Measurement & Analysis

Maturity Level 2 – Support Group CMMI V1.2 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

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Measures
• 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 stakeholders. 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 action. 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


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SOP 0803 MEASUREMENT, ANALYSIS AND IMPROVEMENT
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

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