paving the road to a software measurement program: how to ... · problems, pitfalls, obstacles...
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Paving the Road to a Software Measurement Program: How to Avoid Pitfalls, Potholes and Speedbumps
Janet Russac, CFPS, CSMS (Level 3)DCG Corporate Office
1770 E. Lancaster Ave, Suite 15Paoli, PA 19301
September, 2006 ©2006 The David Consulting Group, Inc. 2
TOPICS
ReactiveReview of problems, pitfalls, obstacles, etc. experienced in
implementing and sustaining measurement programs
ProactiveDiscuss how to avoid or prevent those problems from the
onset
Best PracticesLook at what has worked well in organizations, that can be
used by others
September, 2006 ©2006 The David Consulting Group, Inc. 3
ORGANIZATION
General categories into which I will present problems, prevention and best practices
ManagementStakeholders & External FactorsCommunicationMisuse of MeasurementOrganizationResourcesData CollectionDesign & ImplementationToolsReporting & Analysis
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REACTIVE:PROBLEMS, PITFALLS,
OBSTACLESManagement
Lack of senior commitmentNot willing to invest upfront for long term gainsPaying for expert advice but not using that advicePoor decision making
Not using input from people, who are doing workFirst thing cut when budget is cut
Measurement processes
Stakeholders & External FactorsNot soliciting input from customers and stakeholdersNot considering external factors (factors outside of organization’s control)
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REACTIVE:PROBLEMS, PITFALLS,
OBSTACLES
CommunicationPoor communication of Software Measurement (SM) programFear of measurement
Misuse of MeasurementImproper alignment of rewards to accomplishmentsMeasuring individuals instead of the processPenalizing individuals or project teams instead of using results for process improvementMeasures exist but aren’t used or understood
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REACTIVE:PROBLEMS, PITFALLS,
OBSTACLESOrganization
Organizational changesOrganizational cultureReadinessOvercoming historical failures
ResourcesPersonnel chosen for availability rather than skill setsWorker bees don’t have time to be involvedPeople trained with wrong expectations Lower levels not involvedResponsibilities not well definedLack of training at all levels
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REACTIVE:PROBLEMS, PITFALLS,
OBSTACLESData Collection
Data collected, but not using itInconsistencies within organization in collecting dataDifficult data collection methodsCan’t access data that was previously collectedData quality is poor
Design & ImplementationTrouble deciding a sizing measureNot taking the right first stepReadiness issue Goals not well definedSM program not integrated in daily processesToo much, too soon
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REACTIVE:PROBLEMS, PITFALLS,
OBSTACLESReporting & Analysis
Too many reportsReports not meaningfulReports difficult to understandPoor distribution of reports
ToolsImproper or no training on toolsWrong tools chosenNo integrated tool set
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PROACTIVE:AVOIDING, PREVENTING
ManagementEstablish senior commitment
Show positive ROISpeak their languageHave a planAlign SM program with business goals
SponsorshipSenior ‘evangelist’
Procedures in place for management review on a periodic basis
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PROACTIVE:AVOIDING, PREVENTING
Stakeholders & External FactorsAnticipate future requirementsExternal regulations, etc.
CommunicationBe open and honestCommunicate to everyone at appropriate levelsExplain purpose of software measurement to all
Misuse of MeasurementSet up program so that processes, not people, are measured
Ensure that management understands this concept
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PROACTIVE:AVOIDING, PREVENTING
OrganizationAssess organizational readiness
Mission statementExecutive supportResources availableDevoted personnel
Profile organization then incorporate into present processes to be ‘seamless/invisible’Organizational manual for everyone
PurposeGuidelinesData collection proceduresStandardized data definitionsSample reports
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PROACTIVE:AVOIDING, PREVENTING
ResourcesMeasurement ‘Champion’
Person that has a passion for SMSomeone who can tell the storyCan understand and establish role with internal & external customersKnows the stakeholdersIdentifies and addresses risks for internal & external customers
Training of personnel at all levels
Data CollectionAutomate and streamline data collection, where possibleArchive data
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PROACTIVE:AVOIDING, PREVENTING
Design & ImplementationDevelop a plan Leverage existing processes and tools into your SM programAdaptability and flexibility
Adapt to needs of organizationAnswer those needs with measurement
Process for introduction of new metrics
Reporting & AnalysisIdentify audienceIdentify key needs of that audienceIdentify data that will need to be collectedIdentify frequency of reports
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PROACTIVE:AVOIDING, PREVENTING
ToolsEvaluate metrics tools
CostInitialMaintenance
Ease of useEase of integration with existing toolsReporting capabilityRelevant to needsVendor credibilityTailoring capabilitySupport availabilitySecurity
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BEST PRACTICES
ManagementBegin with management and executive supportObtain organizational commitmentChoose measures that support decisions and actionChoose measures that align with business goals
Stakeholders & External FactorsProactive identification of needs from stakeholders
Fits organizational goals and visionInput from sponsors and other stakeholdersFrequency and timelinessValue to the stakeholder and the organization
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BEST PRACTICES
CommunicationCommunicate in timely mannerShare success
Communicate success stories to everyone in the organization
Participants need to know what’s in it for them Project team members need to be shown how the correct utilization of metrics can help them institute processes that will assist in creating projects that are ‘better, cheaper, faster’This in turn can translate into project team recognition and rewards
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BEST PRACTICES
Communication (continued)Be consistent and persistent
Make sure that everyone understands that this is not just ‘the flavor of the month’ and that the metrics program is there to stay
Promote! Promote! Promote!Never miss an opportunity to promote the metrics programSend out weekly e-mails to the masses which can be used to both educate and promoteGive little gifts to those that agree to participate in the roll-out program or who attend education sessionsHave contests, create bulletin boards or do whatever it takes to generate interest and keep metrics in the forefront
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BEST PRACTICES
Misuse of MeasurementUse metrics in a positive way
Measure process, not peopleReward teams for participation and improvement
Data CollectionHave well defined processes to support programWhere possible, automatePut procedures in place to ensure data accuracyEase of collectionUsefulness of data
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BEST PRACTICES
OrganizationOrganization personnel
Sufficient personnel resources to do planning, execution and analysis of measurementProper trainingDefine rolesDefine accountability
Choose your function point and metrics personnel carefully, making sure that:
They will be enthusiastic supporters of the programThey have the determination to see the program succeedThey have the tenacity to keep pursuing individuals and project teams who are not cooperative
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BEST PRACTICES
ResourcesProvide resourcesDefine responsibilitiesHave expert mentoring in software metrics (and function points if using internal function point counters)Be sensitive to the value of time within the organization, especially at the executive level.Use working groups (i.e., involvement) of both project and organizational staffEducate:
Personnel including executives, management, project leaders and the project teamSubjects include function points and metrics
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BEST PRACTICES
Design & ImplementationFocus on business needsIdentify key processes at appropriate maturity levels
Entry, basic, industry leader, world classIdentify goals
Goal, question, metricDetermine organization objectives for each goalProfile current environmentBaseline current levels of performancePlan what to measure
Establish standardsCost effectiveAddress uniformity, consistency, integrity
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BEST PRACTICES
Design & Implementation (continued)Select the measurement process
Selection criteria for measurement Select only a few metrics to implement initiallyUse industry standard metrics to facilitate comparisons with other organizationsMeet the goals of your measurement programBe clearly definable and easily understoodHave the ability to be collected consistently at a project level and be usable at a variety of summary levelsBe realistic and measurableAlign with customer satisfiers and the needs of the development organizationAllow your metrics to change and evolve as your organization matures
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BEST PRACTICES
Reporting & AnalysisEase of reportingDiscuss and validate results with data providers and data ownersInvest time in analysisTier measurement reporting
Drill downAppropriate reporting for appropriate levels
Review progress of measurement programUsefulness of data
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BEST PRACTICES
ToolsTools and technology to meet needs of organization
Common repository of information for estimation & benchmarking based upon project characteristicsFacilitates data collectionFacilitates reporting Archival of data
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CONCEPTS & PRINCIPLES SUMMARY
How to use; when not to useUse metrics in a positive wayIntegrate metrics into existing processesMake metrics a part of the culturePromote metrics in your organizationTrain and educate everyone involved in the measurement programCommunicate results promptly and appropriatelyUse metrics for decision making, goal setting and process improvement modelingNEVER use metrics to measure individualsNEVER use metrics to hide project concerns
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CONCLUSIONS
Many problems are common across organizationsThere are ‘proactive’ practices to avoid most, if not all, of these potential problemsDivergence exists among organizations in ‘best practices’
Each organization has to tailor their measurement plan to fit their business needsThere is no ‘one size fits all’ measurement programTake advantage of the success stories of others to help shape your measurement program It is beneficial that there is a free sharing of information among companies and organizations
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CONCLUSIONS
A metrics program can be highly successful if implemented correctly
Starting small, having short-term goals, focusing on key measures and obtaining buy-in from everyone from the executives to the project team members are critical in ensuring a successful program
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ONLINE RESOURCES -ORGANIZATIONS
International Function Point Users Group (IFPUG)www.ifpug.org
Practical Software and Systems Measurement (PSM)www.psmsc.com
Software Engineering Institute (SEI)www.sei.cmu.edu
The David Consulting Group, Inc. www.davidconsultinggroup.com
Quality Assurance Institute (QAI) www.qaiusa.com
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BIBLIOGRAPHY
Russac, Janet. Cheaper, Better, Faster: A Measurement Program That Works. IT Measurement: Practical Advice from the Experts. Addison-Wesley, 2002.The International Function Point Users Group. Guidelines to Software Measurement, Release 2. Princeton Junction, NJ: IFPUG Standards, 2004.Garmus, David, and David Herron. Function Point Analysis: Measurement Practices for Successful Software Projects. Addison-Wesley, 2000.Garmus, David, and David Herron. (n.d.). On Time In Budget, How Did You Do It? Retrieved August 12, 2001, from http://www.davidconsultinggroup.com/ articles/draft_sqe.htm