- This time the cockpit of the car is filled with instruments. - Without some way to accurately track budget, time, and work progress, a project manager can only make decisions in the dark. - The right metrics, used in the right way, are absolutely essential for project success.. - They should be developed by a team under the direction of leadership. - Metrics should be used not only by leadership but by all the various parts of an organization or development team. - The use of metrics should be defined by a program describing what metrics are needed, by whom, and how they are to be measured and calculated. - The level of success or failure of your project will depend in a large part on your use or misuse of metrics – on how you plan, implement, and evaluate an overall metrics program.. - Metrics are not defined and used by themselves, but are part of an overall metrics program. - This program should be based on the organization’s goals and should be carefully planned, implemented, and regularly evaluated for effec- tiveness. - The metrics program is used as a decision support tool. - If the information provided through a particular metric is not needed for determining status or direction of the project, it’s probably not needed at all. - The role of the metrics program in the organization and its three major activities are shown in Figure 8-1.. - Metrics Program. - Figure 8-1 Metrics Program Cycle. - 8.2.1 Developing a Metrics Program Plan. - The first activity in developing a metrics program is planning. - Each goal leads to one or more questions regarding the accomplishment of the goal.. - The planning process is comprised of the three sub-activities implementing the GQM paradigm and one other, de- fining the data collection process. - Goals should be chosen and worded in such a way that they are verifiable, that is, their accomplishment can be measured or observed in some way. - Requirements stating “software shall be of high quality” are highly subjec- tive and need further definition before they can be used as valid goals. - They should support the successful accomplishment of the project’s overall, or system-level, goals.. - They should be verifiable, or measurable in some way.. - They should be defined in enough detail that they are unambiguous.. - Each goal should evoke questions about how its accomplishment can be measured. - It should be remembered that different levels and groups within the organization may require different information to measure the progress they are inter- ested in. - Questions should be carefully selected and refined to support the previously defined project goals. - Questions can be answered by providing specific information. - Questions ask all the information needed to determine progress or completion of the goal.. - Metrics are the information needed to answer the derived questions. - Each question can be answered by one or more metrics. - Measurements that require too much effort or time can be coun- terproductive and should be avoided. - Remember, just because something can be measured doesn’t mean it should be. - www.sei.cmu.edu/publications/documents/96.reports/96.hb.002.html. - How do you turn the measurements into a meaningful metric? How does the metric then answer the question? The analysis method should be carefully documented. - This activity is complete when you know exactly what type of data you are going to collect (what you are going to measure and in what units), how you are going to turn that data into metrics (analysis methods), and in what form (units, charts, colors, etc.) metrics will be delivered.. - The final step of the metrics planning process is to determine how the metrics will be collected. - As a minimum, this part of the plan should include the following:. - What the source of the data will be.. - How it is to be measured.. - How frequently the data should be collected.. - 8.2.2 Implementing a Metrics Program. - If the metrics program is well planned, implementing the program should be reduced to simply following the plan.. - There are four activities in the metrics implementation cycle, shown in Figure 8-4. - Data is then validated by examining the data to ensure it is the result of accurate measurements, and that the data collection is consistent among members of the group if it is being collected by more than one individual. - In other words, is it being measured in the same way, at the same time, etc.? Once the data is determined to be valid, the metrics are derived by analyzing the data as documented in the metrics program plan. - 8.2.3 Evaluating a Metrics Program. - It is likely a metrics program will not be perfect in its first iteration. - Soon after its initial implementation and at regular intervals after that, the metrics program should be evaluated to determine if it is meeting the needs of the metrics users and if its implementation is flowing smoothly. - If metrics prove to be insufficient or superfluous, the program plan should be modified to provide the necessary information and remove any unneeded activity. - The ob- jective of a metrics program is to provide sufficient information to support project success while keeping the metrics program as simple and unobtrusive as possible. - The following are areas that should be considered when reviewing a metrics program:. - Simplification of the metrics program. - Actual metrics collected over the life of the each project.. - Data indicating the effectiveness of the metrics used.. - The checklist items are divided into three areas: developing, implementing, and reviewing a metrics program.. - 8.3.1 Developing a Metrics Program. - Is your use of metrics based on a documented metrics program plan?. - Do the questions ask for all the information needed to determine progress or completion of the goal?. - Have you documented the analysis methods used to calculate the metrics?. - Have you defined those measures needed to provide the metrics?. - 8.3.2 Metrics Program Implementation. - Does your implementation follow the metrics program plan?. - Are metrics being used in the decision making process?. - 8.3.3 Metrics Program Evaluation. - Are the metrics sufficient?. - Is the metrics program as simple as it can be while remaining adequate?. - Has the metrics program been modified to adequately accommodate any project or organizational goal changes?. - [1] Perkins, Timothy K., “The Nine-Step Metrics Program,” Crosstalk Magazine, February 2001:. - www.stsc.hill.af.mil/crosstalk/2001/feb/perkins.asp. - www.stsc.hill.af.mil/crosstalk/1999/jun/augustine.asp. - www.armysoftwaremetrics.org/. - Crosstalk Magazine: www.stsc.hill.af.mil/crosstalk/. - “Metrics Tools: Effort and Schedule”: www.stsc.hill.af.mil/crosstalk/1995/mar/metrics.asp. - “Project Recovery … It Can Be Done”: www.stsc.hill.af.mil/crosstalk/2002/jan/lipke.asp. - “New Air Force Software Metrics Policy”: www.stsc.hill.af.mil/crosstalk/1994/apr/xt94d04a.asp. - “Universal Metrics Tools”: www.stsc.hill.af.mil/crosstalk/1995/sep/universa.asp. - www.stsc.hill.af.mil/crosstalk/1996/jan/metrics.asp. - “Metrics Tools”: www.stsc.hill.af.mil/crosstalk/1995/feb/metrics.asp. - “Really Bad Metrics Advice”: www.stsc.hill.af.mil/crosstalk/1998/aug/backtalk.asp. - “A Methodic Approach to Effective Metrics”: www.stsc.hill.af.mil/crosstalk/1994/oct/xt94d10c.asp. - “Why the New Metrics Policy”: www.stsc.hill.af.mil/crosstalk/1994/apr/xt94d04b.asp. - www.stsc.hill.af.mil/crosstalk/1997/dec/metrics.asp. - “Metrics Tools: Size”: www.stsc.hill.af.mil/crosstalk/1995/apr/metrics.asp. - www.stsc.hill.af.mil/crosstalk/1996/oct/xt96d10h.asp. - www.stsc.hill.af.mil/crosstalk/1997/apr/quality.asp. - www.stsc.hill.af.mil/crosstalk/1998/aug/predicting.asp. - www.stsc.hill.af.mil/crosstalk/1995/may/ada95.asp. - “Pro-Active Metrics”: www.stsc.hill.af.mil/crosstalk/1998/aug/proactive.asp. - “Best Measurement Tool Is Your Telephone”: www.stsc.hill.af.mil/crosstalk/2001/mar/lucero.asp. - “Metrics Tools: Software Cost Estimation”: www.stsc.hill.af.mil/crosstalk/1995/jun/metrics.asp. - www.stsc.hill.af.mil/CrossTalk/1995/nov/Maintain.asp. - “Earned Value Project Management”: www.stsc.hill.af.mil/crosstalk/1998/jul/value.asp. - Download at: www.stsc.hill.af.mil/gsam/guid.asp Literate Programming Software Metrics, many resources: www.literateprogramming.com/fmetrics.html NASA Software Assurance Technology Center: http://satc.gsfc.nasa.gov/support/. - http://satc.gsfc.nasa.gov/support/ISSRE_NOV98/software_metrics_and_reliability.html Practical Software and Systems Measurement Guidebook, under “Downloads”: www.psmsc.com SEI Software Engineering Measurement and Analysis: www.sei.cmu.edu/sema/welcome.html. - www.sei.cmu.edu/publications/documents/92.reports/92.tr.019.html. - “Software Quality Measurement”: www.sei.cmu.edu/publications/documents/92.reports/92.tr.022.html. - “Software Size Measurement”: www.sei.cmu.edu/publications/documents/92.reports/92.tr.020.html. - www.sei.cmu.edu/publications/documents/92.reports/92.tr.021.html. - www.sei.cmu.edu/publications/documents/94.reports/94.sr.003.html. - www.sei.cmu.edu/publications/documents/97.reports/97hb003/97hb003abstract.html
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