METRICS REVIVAL

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METRICS REVIVAL

• in mature organizations
• May 18
• BSPIN

C.R.Pandian www.qicindia.com
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REVIVAL CURVE
The promise of metrics encompasses the entire
organization. The benefits seem to be a function
of time seeking revival.
Benefit From Metrics
REVIVAL
Time, Maturity
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WHAT IS METRICS REVIVAL?
Renaissance give new meaning revive values
translate old metrics into new ones to suit
emerging situations.
Redefine the scope of metrics Refresh metrics
definitions Discard obsolete metrics Add new
metrics
Discover new applications, hitherto unknown
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WHY METRICS REVIVAL?
There are immense possibilities. In mature
organizations, with the achieved data
establishments, great benefits from metrics are
possible. Such benefits are beyond the reach of
less mature organizations.
Look at new directions for new benefits. Turn
away from the unyielding beaten paths.
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METRICS ROLES

• in mature organizations

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THE BACKBONE OF IP
Metrics becomes the back bone of any improvement
process. It is a great foundation.
SIX SIGMA PSP PDCA IDEAL CMM CMMI ISO 9000 TL 9000
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THE LEGACY
Walter A. Shewhart SPC Edward Deming Study of
Variation Taguchi DoE Humphrey PSP Barry
Boehm Regression Model Alan Albrecht FP Stephen
Kan Metrics and Models Putnam QSM Victor
Basili GQM
Caper Jones, Fenton, Thomas Fetcke, Anita
Carlton, Florac and the list is long.
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CULTURE
Metrics ushers in a new culture. Metrics skills
are like language skills. Very basic. Very
fundamental. This culture brings about an
Objective Vision makes human to become
communication rich and precise.
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A MATURE ROLE
A special role is played by metrics in support of
the following process areas.
Organization Process Performance
(OPP) Integrated Project Management
(IPM) Decision Analysis Resolution
(DAR) Measurement and Analysis (MA) Causal
Analysis And Resolution (CAR) Organizational
Innovation And Deployment (OID) Risk Management
(RSKM) Quantitative Project Management (QPM)
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METRICS MATURITY
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EXPERIENCE TRANSFER
The mature organization has experience. How do we
communicate it? How do we transfer
experience? How does metrics help?
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SUPPORTIVE ENVIRONMENT
Estimation
Risk Measurement
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THE FORCE MULTIPLIERS
Tools
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TWISTS AND TURNS
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THE MATURITY LADDER
Certified Maturity
Actual Maturity
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PROCESS GAPS
?

The maturity journey begins with a few defined
processes. Some metrics are designed to manage
these processes. Other metrics address business
needs.
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PROCESS GAPS
?




With CMM settled for 18 KPAs. Some wondered if
there could be more.
CMM
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PROCESS GAPS
CMMi added more. Does the journey end here ?
?




CMMi
CMM
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PROCESS GAPS
Metrics. when a few processes are skipped
?




Metrics
CMMi
CMM
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PROCESS GAP DILEMMA
Metrics, or, Process Adherence ?
?
RM
OID




REQ
Metrics
MA
CMMi
CMM
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METRICS HURTS

• When processes are volatile
• When customer disregards metrics initiatives
• If they are irrelevant
• If they are unfair
• If uncertainty prevails

People do not invite hurt. They avoid it. Metrics
which hurt are avoided.
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UNREASONABLE PRESSURE

• There is an unreasonable pressure to give
  numbers when managers are engaged in crisis
  management, conflict resolution, and
  negotiations.

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LOST OPPORTUNITIES

• It is not data collection. It is measurement.
• Every measurement is an SPC opportunity. The
  elements are there observation, judgment, and,
  feedback.

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A DANGEROUS ROUTINE

• There is so much data collection.
• It is so mechanical.
• It has become a ritual.
• The eyes do not see minds do not read a
  numbness sets in.

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CONNECTORS
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METRICS SCORECARDS
Customer Sat Profit After Tax Attrition Manpower
Benchmark Quality Time
Features Price Market Share
Fact Based Management has become popular.
BUSINESS METRICS
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SUB-PROCESS METRICS
Phase Level Metrics Component Level Metrics
Metrics To Map Cause Effect Relationships
A Natural Result
Quantitative Process Models
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DASHBOARDS
For The Busy Project Manager
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BEHIND THE DASHBOARD
A Great Achievement
PROCESS PARAMETER
Defined Goal
GOAL USL ---- GOAL LSL ---- CURRENT
VALUE ---- ASSESSMENT ----
Live Data
Fact Driven Judgment
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THE ACCELERATORS
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LIFE AFTER SIX SIGMA
Six sigma has brought a new meaning for data. It
has also made Statistics a familiar
tool. Scientific thinking has come into
mainstream management.
Several barriers to metrics application have been
broken.
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CERTIFIED PMP
Earned Value Management Monte Carlo Simulation
EARNED VALUE METRICS
PRIMARY METRICS BCWS Planned Value BCWP
Earned Value ACWP Cost PROGRESS CPI
BCWP / ACWP SPI BCWP /BCWS CSI CPI
SPI VARIANCE CV BCWP - ACWP SV
BCWP BCWS PROJECTTION CAC Cost At
Completion VAC Value At Completion SAC
Schedule At Completion
Effort Schedule
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THE NEW WAVE
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REDEFINING METRICS
Customer Satisfaction PM Quality Communication Res
ponsiveness Expertise Problem Resolution Timelines
s
Product Matters to Client Capability Usability Per
formance Reliability Transportability Maintainabil
ity
R
The Routine Metrics are kept as a basis.
Appropriate new metrics are included in the
metrics system.
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SURVEY, THE LIGHTFOOT
Routine Data Collection, Or, Survey ?
In order to map special processes, one need incur
the heavy burden of additional permanent metrics.
Instead, a quick survey using special short-term
metrics would prove to be more effective.
A process, whatever be it, can have data.
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COMMON METRICS ?
Core metrics in development projects are of
secondary nature in maintenance projects.
Effort Variance
Maintenance Projects
Common metrics may be rare between these two
types. One is a project. The other is operations
Development Projects
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CONNECTING
Patterns Models
Process Metrics
Process Metrics
Product Metrics
Product Metrics
Domain1
Domain 2
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REVIVAL SUGGESTIONS
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VALUE OF DATA

• There is nothing called UNUSABLE data.
• Often what is referred to as a problem is a
  certain degree of approximation in data.
  According to measurement science, this refers to
  a lower scale of measurement. Lower scale does
  not imply lower value.

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FRAMEWORKS

• The revival of metrics springs from a refreshment
  of the mental models and frameworks employed by
  organizations in measurement.