矩阵式项目管理

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1、Metrics and BenchmarkingPresented toWayne KellyPrincipal ConsultantQuality Assurance PracticeContentsIntroduction to MetricsWhat is Metrics?Why Metrics?Project Metrics Program ObjectivesMetrics-Customer NeedMeasures and MetricsImprovement CycleMeasures Data ElementsTools for MeasurementMetrics Calcu

2、lationMetrics RoadmapMetrics Analysis-Examples2It is not sufficient to produce software defect metrics-like how many raised,how many outstanding,fixed by severity and urgency.We must prove that the activities of the test team are a cost effective and efficient use of staff.Test Metrics Without Tears

3、-David VaughnQuote3Introduction to Metrics4What Is Metrics?Metrics-Derived from the word“metre”-Quantitative indicator of performance of a s/w process or product.Metrics is a cannot-do-without project management toolVisibility into project executionAnalysis of process strengths and weaknessesyou can

4、not manage or improve what you cannot measure“You cant control what you cant measure”-Tom DeMarco5Establish a measurement and continous improvement culture across the company.Improved quality of software accepted into productionHelp management and employees make well-informed and decisions Alert man

5、agement about risks to project goals,schedules and software qualityProvides an objective assessment of the state of the software Why Metrics?6Why Metrics?ContinuedMetrics provide inputs for future estimations and planningThe actual performance of the past in quantitative terms becomes a starting poi

6、nt for future estimatesHelps in setting goals and targetsBetter resource planning Metrics identify the areas for improvementsFor example,metrics can identify the phase which introduces the maximum number of errors Metrics can be used to eliminate problem areas and root causes7SeniorManagementProject

7、 ManagementProjectTeamsBenchmarkingSetting improvement goalsPerformance across groupsHow large is project,Reduce defectsBetter estimates at task levelConsistency,predictabilityBetter estimation,project controlEffort,defect,schedule,sizeCost of Quality,Effort&Defect Distribution,Quality,ProductivityE

8、stimation Accuracy,Quality,Productivity,Development Cost,ROIWhy is it MeasuredWhat is Measured Measurements drive continuous improvement across the organization8Metrics Program ObjectivesMust be clearly defined and POSITIVEDriven by critical business objectivesMeasures at the enterprise,program,proj

9、ect and application levelsProvide quantitative information of key drivers(i.e.schedule,estimating accuracy,defects)that improves decision making in time to affect the business outcome and successful management of a project9CUSTOMER PERSPECTIVECUSTOMER PERSPECTIVEWHAT CUSTOMER NEEDS MUST WE SERVE?”LE

10、ARNING PERSPECTIVELEARNING PERSPECTIVETO ACHIEVE OUR GOALS,HOW MUST OUR ORGANIZATION LEARN,INNOVATE AND IMPROVE?”“WHAT FINANCIAL OBJECTIVES MUST WE ACCOMPLISH?WHAT IS THE COSTPer FUNCTION POINT?”FINANCIAL PERSPECTIVEFINANCIAL PERSPECTIVE“TO SATISFY OUR CUSTOMERS,IN WHICH INTERNAL BUSINESS PROCESSES

11、MUST WE EXCEL?”INTERNAL PERSPECTIVEINTERNAL PERSPECTIVEMultiple perspectives of a Metrics program10Measures and Metrics11MeasuresMeasures are the fundamental building blocks of a measurement systemMeasuresDefectsSizeEffortScheduleCost12MetricsMetrics are derived out of measuresMeasuresMetricsDefects

12、SizeEffortScheduleCostProductivityDeliveredQualityDefectRemovalEfficiencyCost ofQualityReview EffectivenessInternal Perspective13MetricsMetrics are derived out of measuresMeasuresMetricsDefectsSizeEffortScheduleCostProductivityDeliveredQualityDefectRemovalEfficiencyCost ofQualityReview effectiveness

13、Return onInvestmentTotal Cost of OwnershipInternal PerspectiveFinancial Perspective14Improvement CycleGatherAnalyseActImproveMeasuresMetricsDefectsSizeEffortScheduleCostProductivityDeliveredQualityDefectRemovalEfficiencyCost of QualityRevieweffectivenessReturn on InvestmentTotal Cost ofOwnershipLear

14、ningPerspective15Measures-Data ElementsDefects#of defectsDefect descriptionStage injected&detectedSeverityStatus Effort Planned vs.actualActivities(Task,review,rework)Resource groupsWeek ending datePhase wise person effortMeasuresMetricsDefectsSizeEffortScheduleCost Schedule Start date(Planned,Actua

15、l)End date(Planned,Actual)Milestone date(Planned,Actual)SizeProgram referenceLanguage used Source Lines of Code(Initial and Final)FP out of SLOCCost Per PhasePlan Vs ActGroup16Measures Tools Used to Automatically Capture the Data ElementsDefects Excel Template ClearQuest Defect LogsEffort Excel Temp

16、lateTime TrackingMS ProjectPlanViewMeasuresMetricsDefectsSizeEffortScheduleCost Schedule WBS Excel TemplateMS ProjectPlanViewSizeSLOC counters depending on the languageLabor UnitCost Project Budgets17Measures SizeExample of tools18Measures EffortExample of Tools19Measures DefectExample of Tools20Met

17、rics Are Calculated Using MeasuresMetricsUnit of MeasureMeasuresFormulaProductivityQualityDefect RemovalEfficiencyCost of QualityReviewEffectivenessFP/pmDelivered defects/pm%SizeEffortDefectsSizeDefectsEffortDefectsSize of the product/Total Effort in person monthsDefects found duringAcceptance Testi

18、ng/SizeOf the productTotal defects detected before QA/Total defects detected including QAReview+Test+Training+Rework effort *100/Total effort for the projectDefects detected by means of reviews/Defects detected by means of reviews+testing21Metrics Roadmap22Metric Program Critical Success FactorsDefi

19、ne clear objectives and keep them POSITIVEDriven by key business issues Ensure that the process is rolled out effectively target a subset,test,validate and improve Begin with manual methods then,consider automation(DataDrill)Train,Train,TrainProvide time for the processes to mature;variability tends

20、 to be very high initially expect noise and changeAssist the project teams in understanding,analyzing and improving the processes through metric reportingCommunicate,Communicate,Communicate23Obtain Executive SponsorDefine the business and IT objectives for the measurement and improvement program(mus

21、t be data driven)Conduct JAD session to identify possible measuresSelect measures that align with program objectives and improve IT performance Identify the information requirement,author,data source and toolsIdentify the core set or phased implementation plan for measures and validate with author,c

22、ontributor and user that they align with project,department and organizational goalsImplementing A Metrics Program24Develop the metric collection and reporting solution including automation,collection,graphing and reporting processesTest,fine tune,verify and pilot all reports and measuresPackage mul

23、tiple measures into a metrics releaseIdentify and train a core team of authors,contributors and users in the interpretation and use of all measures to improve business resultsProduction rollout beginsMonitor,improve,retire and implement new measures as the organization matures in process and measure

24、ment capabilitiesCapture,communicate and inform all of Program results Integrate into a Business performance ProgramImplementing A Metrics Program25 Alignment with the IT Governance and/or PMO Program Alignment with certification objectives(CMM/CMMI/Iso,etc)Definition of measurement roles and respon

25、sibilities Integration into the team,department and organizational processes Consistency in the coding and collection of metrics Production-izing the collection and reporting process Overall report design and interpretation TQM leadership and facilitation Alignment with the organizational scorecard

26、Relevant indusrty figures for benchmarking objectivesMetrics Program Dependencies26The Business Performance Program271Initial2Repeatable3 Defined4 Managed5 OptimizingData definition and collection is standardized across the Organization Data is used to understand the project QuantitativelyEstablish

27、PCBFocus on reducing variabilityData is collected and used in all defined processesData is systematically shared across projects Standardize metrics collection Improve metrics reliability Organization level Process DatabaseIndividual projects plan and manage data Start collection of measuresProject

28、level metrics Data is used to evaluate and select process improvements Improve mean capabilityMetrics Roadmapin Terms of CMM LevelsPredictability Goes Up28Level 2-What you can expectDeploymentMetrics at Project level for Metrics at Project level for monitoring and controlling monitoring and controll

29、ing SQA is identified to help projects in SQA is identified to help projects in metrics collectionmetrics collectionToo much of follow-up for dataToo much of follow-up for dataRegular status tracking of projects Regular status tracking of projects using metricsusing metricsBenefits Culture is being

30、establishedCulture is being establishedProject level decisions are taken Project level decisions are taken based on metricsbased on metricsTracking becomes easier in Tracking becomes easier in projectsprojectsAwareness/CultureMetrics identification and definitionMetrics identification and definition

31、Orientation on various metricsOrientation on various metricsA little cynicism from project sideA little cynicism from project sideFear of metrics usage against Fear of metrics usage against individualsindividualsInfrastructureUse of simple tools for metricsUse of simple tools for metricsManual colla

32、tion of data from Manual collation of data from projectsprojects29Level 3-What you can expectDeploymentSupport from SQA for metrics gets Support from SQA for metrics gets reducedreducedCapturing metrics becomes a way Capturing metrics becomes a way of lifeof lifeImprovement in goodness of dataImprov

33、ement in goodness of dataBenefits Decisions are taken at Decisions are taken at organization level based on metricsorganization level based on metricsProcess improvements are driven Process improvements are driven based on metricsbased on metricsImprovements in Effort estimation Improvements in Effo

34、rt estimation accuracy,Cost of Quality,Schedule accuracy,Cost of Quality,Schedule adherence,Productivity,Quality,etc.adherence,Productivity,Quality,etc.Awareness/CulturePurpose of metrics collection is Purpose of metrics collection is known to everyoneknown to everyoneCynicism goes awayCynicism goes

35、 awayMany are trained in Metrics,FP Many are trained in Metrics,FP counting,Estimation using past counting,Estimation using past projects dataprojects dataInfrastructureIT wide repository for metricsIT wide repository for metricsStandardized tools across Standardized tools across projectsprojectsCol

36、lation of data becomes easierCollation of data becomes easier30Metrics Analysis-Examples31Example Effort analysis32Examples Defect analysis33Examples Code changes34Examples Defect analysis35Examples Defect categorization36Questions and AnswersYour Favorite and Most Effective GraphsWayne Kelly Princi

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