You are on page 1of 23

Measurement & Analysis

Maturity Level 2 – Support Group

Process Owner – Ravi
21st Dec. 2009
• Not everything that can be counted
counts, and not everything that
counts can be counted.
Albert Einstein
Whose requirement?
• This process is not CMMI requirement but
it is OUR requirement.
Purpose of M&A
• The purpose of Measurement and Analysis (MA) is to
develop and sustain a measurement capability that is
used to support management information needs.
CMMI V1.2 page 178
• Judgments may need to be made about
whether the value of the results will be
commensurate with the resources
devoted to doing the work.
Measurement and Analysis Plan

• Measurement and Analysis of Product Performance.

• Measurement and Analysis of Project Performance.
• Measurement and Analysis of Business Process Performance.
• Measurement and Analysis of Training Process Performance.
Some examples for M&A in L&T Faridabad

• PAL (Present Absent System)

• PIP report (performance improvement process)
• MIMS (time sheet)
• Engineering Progress
• CPI (Cost performance index)
• SPI (Schedule performance index)
• Cash Flow curve
• Errors
• VDR turnaround time
• Team members/ resources (manpower planning)
• DAR methods (A decision making technique, tried in WADI)
• Printer plotter issues
• Use of paper
• Stationary use
• Travel expenditure
• Resource management software used by S&L
• FAIR (Appraisal/Bell Curve)
• Risk Measurement
• Meeting attendance
Specific Goal and Practice Summary

• SG 1 Align Measurement and Analysis Activities

– SP 1.1 Establish Measurement Objectives

– SP 1.2 Specify Measures
– SP 1.3 Specify Data Collection and Storage Procedures
– SP 1.4 Specify Analysis Procedures

• SG 2 Provide Measurement Results

– SP 2.1 Collect Measurement Data

– SP 2.2 Analyze Measurement Data
– SP 2.3 Store Data and Results
– SP 2.4 Communicate Results
Measurement objectives

• Measurement objectives document the purposes for which

measurement and analysis are done, and specify the kinds of
actions that may be taken based on the results of data analyses.
• Example :Maintain time of delivery
• SP 1.1

• Measures may be either “base” or “derived.” Data for base

measures are obtained by direct measurement. Data for derived
measures come from other data, typically by combining two or more
base measures.
• Example :
– Turnaround time for VDR (Base)
– Turnaround time for VDR in Mechanical/Total Turnaround time
for VDR from all dept (Derived)
• SP 1.2
Data Collection and Storage Procedures

• Specifying how measurement data will be obtained and stored.

Proper attention to storage and retrieval procedures helps ensure
that data are available and accessible for future use.
• SP 1.3, SP 2.1 & SP 2.3
Analysis Procedures

• Specifying how measurement data will be analyzed and reported.

• SP 1.4 & SP 2.2
Communicate Results

• Report results of measurement and analysis activities to all relevant

• The results of the measurement and analysis process are
communicated to relevant stakeholders in a timely and usable
fashion to support decision making and assist in taking corrective
• SP 2.4
Generic Goal and Practices Summary

• GG 2 Institutionalize a Managed Process

– GP 2.1 Establish an Organizational Policy

– GP 2.2 Plan the Process
– GP 2.3 Provide Resources
– GP 2.4 Assign Responsibility
– GP 2.5 Train People
– GP 2.6 Manage Configurations
– GP 2.7 Identify and Involve Relevant Stakeholders
– GP 2.8 Monitor and Control the Process
– GP 2.9 Objectively Evaluate Adherence
– GP 2.10 Review Status with Higher Level Management

• GG 3 Institutionalize a Defined Process

– GP 3.1 Establish a Defined Process

– GP 3.2 Collect Improvement Information

– Rev 0 15.06.2002
– Pages : 8 no.
– SOP Owner:
– Project Performance Measures
1. Deliverable attainment status & Delay analysis
2. “S” or banana progress & performance curve
3. Man-hour consumption status
4. Cost performance index (CPI)
5. Schedule performance index (SPI)
6. Estimate at completion (EAC)
7. Look ahead schedule
Common Errors in Measurement and Analysis
• Missing or Unclear Measurement Goals
– Measurement goals must be documented and reviewed on a regular basis to promote a
common and shared understanding across the organization.
• Lack of Resources and Training
• Differing Operational Definitions
– If operational definitions are not agreed upon at the start of a project and used consistently
across the organization, the data collected will be unreliable when combined or compared.
• The Measurement Method Itself
• Lack of Rigor in the Measurement Process
– Guessing rather than measuring.
– Biased data collection.
– Shifting the purpose associated with a measurement.
• Lack of Priority or Interest in the Measures and Their Analysis
• Constrained Precision of Measurement
• Failure to Analyze for Variation
• Data Entry Errors