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MetricsandBenchmarkingPresentedtoWayneKellyPrincipalConsultantQualityAssurancePracticeContentsIntroductiontoMetricsWhatisMetrics?WhyMetrics?ProjectMetricsProgramObjectivesMetrics-CustomerNeedMeasuresandMetricsImprovementCycleMeasures–DataElementsToolsforMeasurementMetricsCalculationMetricsRoadmapMetricsAnalysis-ExamplesItisnotsufficienttoproducesoftwaredefectmetrics-likehowmanyraised,howmanyoutstanding,fixedbyseverityandurgency.Wemustprovethattheactivitiesofthetestteamareacosteffectiveandefficientuseofstaff.TestMetricsWithoutTears-DavidVaughnQuoteIntroductiontoMetricsWhatIsMetrics?Metrics-Derivedfromtheword“metre”-Quantitativeindicatorofperformanceofas/wprocessorproduct.Metricsisacannot-do-withoutprojectmanagementtoolVisibilityintoprojectexecutionAnalysisofprocessstrengthsandweaknessesyoucannotmanageorimprovewhatyoucannotmeasure“Youcan’tcontrolwhatyoucan’tmeasure”-TomDeMarcoEstablishameasurementandcontinousimprovementcultureacrossthecompany.ImprovedqualityofsoftwareacceptedintoproductionHelpmanagementandemployeesmakewell-informedanddecisionsAlertmanagementaboutriskstoprojectgoals,schedulesandsoftwarequalityProvidesanobjectiveassessmentofthestateofthesoftwareWhyMetrics?WhyMetrics?ContinuedMetricsprovideinputsforfutureestimationsandplanningTheactualperformanceofthepastinquantitativetermsbecomesastartingpointforfutureestimatesHelpsinsettinggoalsandtargetsBetterresourceplanning

MetricsidentifytheareasforimprovementsForexample,metricscanidentifythephasewhichintroducesthemaximumnumberoferrorsMetricscanbeusedtoeliminateproblemareasandrootcausesSeniorManagementProjectManagementProjectTeamsBenchmarkingSettingimprovementgoalsPerformanceacrossgroupsHowlargeisproject,ReducedefectsBetterestimatesattasklevelConsistency,predictabilityBetterestimation,projectcontrolEffort,defect,schedule,sizeCostofQuality,Effort&DefectDistribution,Quality,ProductivityEstimationAccuracy,Quality,Productivity,DevelopmentCost,ROIWhyisitMeasuredWhatisMeasured

MeasurementsdrivecontinuousimprovementacrosstheorganizationMetricsProgramObjectivesMustbeclearlydefinedandPOSITIVE

DrivenbycriticalbusinessobjectivesMeasuresattheenterprise,program,projectandapplicationlevelsProvidequantitativeinformationofkeydrivers(i.e.schedule,estimatingaccuracy,defects)thatimprovesdecisionmakingintimetoaffectthebusinessoutcomeandsuccessfulmanagementofaprojectCUSTOMERPERSPECTIVE"WHATCUSTOMERNEEDSMUSTWESERVE?”LEARNINGPERSPECTIVE"TOACHIEVEOURGOALS,HOWMUSTOURORGANIZATIONLEARN,INNOVATEANDIMPROVE?”“WHATFINANCIALOBJECTIVESMUSTWEACCOMPLISH?WHATISTHECOSTPerFUNCTIONPOINT?”FINANCIALPERSPECTIVE“TOSATISFYOURCUSTOMERS,INWHICHINTERNALBUSINESSPROCESSESMUSTWEEXCEL?”INTERNALPERSPECTIVEMultipleperspectivesofaMetricsprogramMeasuresandMetricsMeasuresMeasuresarethefundamentalbuildingblocksofameasurementsystemMeasuresDefectsSizeEffortScheduleCostMetricsMetricsarederivedoutofmeasuresMeasuresMetricsDefectsSizeEffortScheduleCostProductivityDeliveredQualityDefectRemovalEfficiencyCostofQualityReviewEffectivenessInternalPerspectiveMetricsMetricsarederivedoutofmeasuresMeasuresMetricsDefectsSizeEffortScheduleCostProductivityDeliveredQualityDefectRemovalEfficiencyCostofQualityRevieweffectivenessReturnonInvestmentTotalCostofOwnershipInternalPerspectiveFinancialPerspectiveImprovementCycleGatherAnalyseActImproveMeasuresMetricsDefectsSizeEffortScheduleCostProductivityDeliveredQualityDefectRemovalEfficiencyCostofQualityRevieweffectivenessReturnonInvestmentTotalCostofOwnershipLearningPerspectiveMeasures-DataElementsDefects#ofdefectsDefectdescriptionStageinjected&detectedSeverityStatusEffortPlannedvs.actualActivities(Task,review,rework)ResourcegroupsWeekendingdatePhasewisepersoneffortMeasuresMetricsDefectsSizeEffortScheduleCost

ScheduleStartdate(Planned,Actual)Enddate(Planned,Actual)Milestonedate(Planned,Actual)SizeProgramreferenceLanguageusedSourceLinesofCode(InitialandFinal)FPoutofSLOCCostPerPhasePlanVsActGroupMeasures––ToolsUsed

toAutomaticallyCapturetheDataElementsDefectsExcelTemplateClearQuestDefectLogsEffortExcelTemplateTimeTrackingMSProjectPlanViewMeasuresMetricsDefectsSizeEffortScheduleCost

ScheduleWBSExcelTemplateMSProjectPlanViewSizeSLOCcountersdependingonthelanguageLaborUnitCostProjectBudgetsMeasures––SizeExampleoftoolsMeasures––Effort

ExampleofToolsMeasures––Defect

ExampleofToolsMetricsAreCalculatedUsingMeasuresMetricsUnitofMeasureMeasuresFormulaProductivityQualityDefectRemovalEfficiencyCostofQualityReviewEffectivenessFP/pmDelivereddefects/pm%%%SizeEffortDefectsSizeDefectsEffortDefectsSizeoftheproduct/TotalEffortinpersonmonthsDefectsfoundduringAcceptanceTesting/SizeOftheproductTotaldefectsdetectedbeforeQA/TotaldefectsdetectedincludingQAReview+Test+Training+Reworkeffort*100/TotaleffortfortheprojectDefectsdetectedbymeansofreviews/Defectsdetectedbymeansofreviews+testingMetricsRoadmapMetricProgramCriticalSuccessFactorsDefineclearobjectivesandkeepthemPOSITIVEDrivenbykeybusinessissuesEnsurethattheprocessisrolledouteffectively–targetasubset,test,validateandimproveBeginwithmanualmethodsthen,considerautomation(DataDrill)Train,Train,TrainProvidetimefortheprocessestomature;variabilitytendstobeveryhighinitially–expectnoiseandchangeAssisttheprojectteamsinunderstanding,analyzingandimprovingtheprocessesthroughmetricreportingCommunicate,Communicate,CommunicateObtainExecutiveSponsorDefinethebusinessandITobjectivesforthemeasurementandimprovementprogram(mustbedatadriven)ConductJADsessiontoidentifypossiblemeasuresSelectmeasuresthatalignwithprogramobjectivesandimproveITperformanceIdentifytheinformationrequirement,author,datasourceandtoolsIdentifythecoresetorphasedimplementationplanformeasuresandvalidatewithauthor,contributoranduserthattheyalignwithproject,departmentandorganizationalgoalsImplementingAMetricsProgramDevelopthemetriccollectionandreportingsolutionincludingautomation,collection,graphingandreportingprocessesTest,finetune,verifyandpilotallreportsandmeasuresPackagemultiplemeasuresintoametricsreleaseIdentifyandtrainacoreteamofauthors,contributorsandusersintheinterpretationanduseofallmeasurestoimprovebusinessresultsProductionrolloutbeginsMonitor,improve,retireandimplementnewmeasuresastheorganizationmaturesinprocessandmeasurementcapabilitiesCapture,communicateandinformallofProgramresultsIntegrateintoaBusinessperformanceProgramImplementingAMetricsProgramAlignmentwiththeITGovernanceand/orPMOProgramAlignmentwithcertificationobjectives(CMM/CMMI/Iso,etc)DefinitionofmeasurementrolesandresponsibilitiesIntegrationintotheteam,departmentandorganizationalprocessesConsistencyinthecodingandcollectionofmetricsProduction-izingthecollectionandreportingprocessOverallreportdesignandinterpretationTQMleadershipandfacilitationAlignmentwiththeorganizationalscorecardRelevantindusrtyfiguresforbenchmarkingobjectivesMetricsProgramDependenciesTheBusinessPerformanceProgram1Initial2Repeatable3Defined4Managed5OptimizingDatadefinitionandcollectionisstandardizedacrosstheOrganizationDataisusedtounderstandtheprojectQuantitativelyEstablishPCBFocusonreducingvariabilityDataiscollectedandusedinalldefinedprocessesDataissystematicallysharedacrossprojects

StandardizemetricscollectionImprovemetricsreliabilityOrganizationlevelProcessDatabaseIndividualprojectsplanandmanagedataStartcollectionofmeasuresProjectlevelmetrics

Dataisusedtoevaluateandselectprocessimprovements

ImprovemeancapabilityMetricsRoadmapinTermsofCMMLevelsPredictabilityGoesUpLevel2-Whatyoucanexpect……DeploymentMetricsatProjectlevelformonitoringandcontrollingSQAisidentifiedtohelpprojectsinmetricscollectionToomuchoffollow-upfordataRegularstatustrackingofprojectsusingmetricsBenefitsCultureisbeingestablishedProjectleveldecisionsaretakenbasedonmetricsTrackingbecomeseasierinprojectsAwareness/CultureMetricsidentificationanddefinitionOrientationonvariousmetricsAlittlecynicismfromprojectsideFearofmetricsusageagainstindividualsInfrastructureUseofsimpletoolsformetricsManualcollationofdatafromprojectsLevel3-Whatyoucanexpect……DeploymentSupportfromSQAformetricsgetsreducedCapturingmetricsbecomesawayoflifeImprovementingoodnessofdataBenefitsDecisionsaretakenatorganizationlevelbasedonmetricsProcessimprovementsaredrivenbasedonmetricsImprovementsinEffortestimationaccuracy,CostofQuality,Scheduleadherence,Productivity,Quality,etc..Awareness/CulturePurposeofmetricscollectionisknowntoeveryoneCynicismgoesawayManyaretrainedinMetrics,FPcounting,EstimationusingpastprojectsdataInfrastructureITwiderepositoryformetricsStandardizedtoolsacrossprojectsCollationofdatabecomeseasierMetricsAnalysis-ExamplesExample–EffortanalysisExamples–DefectanalysisExamples–CodechangesExamples–DefectanalysisExamples–DefectcategorizationQuestionsandAnswers

YourFavoriteandMostEffectiveGraphsWayneKelly–PrincipalConsultantLizaRoberts–BusinessDevelopmentManager804-334-28959、靜夜四無鄰鄰，荒居舊業(yè)業(yè)貧。。2022/12/252022/12/25Sunday,December25,202210、雨中黃葉樹樹，燈下白頭頭人。。2022/12/252022/12/252022/12/2512/25/20223:53:02PM11、以我獨沈久久，愧君相見見頻。。2022/12/252022/12/252022/12/25Dec-2225-Dec-2212、故人江海別別，幾度隔山山川。。2022/12/252022/12/252022/12/25Sunday,December25,202213、乍見翻疑夢夢，相悲各問問年。。2022/12/252022/12/252022/12/252022/12/2512/25/202214、他鄉(xiāng)鄉(xiāng)生白白發(fā)，，舊國國見青青山。。。25十十二二月20222022/12/252022/12/252022/12/2515、比不不了得得就不不比，，得不不到的的就不不要。。。。。十二月月222022/12/252022/12/252022/12/2512/25/202216、行行動動出出成成果果，，工工作作出出財財富富。。。。2022/12/252022/12/2525December202217、做做前前，，能能夠夠環(huán)環(huán)視視四四周周；；做做時時，，你你只只能能或或者者最最好好沿沿著著以以腳腳為為起起點點的的射射線線向向前前。。。。2022/12/252022/12/252022/12/252022/12/259、沒沒有有失失敗敗，，只只有有暫暫時時停停止止成成功功??！。。2022/12/252022/12/25Sunday,December25,202210、很很多多事事情情努努力力了了未未必必有有結(jié)結(jié)果果，，但但是是不不努努力力卻卻什什么么改改變變也也沒沒有有。。。。2022/12/252022/12/252022/12/2512/25/20223:53:02PM11、成功就就是日復(fù)復(fù)一日那那一點點點小小努努力的積積累。。。2022/12/252022/12/252022/12/25Dec-2225-Dec-2212、世間成成事，不不求其絕絕對圓滿滿，留一一份不足足，可得得無限完完美。。。2022/12/252022/12/252022/12/25Sunday,December2