| Foreword |
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xxix | |
| Introduction |
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xxxiii | |
| Part I: Insights from Industry Experts |
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1 | (82) |
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The Expanding Roles of Function Point Metrics |
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3 | (28) |
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3 | (1) |
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Expanded Uses for the Function Point Metric |
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4 | (15) |
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1975: Function Points Invented Within IBM |
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4 | (1) |
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1978: IBM Announces Function Points to the Software Industry |
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5 | (1) |
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1980: Function Points and Programming Language Evaluation |
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5 | (1) |
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1985: Function Points and Software Cost Estimating |
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6 | (1) |
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1986: Formalized Function Point Training |
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6 | (1) |
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1987: Function Points and Software Quality |
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7 | (1) |
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1988: Function Points and Software Benchmarks |
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8 | (1) |
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1989: Function Points and Software Portfolio Analysis |
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8 | (1) |
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1990: Function Points and Tool Analysis |
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8 | (1) |
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1991: Function Points and Make Versus Buy Analysis |
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9 | (1) |
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1992: Function Points and International Industry Comparisons |
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9 | (2) |
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1993: Function Points and Outsource Analysis |
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11 | (1) |
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1994: Function Points and Business Process Reengineering |
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11 | (1) |
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1994: Function Points and the Software Engineering Institute Capability Maturity Model |
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12 | (1) |
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1995: Function Points and Taxation of Software Assets |
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13 | (1) |
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1995: Function Points and Outsource Litigation |
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13 | (1) |
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1996: Function Points and Estimating Rules of Thumb |
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14 | (1) |
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1997: Function Points and Mass Updates such as the Year 2000 Projects |
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15 | (1) |
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1997: Function Points and Enterprise Resource Planning Applications |
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16 | (1) |
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1998: Function Points and Web-Based Applications |
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16 | (1) |
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1999: Function Points and the Euro |
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17 | (1) |
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2000: Function Points and the Earned-Value Approach |
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17 | (1) |
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2001: Function Points and the Balanced Scorecard Approach |
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18 | (1) |
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Optimizing Function Point Value |
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19 | (1) |
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Function Points and Software Requirements |
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20 | (2) |
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Ratios of Function Point Counting Specialists |
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22 | (1) |
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In-House Counts Versus Consultant Function Point Counts |
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23 | (1) |
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Potential Expansion of Function Point Metrics |
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24 | (5) |
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Improved Guidelines for Embedded and Real-time Software |
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24 | (1) |
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The Need for Data Point Metrics |
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25 | (1) |
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The Need for Service Point Metrics |
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26 | (1) |
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The Need for Engineering Point Metrics |
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26 | (1) |
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The Need for COTS Point Metrics |
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27 | |
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The Need far Value Point Metrics |
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26 | (2) |
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The Need for Risk Point Metrics |
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28 | (1) |
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29 | (1) |
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29 | (2) |
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IT Organization, Benchmark Thyself |
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31 | (22) |
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32 | (1) |
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Compared to What? A Frame of Reference |
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33 | (4) |
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37 | (1) |
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Collecting the Data: You Can Be Your Own NCHS |
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38 | (1) |
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38 | (1) |
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39 | (2) |
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39 | (1) |
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Organize What You Have Learned |
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39 | (1) |
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Present What You Have Collected |
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40 | (1) |
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The Driving Pressure: Deadlines |
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41 | (1) |
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Obstacles to Acquiring IT Metrics Information |
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42 | (1) |
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43 | (1) |
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43 | (1) |
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44 | (1) |
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Do Not Play the Ratio Game |
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45 | (1) |
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46 | (3) |
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49 | (1) |
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50 | (3) |
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The Core of Software Planning |
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53 | (14) |
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Measuring the Core Metrics |
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54 | (7) |
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54 | (1) |
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55 | (2) |
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Measuring Process Productivity |
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57 | (4) |
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61 | (1) |
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61 | (1) |
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Measurement Seeks Results |
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61 | (3) |
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Estimating with the Core Metrics |
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62 | (1) |
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Bidding with the Core Metrics |
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62 | (1) |
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Control with the Core Metrics |
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63 | (1) |
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Replan with Revised Metrics |
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63 | (1) |
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64 | (3) |
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Work Output Measurement: IT Work Units |
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67 | (16) |
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67 | (1) |
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68 | (2) |
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70 | (1) |
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Normalization and the Work Unit |
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71 | (1) |
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Initial Observations on ITWUs |
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72 | (2) |
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74 | (5) |
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ITWU Example from MCI Systemhouse |
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79 | (2) |
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Evolutionary Development of a Purer Work Unit Metric |
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81 | (1) |
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81 | (1) |
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81 | (2) |
| Part II: Measurement Program Approaches |
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83 | (76) |
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EDS Brazil Metrics Program: Measuring for Improvement |
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85 | (12) |
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Marcio Luiz Barroso da Silveira |
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Why a Metrics Program and Why It Must Be Formalized |
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85 | (1) |
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Metrics Program: Organizational Structure |
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86 | (1) |
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Metrics Program Processes |
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87 | (4) |
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91 | (2) |
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Why Some Metrics Programs Fail |
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93 | (1) |
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EDS Brazil and the Corporate Metrics and Estimating Program |
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94 | (1) |
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95 | (1) |
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95 | (2) |
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Measurement Program Implementation Approaches |
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97 | (16) |
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97 | (2) |
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Defining Goals and Initiatives |
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99 | (1) |
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100 | (1) |
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101 | (3) |
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101 | (1) |
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102 | (1) |
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Data Collection Responsibilities |
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102 | (1) |
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102 | (2) |
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104 | (1) |
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Implementing the Measurement Process |
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105 | (5) |
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105 | (1) |
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106 | (1) |
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Process and Methods Development |
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107 | (2) |
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109 | (1) |
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110 | (1) |
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110 | (3) |
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113 | (12) |
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113 | (1) |
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114 | (1) |
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115 | (1) |
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115 | (2) |
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117 | (1) |
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Getting Started with Benchmarking |
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118 | (2) |
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Analyzing What Has Been Learned |
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120 | (2) |
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122 | (1) |
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123 | (2) |
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A Data Definition Framework for Defining Software Measurements |
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125 | (22) |
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125 | (1) |
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Uses of Data Definition Frameworks |
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126 | (1) |
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Data Modeling and Terminology |
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127 | (12) |
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131 | (1) |
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131 | (1) |
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Definition Column Descriptions |
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132 | (1) |
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Example of Data Definition Columns |
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133 | (1) |
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Data Manipulation Columns |
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134 | (1) |
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135 | (1) |
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136 | (2) |
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138 | (1) |
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139 | (1) |
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140 | (2) |
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Complete Effort (Staff Hours) DDF |
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142 | (2) |
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144 | (1) |
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144 | (3) |
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Cheaper, Better, Faster: A Measurement Program that Works |
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147 | (12) |
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147 | (1) |
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Metrics: Concept, Benefits, and Uses |
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147 | (1) |
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Metrics Selection Criteria |
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148 | (1) |
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149 | (2) |
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149 | (1) |
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149 | (1) |
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150 | (1) |
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150 | (1) |
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151 | (1) |
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151 | (1) |
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151 | (1) |
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151 | (1) |
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152 | (1) |
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152 | (1) |
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152 | (2) |
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152 | (2) |
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154 | (1) |
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154 | (1) |
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Organizational Metrics Reporting |
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155 | (2) |
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156 | (1) |
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157 | (1) |
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157 | (2) |
| Part III: Function Points as Part of a Measurement Program |
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159 | (62) |
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How and When Can Functional Size Fit with a Measurement Program? |
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161 | (10) |
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161 | (1) |
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Software Measurement Steps |
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162 | (1) |
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Planning the Measurement Program |
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163 | (1) |
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164 | (1) |
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Pilot the Appropriate Target Metrics |
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165 | (1) |
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166 | (1) |
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167 | (1) |
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168 | (1) |
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169 | (2) |
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An Early Estimation of Software Reliability Based on the Size Estimation and the Software Process Assessment of Large Telecom Systems |
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171 | (12) |
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171 | (1) |
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Software Reliability Estimation |
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172 | (1) |
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The Role of Size and Complexity |
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173 | (1) |
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Early Size and Reliability Estimation |
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174 | (7) |
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181 | (1) |
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181 | (2) |
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Establishing Central Support for Software Sizing Activities in a Large Organization |
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183 | (14) |
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183 | (1) |
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184 | (2) |
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185 | (1) |
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185 | (1) |
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185 | (1) |
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186 | (1) |
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186 | (3) |
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187 | (1) |
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Organizational Guidelines |
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187 | (1) |
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Model-Based Estimating Tools |
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187 | (1) |
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Function Point Analysis Repository Tools |
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188 | (1) |
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188 | (1) |
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Recommended Organization Structure |
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189 | (1) |
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Central Sizing Support Team Responsibilities |
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190 | (4) |
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190 | (1) |
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Recommend Sizing Approaches |
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190 | (1) |
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191 | (1) |
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Establishing and Maintaining Asset and Project Sizes |
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192 | (1) |
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Validating Asset and Project Sizes |
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192 | (1) |
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Providing Issue Resolution |
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193 | (1) |
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Communicating Organizational and Industry Standards and Guidelines |
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193 | (1) |
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Reporting Back to the Organization and Leadership |
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193 | (1) |
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194 | (1) |
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194 | (3) |
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Function Points as Part of a Measurement Program |
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197 | (24) |
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197 | (1) |
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Managing Project Development |
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198 | (10) |
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FPA Uses and Benefits in Project Planning |
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198 | (5) |
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FPA Uses and Benefits in Project Construction |
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203 | (1) |
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FPA Uses and Benefits after Software Implementation |
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204 | (4) |
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Customizing Packaged Software |
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208 | (2) |
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Estimating Package Implementations |
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209 | (1) |
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FPA Infrastructure and Resources |
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210 | (3) |
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Roles and Responsibilities |
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210 | (3) |
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Selecting Software to Count |
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213 | (1) |
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Activities That Do Not Deliver Function Points |
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213 | (1) |
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Standards for Recording Function Point Counts |
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214 | (1) |
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Standards for Resolving Count Issues |
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215 | (1) |
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Standards for Reviewing Counts |
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216 | (1) |
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217 | (2) |
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218 | (1) |
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219 | (2) |
| Part IV: Using Metrics to Manage Projects |
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221 | (72) |
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Tracking Software Progress |
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223 | (14) |
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Tracking Progress: Criteria for Effective Measures |
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225 | (1) |
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Activity-Based Measures of Progress |
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226 | (5) |
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Detailed Activity-Based Measure |
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231 | (2) |
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Product-Based Measures of progress |
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233 | (2) |
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Comparing Activity-Based and Product-Based Measures of Progress |
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235 | (1) |
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235 | (1) |
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236 | (1) |
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Effectively Utilizing Software Metrics: Project Metrics |
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237 | (18) |
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237 | (2) |
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Strategic versus Tactical |
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239 | (1) |
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240 | (2) |
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Function Points and Sizing |
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242 | (1) |
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243 | (4) |
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247 | (1) |
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248 | (1) |
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249 | (1) |
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250 | (1) |
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Product Defect Tracking: Managing with Metrics |
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251 | (2) |
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253 | (1) |
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253 | (2) |
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Project Metrics Using Effort Metrics for Tracking |
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255 | (16) |
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255 | (1) |
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256 | (1) |
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256 | (1) |
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257 | (2) |
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Active Planning and Tracking |
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259 | (9) |
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260 | (1) |
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261 | (1) |
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262 | (2) |
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264 | (3) |
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Tracking on Different Levels |
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267 | (1) |
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268 | (1) |
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269 | (2) |
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Using Project Metrics to More Efficiently Manage Projects |
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271 | (22) |
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271 | (2) |
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New Development Project Management |
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272 | (1) |
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Enhancement Project Management |
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273 | (1) |
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273 | (7) |
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274 | (1) |
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274 | (1) |
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275 | (1) |
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275 | (1) |
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276 | (1) |
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276 | (1) |
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Supplementary Information |
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277 | (3) |
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Practical Real-Life Application of Project Metrics |
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280 | (6) |
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286 | (1) |
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287 | (1) |
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Using Internal or External Productivity Benchmarks |
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288 | (3) |
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291 | (1) |
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291 | (2) |
| Part V: Problems with Measurement Programs and How to Avoid Them |
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293 | (28) |
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Avoiding Obstacles and Common Pitfalls in the Building of an Effective Metrics Program |
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295 | (10) |
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Requirements Identification and Analysis |
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295 | (3) |
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298 | (1) |
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299 | (1) |
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300 | (1) |
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Implementation and Maintenance |
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301 | (2) |
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303 | (2) |
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Unreported and Unpaid Overtime: Distorted Measurements and Formulas for Failure |
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305 | (16) |
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305 | (2) |
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307 | (1) |
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307 | (1) |
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Computerization and Overtime |
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308 | (1) |
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The Reasons for Unreported and/or Unpaid Overtime |
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309 | (2) |
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309 | (1) |
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309 | (1) |
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310 | (1) |
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311 | (1) |
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A Software Metrics Perspective |
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311 | (2) |
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The Impact on Organizations |
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313 | (1) |
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313 | (1) |
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314 | (1) |
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The Software Engineering Institute's Capability Maturity Model |
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315 | (1) |
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316 | (2) |
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318 | (1) |
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319 | (1) |
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320 | (1) |
| Part VI: Using Software Metrics for Effective Estimating |
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321 | (86) |
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Metrics in Support of Estimating in a Large Software Services Company |
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323 | (14) |
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323 | (1) |
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The Role of Estimating in Metrics and Process Improvement Activities |
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323 | (2) |
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Establishing Estimating Centers |
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325 | (1) |
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326 | (1) |
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Corporate Metrics for Estimating |
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327 | (1) |
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The Business Value of Estimating Centers |
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328 | (1) |
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The Case for Model-Based Estimating |
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329 | (1) |
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Schedule Compression in Estimating: A Case Study |
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329 | (6) |
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335 | (1) |
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335 | (2) |
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Estimating Software Development Projects |
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337 | (26) |
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Why Estimating is Important |
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337 | (2) |
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339 | (3) |
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Using Data for Estimating |
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342 | (7) |
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349 | (7) |
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How to Estimate Software Projects |
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356 | (1) |
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Estimating New Projects or Major Enhancements |
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357 | (1) |
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Reestimating Ongoing Projects |
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357 | (3) |
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360 | (1) |
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361 | (2) |
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Enhanced Estimation: On Time, Within Budget |
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363 | (14) |
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365 | (1) |
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Conducting a Proof of Concept |
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365 | (6) |
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371 | (2) |
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Ability To Do What-if Analysis |
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371 | (1) |
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Comparisons to Industry and Best-in-Class |
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371 | (1) |
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372 | (1) |
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Exporting to Project Management Tools |
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372 | (1) |
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Identification of Process Strengths and Weaknesses |
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372 | (1) |
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Interface with Function Point Repository |
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372 | (1) |
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Portfolio or Baseline Creation (Storage of Data) |
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373 | (1) |
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373 | (1) |
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Where Do We Go from Here? |
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373 | (1) |
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374 | (3) |
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377 | (14) |
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377 | (1) |
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Function Point Counting and Effort Estimation |
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378 | (1) |
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Measurement Areas to Evaluate the Estimation Process |
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379 | (2) |
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Requirements Analysis Effort Estimation |
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381 | (2) |
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Implementation Effort Estimation |
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383 | (1) |
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Translating Effort into Client-Friendly Numbers |
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384 | (3) |
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387 | (1) |
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388 | (3) |
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ESE: Enhanced Software Estimation |
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391 | (16) |
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391 | (1) |
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The Basic Model: IFPUG Guidelines and ISBSG Benchmark |
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392 | (2) |
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To Adjust or Not to Adjust: The VAF Issue |
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394 | (1) |
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Internal Benchmarking: The ``Best of'' Issue |
|
|
395 | (1) |
|
An Algorithmic Model: Constructive Cost Model |
|
|
395 | (1) |
|
Function Points and Lines of Code: The Backfiring Issue |
|
|
396 | (1) |
|
Parametric Models: The Simplicity versus Differentiation Issue |
|
|
396 | (2) |
|
|
|
398 | (2) |
|
The Intrinsic Complexity Issue |
|
|
400 | (1) |
|
Requirements Volatility: The Change Requests Issue |
|
|
400 | (1) |
|
How Sure Are We: The Uncertainty Issue |
|
|
401 | (2) |
|
Enhanced Software Estimation: An Integration |
|
|
403 | (2) |
|
|
|
405 | (1) |
|
|
|
406 | (1) |
| Part VII: Requirements Management |
|
407 | (36) |
|
The New and Improved Requirements Engineer |
|
|
409 | (8) |
|
|
|
|
|
409 | (1) |
|
The Importance of Good Requirements |
|
|
410 | (1) |
|
The Importance of Accurate Estimates |
|
|
411 | (1) |
|
Why a Software Estimation Group or Consultant is Not Enough |
|
|
412 | (1) |
|
Other Benefits When Requirements Engineers Have Software Size Expertise |
|
|
413 | (1) |
|
Function Point Analysis Can Help Determine the Completeness of a Requirements Specification |
|
|
413 | (1) |
|
Function Point Analysis Becomes More Mainstream |
|
|
414 | (1) |
|
|
|
414 | (1) |
|
|
|
415 | (1) |
|
|
|
415 | (2) |
|
Early and Quick Function Point Analysis from Summary User Requirements to Project Management |
|
|
417 | (26) |
|
|
|
|
|
417 | (1) |
|
Managing the Requirements of a Software Project |
|
|
418 | (4) |
|
Definition of Requirement |
|
|
418 | (1) |
|
Requirements Management Framework |
|
|
419 | (3) |
|
Using Requirements to Estimate Project Resources |
|
|
422 | (6) |
|
General Software Measurement Framework |
|
|
422 | (2) |
|
General Software Contractual Framework |
|
|
424 | (2) |
|
Estimating the Resources of a Software Project |
|
|
426 | (1) |
|
Measuring or Estimating Function Points |
|
|
427 | (1) |
|
Early & Quick Function Point Analysis |
|
|
428 | (12) |
|
|
|
428 | (2) |
|
|
|
430 | (5) |
|
|
|
435 | (1) |
|
|
|
436 | (4) |
|
|
|
440 | (1) |
|
|
|
440 | (3) |
| Part VIII: Impact on IT/Business Measures |
|
443 | (28) |
|
Critical Success Factors for Developing and Implementing a Contractual Metrics Program |
|
|
445 | (10) |
|
|
|
|
|
445 | (1) |
|
Timely and Robust Definition of Requirements |
|
|
446 | (5) |
|
Batch Processing Performance Measure - Purpose |
|
|
447 | (1) |
|
Batch Processing Performance Measure - Operational Definition |
|
|
448 | (2) |
|
Batch Processing Performance Measure - Research |
|
|
450 | (1) |
|
Additional Considerations for Definition of Requirements |
|
|
451 | (1) |
|
|
|
452 | (1) |
|
Pre- and Post-implementation Support |
|
|
452 | (1) |
|
|
|
453 | (1) |
|
|
|
454 | (1) |
|
Considerations for Getting Maximum Benefit from an Enterprise-Wide Metrics Repository |
|
|
455 | (8) |
|
|
|
|
|
455 | (1) |
|
|
|
455 | (1) |
|
Getting Started with Storing Collected Metric Data |
|
|
456 | (1) |
|
Consistency versus Customization |
|
|
457 | (2) |
|
Maturing the Repository with the Organization |
|
|
459 | (1) |
|
Enterprise-Wide View and Needs |
|
|
459 | (1) |
|
Everything but the Kitchen Sink |
|
|
460 | (1) |
|
|
|
461 | (1) |
|
|
|
461 | (2) |
|
The Role of Universities in Promoting Software Measures |
|
|
463 | (8) |
|
|
|
|
|
463 | (1) |
|
The Role of Software Measurement |
|
|
464 | (3) |
|
|
|
467 | (2) |
|
|
|
469 | (1) |
|
|
|
469 | (2) |
| Part IX: IT Balanced Scorecard Approaches |
|
471 | (46) |
|
Measurements Necessary to Support an IT Balanced Scorecard: It Indicators |
|
|
473 | (18) |
|
|
|
|
|
473 | (1) |
|
Identification and Selection of Good Indicators for IT Function |
|
|
474 | (3) |
|
|
|
477 | (1) |
|
The Balanced Scorecard and IT |
|
|
478 | (9) |
|
|
|
479 | (4) |
|
Internal Business Process Perspective |
|
|
483 | (1) |
|
Innovations and Learning Perspective |
|
|
484 | (2) |
|
|
|
486 | (1) |
|
|
|
487 | (1) |
|
|
|
488 | (3) |
|
Software Balanced Scorecards: The Icing on the Cake |
|
|
491 | (12) |
|
|
|
What Is a Software Balanced Scorecard? |
|
|
491 | (1) |
|
Overcoming Fear and Objections |
|
|
492 | (1) |
|
Using a Software Balanced Scorecard |
|
|
493 | (1) |
|
Preparing the Software Balanced Scorecard |
|
|
493 | (1) |
|
|
|
494 | (7) |
|
|
|
501 | (1) |
|
|
|
501 | (2) |
|
Keeping a Well-Balanced Scorecard |
|
|
503 | (14) |
|
|
|
|
|
503 | (1) |
|
Positioning Your Company for a Strategic Approach |
|
|
504 | (1) |
|
Laying Out Your Balanced Scorecard |
|
|
505 | (10) |
|
Create the Company's Vision |
|
|
506 | (1) |
|
Lay Out Your Company's Strategy |
|
|
507 | (1) |
|
Find Measures That Will Determine if You Reach Your Goals |
|
|
508 | (1) |
|
Outline the Formulas For Your Measures |
|
|
508 | (1) |
|
Ensure That Your Measures Use Valid Data |
|
|
508 | (1) |
|
|
|
509 | (2) |
|
Assign an Owner to Each Measure |
|
|
511 | (1) |
|
Implement Your Balanced Scorecard |
|
|
511 | (2) |
|
What to Do After You Achieve Your Results |
|
|
513 | (1) |
|
Keep Your Measures in Step With Your Company's Progress |
|
|
514 | (1) |
|
|
|
515 | (1) |
|
|
|
515 | (2) |
| Part X: Metrics in Outsourcing |
|
517 | (50) |
|
Introduction to Metrics in Outsourcing |
|
|
519 | (18) |
|
|
|
|
|
519 | (1) |
|
|
|
519 | (1) |
|
Defining and Classifying Outsourcing Arrangements |
|
|
520 | (2) |
|
Steps in Establishing Metrics for Outsourcing |
|
|
522 | (3) |
|
|
|
525 | (3) |
|
Establishing the Baseline |
|
|
528 | (3) |
|
|
|
529 | (1) |
|
|
|
529 | (1) |
|
Productivity/Quality Analysis |
|
|
530 | (1) |
|
Benefits of an Outsourcing Baseline |
|
|
531 | (1) |
|
Metrics and Outsourcing Major Projects |
|
|
531 | (1) |
|
Future Trends: Price Models and Independent Benchmarking |
|
|
532 | (1) |
|
|
|
533 | (1) |
|
|
|
534 | (3) |
|
Litigation: The Product of Not Practicing Function Point Metrics |
|
|
537 | (16) |
|
|
|
The Proposal: Will You Dance with Me? |
|
|
538 | (2) |
|
Silver Bullets Only Work on Werewolves |
|
|
540 | (2) |
|
Determining Fault: ``It's the Interface, Stupid.'' |
|
|
542 | (1) |
|
The Phases of Project Development |
|
|
543 | (2) |
|
The Productivity of Individual Team Members |
|
|
545 | (1) |
|
Someone Please Tell Me What's Going On Here |
|
|
546 | (1) |
|
|
|
547 | (1) |
|
|
|
547 | |
|
The Requirements They Are A-Changin' |
|
|
538 | (11) |
|
The Costs of Software Metrics: Are They Worth It? |
|
|
549 | (2) |
|
|
|
551 | (2) |
|
|
|
553 | (14) |
|
|
|
|
|
554 | (1) |
|
|
|
554 | (3) |
|
Planning: Analysis and Identification |
|
|
554 | (1) |
|
|
|
555 | (1) |
|
Sample Metrics Profile Outline |
|
|
555 | (1) |
|
|
|
556 | (1) |
|
Planning: Capability Analysis |
|
|
556 | (1) |
|
|
|
557 | (1) |
|
|
|
557 | (4) |
|
|
|
557 | (1) |
|
|
|
558 | (1) |
|
|
|
558 | (1) |
|
|
|
559 | (1) |
|
|
|
560 | (1) |
|
|
|
561 | (2) |
|
|
|
561 | (1) |
|
Governance: Contract Conformance |
|
|
561 | (1) |
|
|
|
562 | (1) |
|
|
|
562 | (1) |
|
|
|
563 | (2) |
|
|
|
565 | (1) |
|
|
|
565 | (1) |
|
Recently Published Articles |
|
|
566 | (1) |
| Part XI: SEI and ISO-Based Metrics |
|
567 | (46) |
|
Standardizing a SLOC Counting Tool to Support ISO and CMM Requirements |
|
|
569 | (8) |
|
|
|
|
|
569 | (1) |
|
Designing and Developing the SLOC Counting Tool |
|
|
570 | (3) |
|
Impact of SLOC Counting Tool |
|
|
573 | (1) |
|
Impact of SLOC Counting Tool on Our CMM Journey |
|
|
573 | (2) |
|
Impact of SLOC Counting Tool on ISO 9000-3 Activities |
|
|
575 | (1) |
|
|
|
575 | (1) |
|
|
|
576 | (1) |
|
Measurement and Analysis in Software Process Improvement |
|
|
577 | (28) |
|
|
|
|
|
|
|
Why Care about Measurement |
|
|
578 | (2) |
|
The Need for Explicit and Focused Guidance |
|
|
578 | (1) |
|
The Need for an Early Focus |
|
|
579 | (1) |
|
|
|
580 | (10) |
|
|
|
581 | (3) |
|
|
|
584 | (1) |
|
Practical Software and Systems Measurement |
|
|
585 | (1) |
|
|
|
586 | (4) |
|
Measurement and Analysis in CMMI |
|
|
590 | (5) |
|
Describing Good Measurement Practice |
|
|
590 | (2) |
|
Maturing Measurement Capability |
|
|
592 | (2) |
|
Implementing Good Measurement Practice |
|
|
594 | (1) |
|
Maturing Analytic Capability |
|
|
594 | (1) |
|
|
|
595 | (3) |
|
|
|
596 | (1) |
|
Product-based Improvement |
|
|
597 | (1) |
|
Establishing an Effective Measurement Program |
|
|
598 | (4) |
|
With Special Respect to the Technical Staff |
|
|
600 | (1) |
|
What Successful Measurement Programs Have In Common |
|
|
600 | (2) |
|
|
|
602 | (1) |
|
|
|
603 | (1) |
|
|
|
603 | (2) |
|
What Can Function Point Analysis Do To Support CMM? |
|
|
605 | (8) |
|
|
|
|
|
605 | (1) |
|
Putting CMM into Practice |
|
|
606 | (1) |
|
The Role of FPA in CMM Improvement |
|
|
606 | (2) |
|
A Repeatable Method for Organizations at Lower Levels |
|
|
607 | (1) |
|
Control the Scope, Productivity, and Function Requirements |
|
|
607 | (1) |
|
Putting FPA and CMM into Practice in an Organization |
|
|
608 | (3) |
|
The Need for Detailed Procedures and Guidelines for FPA and CMM |
|
|
608 | (1) |
|
The Complexity Matrix and Rating Value Matrix of FPA |
|
|
608 | (2) |
|
Private Backfiring Standards |
|
|
610 | (1) |
|
FPA Matures with the Maturing Progress of CMM Status |
|
|
610 | (1) |
|
Accuracy: Popular Misconceptions |
|
|
611 | (1) |
|
|
|
611 | (1) |
|
|
|
611 | (2) |
| Part XII: Statistical Process Control |
|
613 | (40) |
|
Applying Statistical Process Control to Performance Management |
|
|
615 | (14) |
|
|
|
|
|
615 | (1) |
|
The Performance Management Challenge |
|
|
615 | (1) |
|
|
|
616 | (1) |
|
Issues with Data Collection |
|
|
617 | (3) |
|
|
|
620 | (4) |
|
Using SPC as a Management Tool |
|
|
624 | (1) |
|
Control Charts in Testing |
|
|
625 | (1) |
|
SPC in the Software Development Life Cycle |
|
|
625 | (2) |
|
|
|
627 | (1) |
|
|
|
627 | (2) |
|
Applying Statistical Process Control to Software |
|
|
629 | (24) |
|
|
|
|
|
629 | (1) |
|
|
|
630 | (1) |
|
|
|
631 | (1) |
|
Prerequisites to Using SPC |
|
|
632 | (1) |
|
|
|
632 | (1) |
|
Upper and Lower Control Limit Basics |
|
|
632 | (3) |
|
|
|
635 | (4) |
|
|
|
639 | (4) |
|
|
|
639 | (1) |
|
|
|
640 | (3) |
|
|
|
643 | (1) |
|
Control Charts and Predicting Quality |
|
|
644 | (4) |
|
Defect-Removal Effectiveness |
|
|
644 | (3) |
|
Cause and Effect Relationships |
|
|
647 | (1) |
|
|
|
648 | (1) |
|
Cost to Implement and Use |
|
|
649 | (1) |
|
|
|
650 | (1) |
|
|
|
651 | (2) |
| Part XIII: Metrics in E-Commerce |
|
653 | (62) |
|
The Role of Functional Metrics in B2B E-Commerce Project Success |
|
|
655 | (22) |
|
|
|
|
|
|
|
655 | (1) |
|
|
|
656 | (1) |
|
Overall Function Point Counting and Estimation Methodology |
|
|
657 | (1) |
|
Benefits of Function Point Counting and Estimation |
|
|
658 | (2) |
|
Extensions to IFPUG CPM 4.1 |
|
|
660 | (2) |
|
The Function Point Counting and Estimation Repository |
|
|
662 | (2) |
|
The Function Point Counting and Estimation Team-based Process |
|
|
664 | (3) |
|
Function Point Estimation Worksheet Example Segment |
|
|
667 | (1) |
|
|
|
668 | (4) |
|
Pre-Sales: The Make versus Buy Decision |
|
|
669 | (1) |
|
Post-Sales: Project Staffing |
|
|
670 | (1) |
|
During Implementation: Project Control |
|
|
670 | (2) |
|
Internal Challenges at eSell |
|
|
672 | (1) |
|
|
|
673 | (2) |
|
Final Questions to Ponder |
|
|
675 | (1) |
|
|
|
675 | (2) |
|
Measuring the Usability of E-Commerce Applications |
|
|
677 | (12) |
|
|
|
|
|
677 | (1) |
|
A Usability Measurement Model |
|
|
678 | (1) |
|
Measuring Usability Subcharacteristics |
|
|
679 | (5) |
|
|
|
679 | (1) |
|
|
|
680 | (2) |
|
|
|
682 | (1) |
|
|
|
682 | (2) |
|
|
|
684 | (1) |
|
|
|
685 | (1) |
|
|
|
686 | (3) |
|
Metrics in E-Commerce: Function Point Analysis and Component Based Software Measurements |
|
|
689 | (26) |
|
|
|
|
|
689 | (2) |
|
What Is Component-Based Software? |
|
|
691 | (3) |
|
|
|
694 | (9) |
|
|
|
694 | (1) |
|
|
|
695 | (8) |
|
Will These Measures Work? |
|
|
703 | (10) |
|
|
|
705 | (2) |
|
|
|
707 | (5) |
|
|
|
712 | (1) |
|
|
|
712 | (1) |
|
|
|
713 | (1) |
|
|
|
714 | (1) |
| Bibliography |
|
715 | (18) |
| Index |
|
733 | |