorming
Generate, clarify and evaluate a sizeable
list of ideas, problems or issues
Slide 34 of 43
© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Cause and effect diagram
Systematically analyze cause and effect
relationships and identify potential root
causes of a problem.
Slide 35 of 43
© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Cause and effect diagram (cont’d)
Slide 36 of 43
© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Control charts
Every process is subject to variation
Causes of variation
Natural causes
Assignable causes
Natural Causes
Cannot be avoided but can be improved
Assignable causes
Can be avoided
Slide 37 of 43
© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Control charts (cont’d)
Slide 38 of 43
© 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
Slide 39 of 43
© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Improvements
Corrective actions
Preventive actions
Slide 40 of 43
© 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
Slide 41 of 43
© 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
Slide 42 of 43
© Ideaspace Solutions Limited Version:1.0
Where Ideas Drive IT All Rights Reserved Date :05/08/2002
Thank You