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Chapter 8 Metrics For Process and Projects

The document discusses software process and project metrics. It defines process metrics, which are collected over long periods of time to provide indicators for long-term software process improvement. Project metrics enable project managers to assess project status, track risks, uncover problems, and evaluate team performance. Measurement data is collected by project teams and converted to process metrics for software process improvement.

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Irwandi Rizki Putra
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191 views

Chapter 8 Metrics For Process and Projects

The document discusses software process and project metrics. It defines process metrics, which are collected over long periods of time to provide indicators for long-term software process improvement. Project metrics enable project managers to assess project status, track risks, uncover problems, and evaluate team performance. Measurement data is collected by project teams and converted to process metrics for software process improvement.

Uploaded by

Irwandi Rizki Putra
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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SOFTWARE PROCESS AND PROJECT METRICS

Topic Covered
 Metrics in the process and project domains
 Process, project and measurement
 Process Metrics and Software Process Improvement
Process, project and measurement
Process Metrics:-
Are collected across all projects and over long periods of
time. Their intent is to provide a set of process indicator
that lead to long term software process improvement.

Project Metrics:-
enables a software project manager to
1) Assess the status of an ongoing project
2) Track potential risks.
3) Uncover problem areas before they go “Critical”
4) Adjust work flow or tasks
5) Evaluate the project team’s ability to control quality of
software work products.

Measurement :-
Are collected by a project team and converted into process
metrics during software process improvement.
Process Metrics and Software
Process Improvement
Process Metrics and Software
Process Improvement

 Process at the center connecting 3 factors that have a profound


influence on software quality and organizational performance.
 Process triangle exists within a circle of environmental conditions that
include the development environment, business conditions and
customer characteristics.
 We measure the efficacy of a software process indirectly.
 That is, we derive a set of metrics based on the outcomes that can
be derived from the process.
 Outcomes include
 measures of errors uncovered before release of the software
 defects delivered to and reported by end-users
 work products delivered (productivity)
 human effort expended
 calendar time expended
 schedule conformance
 other measures.
 We also derive process metrics by measuring the characteristics of
specific software engineering tasks.
Process Metrics Guidelines
 Use common sense and organizational sensitivity
when interpreting metrics data.
 Provide regular feedback to the individuals and teams
who collect measures and metrics.
 Don’t use metrics to appraise individuals.
 Work with practitioners and teams to set clear goals
and metrics that will be used to achieve them.
 Never use metrics to threaten individuals or teams.
 Metrics data that indicate a problem area should not
be considered “negative.” These data are merely an
indicator for process improvement.
 Don’t obsess on a single metric to the exclusion of
other important metrics.
Project Metrics
 Used to minimize the development schedule by
making the adjustments necessary to avoid delays
and mitigate potential problems and risks
 Used to assess product quality on an ongoing basis
and, when necessary, modify the technical approach
to improve quality.
 Every project should measure:
 Inputs—measures of the resources (e.g., people,
tools) required to do the work.
 Outputs—measures of the deliverables or work
products created during the software engineering
process.
 Results—measures that indicate the effectiveness of
the deliverables.
Software Measurement
Categories in 2 ways:
 Direct measure of the software process & Product
 E.g. Lines of code (LOC), execution speed, and defect)
 Indirect measures of the product that include
functionality, complexity, efficiency, reliability,
maintainability etc. Which team is more
 Team A found : 342 errors efficient ?
 Team B found : 184 errors
 It is depends on size or complexity of the projects.
Size oriented metrics
Size-Oriented metrics
Size-oriented metrics measures on LOC as
normalization value.
 Errors per KLOC (thousand lines of code)
 Defects per KLOC
 $ per LOC
 Pages of documentation per KLOC
 Errors per person-month
 Errors per review hour
 LOC per person-month
 $ per page of documentation
Function-Oriented Metrics
 It use a measure of functionality delivered by the
application as a normalization value.
 Since ‘functionality’ cannot be measured directly, it must
be derived indirectly using other direct measures
 Function Point (FP) is widely used as function oriented
metrics.
 FP derived using an empirical relationship based on
countable (direct) measures of software’s information
domain and assessments of software complexity.
 FP is based on characteristic of Software information
domain and complexity.
 Like LOC measure, FP is controversial.
 FP is programming language independent.
 It is ideal for applications using conventional and
nonprocedural languages.
Reconciling LOC and FP metric
 Relationship between lines of code and function points depends upon
the programming language that is used to implement the software
and the quality of the design.
 Following table provides rough estimates of the average number of
LOC required to build one FP in various programming languages:

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