Fourteenth Lecture Hour 9:30

1
Fourteenth Lecture Hour930 1020 am, Sunday,
September 16

• Software Management Disciplines
• Project Control and Process Automation
• (from Part III, Chapter 13 of Royce book)

2
Review The Four Parts of the Course

• Software Management Renaissance
• The conventional software management process.
• Five improvements to make the waterfall process
  work.
• A Software Management Process Framework
• Phases
• Artifacts
• Workflows
• Checkpoints

• Software Management Disciplines
• Planning
• Organization
• Automation
• Process control and instrumentation
• Tailoring
• Looking Ahead
• Modern project profiles
• Next-generation software economics
• Modern process transitions

3
Topics for Today

• Seven Core Metrics
• Management Indicators
• Quality Indicators
• Life Cycle Expectations
• Pragmatic Software Metrics
• Metrics Automation

4
Basic Themes for Modern Software Management

• Getting design right by architecture first.
• Managing risk through iterative development.
• Reducing complexity with components-based
  techniques.
• Making progress and quality tangible through
  instrumented change management.
• Automating overhead and bookkeeping through use
  of round-trip engineering and integrated
  environment.

5
Goals of Software Metrics

• An accurate assessment of progress to date.
• Insight into the quality of the evolving software
  product.
• A basis for estimating the cost and schedule for
  completion with increasing accuracy over time.

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Seven Core Metrics
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Metrics Characteristics

• They are simple, objective, easy to collect, easy
  to interpret, and hard to misinterpret.
• Collection can be automated and non-intrusive.
• Assessment is continuous and non-subjective.

• They are useful to both management and
  engineering personnel for communicating progress
  and quality in a consistent format.
• Their fidelity improves across the life cycle.

8
Three Basic Management Metrics

• Technical progress
• Financial status
• Staffing progress
• Financial and staffing metrics are easy. They
  always have been easy. The real problem is to
  measure technical progress with objectivity.

9
Typical Project Progress
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Three Progress Metrics

• Software architecture team
• number of use cases demonstrated.
• Software development team
• number of source lines of code under
  configuration management
• number of change orders closed
• Software assessment team
• Number of change orders opened
• Test hours executed
• Evaluation criteria met
• Software management team
• Milestones completed.

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Earned Value System
12
Staffing Profile
13
Staffing and Team Dynamics

• Metric
• percent staffed.
• Metric staffing momentum
• additions versus attrition.
• Glaring indicator of future trouble
• Unplanned attrition. Usually due to personnel
  dissatisfaction with management, lack of
  teamwork, or high probability of failure to meet
  objectives.

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Typical Project Progress
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Four Quality Indicators

• Change traffic and stability
• Provides insight into stability, convergence
  toward stability, predictability of completion
• Breakage and Modularity
• Breakage extent of change needed.
• Modularity average breakage trend over time.
• Rework and Adaptability
• Rework amount of effort needed to fix.
• Adaptability rework trend over time.
• Maturity
• Average time between faults.

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Stability over Product Life Cycle
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Modularity over Life Cycle
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Adaptability over Life Cycle
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Maturity over Life Cycle
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Quality Indicator Characteristics

• They are derived from the evolving products, not
  other artifacts.
• They provide insight into waste.
• They are dynamic for an iterative process. Focus
  is on trends and changes in time.
• Combination of current value and trends provide
  tangible indicators for effective management
  action.

21
Metrics Evolution over Life Cycle
22
Metrics Classes
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Comment on Metrics

• Metrics usually display the effects of problems,
  not the underlying causes of problems. Reasoning
  and synthesis are required for solution.
• Although measuring is useful, it doesnt do any
  thinking for the decision makers.
• Value judgments can not be make by metrics they
  must be left to smarter entities such as software
  project managers.
• However, metrics can provide data to help ask the
  right questions, understand the context, and make
  objective decisions.

24
Metrics Automation the Software Project Control
Panel

• On-line version of status of artifacts.
• Display panel that integrates data. A
  dashboard.
• Display for
• project manager (overall values)
• test manager (status of an upcoming release)
• Configuration Manager (change traffic)
• etc.

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Software Project Control Panel
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Summary for Project Control and Instrumentation

• Progress toward project goals and quality of
  products must be measurable.
• The most useful metrics are extracted from the
  evolving artifacts.
• Management and quality indicators must be used
  continuously as project proceeds.
• Trends and status measures must be used together.
• Technical progress is the most difficult item to
  measure.

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Assignment for Next Class Meeting

• Read Chapter 13 of Royce book, on process
  control and instrumentation.
• Learn and discuss the three core management
  metrics.
• Learn and discuss the four core quality metrics.
• Learn the three primary causes of excessive
  personnel attrition.