IT Measurement Practical Advice from the Experts

by
Edition: 1st
Format: Paperback
Pub. Date: 2002-04-17
Publisher(s): Addison-Wesley Professional
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Summary

This is a book whose time has come. As the software industry continues to mature, there is an increased emphasis on the need to better understand the impact of technology, methodology, and effective use of skilled resources. Software measurement is one of the key components necessary to effectively monitor progress. Software measurement, for the purposes of this book, is defined as the definition, collection, consolidation, analysis, and reporting of quantitative and qualitative measures within the software development and maintenance arena. Software metrics provide insights into productivity and quality gains realized as a result of applying a combination of skills, technology, and methodology to the software problem domain.

As you begin to read and use this book, you will find a compilation of articles dealing with various aspects of software measurement. The authors include noted industry gurus on the subject, such as Capers Jones and Howard Rubin, as well as writings from both practitioners and service providers. The articles are designed to reflect real-life experiences from which we can all learn.

The contents of this book are intended to serve as a series of reference points on a variety of measurement-related topics. It is unlikely that anyone will pick up the book and read it cover to cover. The audience, therefore, will be as broad as the scope of topics covered. Several of the articles deal with the fundamentals of measurement, while others are for the more advanced or sophisticated practitioner.

The development of this book was part of a volunteer committee effort under the banner of the International Function Point Users Group (IFPUG). However, this compilation of articles is not solely focused on advancing awareness of the use of function points. The book's primary purpose is to provide the audience with the best information available regarding the use of software metrics.

Each of the thirteen parts contains two or more chapters, which are presented alphabetically by author. We have provided a brief biography for each author that will enable you to contact the author directly if you wish to discuss a given topic in greater detail. We also invited the inclusion of a company profile if an author so desired. This form of "advertising" is the only compensation these authors will receive for this book. They contributed their articles with the complete understanding that this was a book intended for the betterment of the software industry as a whole.

The idea for this book came out of the Management Reporting Committee (MRC), one of IFPUG's subcommittees. Its charter it is to support the IFPUG organization with regard to the development and publication of documents necessary to advance the use of software metrics. Once the book was approved by the Executive Board, MRC set about its task of soliciting articles.

A three-tier list of potential authors was compiled that included invitations to industry notables, known practitioners in the field of software metrics, and various membership audiences from a variety of software metrics-related organizations. A range of topics was developed, and responses from those solicited were reviewed based on a common set of acceptance criteria. Once in place, the articles were grouped into sections.

The MRC reviewed all the articles and wrote introductions to the sections. They served as the "agent" between the publisher and the authors, taking on the task of ensuring all reviews and edits were done properly. This book is the result of their tireless efforts, and a note of thanks is appropriate to the following committee members:

David Herron, Committee Chair
Janet Russac, Vice Chair
Dawn Coley
James Curfman
Barbara Emmons
Joe Schofield

We should also note the efforts of the IFPUG organization as a whole: the insight of the Board, who authorized the funding for this project, and select members who contributed some of the writings in this book.

The International Function Point Users' Group (IFPUG) is a membership-governed, nonprofit organization committed to increasing the effectiveness of its members' information technology environments through the application of function point analysis (FPA) and other software measurement techniques. IFPUG endorses FPA as its standard methodology for software sizing. In support of this, IFPUG maintains the Function Point Counting Practices Manual, the recognized industry standard for FPA. IFPUG also provides a forum for networking and information exchange that promotes and encourages the use of software product and process metrics. IFPUG members benefit from a variety of services, including

  • Annual Conference: IFPUG's annual conference brings together leading industry experts, practitioners, and technology vendors for a week-long exchange of experiences and presentations on the latest happenings in the field of software metrics. The Vendor Showcase provides conference attendees the opportunity to compare state-of-the-art products and services in support of the IT measurement discipline.
  • Educational Seminars and Workshops: In conjunction with its conferences, IFPUG offers a variety of training opportunities designed to complement sound software management practices. Workshops cover a range of topics, including function point counting practices, project management techniques, and process improvement strategies.
  • Professional Certification: Through its Certified Function Point Specialist (CFPS) program, IFPUG offers professional certification for practitioners of FPA. The certification program has recently been extended to cover function point training materials and software tools designed to perform FPA tasks.
  • Working Committees: IFPUG members support the advancement of software metrics disciplines by volunteering to participate on a variety of working committees. These committees produce vital information for the membership on counting standards, management reporting guidelines, and the impact of new technologies on the software measurement process.
  • Industry Publications: IFPUG produces and maintains a suite of timely publications on software measurement standards and guidelines. METRICVIEWS, the official newsletter of IFPUG, is a leading source of current information, ideas, and success stories in the field of software measurement.

Organized in 1986, IFPUG is one of the fastest growing software metrics user groups in the world. With the addition of its affiliate member organizations, IFPUG serves over 1200 members in more than 30 countries. IFPUG members represent every major industry segment, including aerospace, automotive, banking, insurance, manufacturing, retail, and telecommunications. For further information on the International Function Point User Group, please contact their offices in Princeton Junction, New Jersey (phone number 609-799-4900) or access them electronically on their Web site at www.ifpug.org.

David Herron



020174158XP03282002

Author Biography

The International Function Point Users Group (IFPUG) is a non-profit organization committed to enhancing technology environments through the application of Function Point Analysis (FPA) and other software measurement techniques. The IFPUG maintains the Function Point Counting Practices Manual, the industry standard for FPA, and provides a forum for information exchange that encourages the use of software and process metrics

Table of Contents

Foreword xxix
Introduction xxxiii
Part I: Insights from Industry Experts 1(82)
The Expanding Roles of Function Point Metrics
3(28)
Capers Jones
Introduction
3(1)
Expanded Uses for the Function Point Metric
4(15)
1975: Function Points Invented Within IBM
4(1)
1978: IBM Announces Function Points to the Software Industry
5(1)
1980: Function Points and Programming Language Evaluation
5(1)
1985: Function Points and Software Cost Estimating
6(1)
1986: Formalized Function Point Training
6(1)
1987: Function Points and Software Quality
7(1)
1988: Function Points and Software Benchmarks
8(1)
1989: Function Points and Software Portfolio Analysis
8(1)
1990: Function Points and Tool Analysis
8(1)
1991: Function Points and Make Versus Buy Analysis
9(1)
1992: Function Points and International Industry Comparisons
9(2)
1993: Function Points and Outsource Analysis
11(1)
1994: Function Points and Business Process Reengineering
11(1)
1994: Function Points and the Software Engineering Institute Capability Maturity Model
12(1)
1995: Function Points and Taxation of Software Assets
13(1)
1995: Function Points and Outsource Litigation
13(1)
1996: Function Points and Estimating Rules of Thumb
14(1)
1997: Function Points and Mass Updates such as the Year 2000 Projects
15(1)
1997: Function Points and Enterprise Resource Planning Applications
16(1)
1998: Function Points and Web-Based Applications
16(1)
1999: Function Points and the Euro
17(1)
2000: Function Points and the Earned-Value Approach
17(1)
2001: Function Points and the Balanced Scorecard Approach
18(1)
Optimizing Function Point Value
19(1)
Function Points and Software Requirements
20(2)
Ratios of Function Point Counting Specialists
22(1)
In-House Counts Versus Consultant Function Point Counts
23(1)
Potential Expansion of Function Point Metrics
24(5)
Improved Guidelines for Embedded and Real-time Software
24(1)
The Need for Data Point Metrics
25(1)
The Need for Service Point Metrics
26(1)
The Need for Engineering Point Metrics
26(1)
The Need for COTS Point Metrics
27
The Need far Value Point Metrics
26(2)
The Need for Risk Point Metrics
28(1)
Summary and Conclusions
29(1)
Biography
29(2)
IT Organization, Benchmark Thyself
31(22)
Michael Mah
Metrics That Matter
32(1)
Compared to What? A Frame of Reference
33(4)
Interpreting the Metrics
37(1)
Collecting the Data: You Can Be Your Own NCHS
38(1)
Start Charting
38(1)
Managing the Data
39(2)
Establish a Routine
39(1)
Organize What You Have Learned
39(1)
Present What You Have Collected
40(1)
The Driving Pressure: Deadlines
41(1)
Obstacles to Acquiring IT Metrics Information
42(1)
What Projects to Use
43(1)
Old Data Versus New
43(1)
Analysis Advice
44(1)
Do Not Play the Ratio Game
45(1)
A Graphical Analysis
46(3)
What It All Means
49(1)
Biography
50(3)
The Core of Software Planning
53(14)
Lawrence H. Putnam
Ware Myers
Measuring the Core Metrics
54(7)
Measuring the Product
54(1)
Measuring Quality
55(2)
Measuring Process Productivity
57(4)
Measuring the Time
61(1)
Measuring the Effort
61(1)
Measurement Seeks Results
61(3)
Estimating with the Core Metrics
62(1)
Bidding with the Core Metrics
62(1)
Control with the Core Metrics
63(1)
Replan with Revised Metrics
63(1)
Biography
64(3)
Work Output Measurement: IT Work Units
67(16)
Howard Rubin
Introduction
67(1)
Work Output Measurement
68(2)
Computing Throughput
70(1)
Normalization and the Work Unit
71(1)
Initial Observations on ITWUs
72(2)
Applying ITWUs
74(5)
ITWU Example from MCI Systemhouse
79(2)
Evolutionary Development of a Purer Work Unit Metric
81(1)
Summary
81(1)
Biography
81(2)
Part II: Measurement Program Approaches 83(76)
EDS Brazil Metrics Program: Measuring for Improvement
85(12)
Marcio Luiz Barroso da Silveira
Why a Metrics Program and Why It Must Be Formalized
85(1)
Metrics Program: Organizational Structure
86(1)
Metrics Program Processes
87(4)
Estimating Process
91(2)
Why Some Metrics Programs Fail
93(1)
EDS Brazil and the Corporate Metrics and Estimating Program
94(1)
Summary
95(1)
Biography
95(2)
Measurement Program Implementation Approaches
97(16)
Lori Holmes
Introduction
97(2)
Defining Goals and Initiatives
99(1)
Defining Measures
100(1)
Defining Data Collection
101(3)
Data Definitions
101(1)
Data Collection Points
102(1)
Data Collection Responsibilities
102(1)
Data Collection Vehicles
102(2)
Defining Reports
104(1)
Implementing the Measurement Process
105(5)
Roll-out
105(1)
Staffing Needs
106(1)
Process and Methods Development
107(2)
Education
109(1)
Summary
110(1)
Biography
110(3)
Benchmarking
113(12)
Arlene F. Minkiewicz
Introduction
113(1)
What Is Benchmarking?
114(1)
Why Benchmark?
115(1)
Internal Benchmarking
115(2)
External Benchmarking
117(1)
Getting Started with Benchmarking
118(2)
Analyzing What Has Been Learned
120(2)
Summary
122(1)
Biography
123(2)
A Data Definition Framework for Defining Software Measurements
125(22)
James Rozum
Introduction
125(1)
Uses of Data Definition Frameworks
126(1)
Data Modeling and Terminology
127(12)
DDF Architecture
131(1)
Data Definition Columns
131(1)
Definition Column Descriptions
132(1)
Example of Data Definition Columns
133(1)
Data Manipulation Columns
134(1)
Total Count
135(1)
Separate Counts
136(2)
Arrays
138(1)
Putting It All Together
139(1)
An Example from Practice
140(2)
Complete Effort (Staff Hours) DDF
142(2)
Summary
144(1)
Biography
144(3)
Cheaper, Better, Faster: A Measurement Program that Works
147(12)
Janet Russac
Introduction
147(1)
Metrics: Concept, Benefits, and Uses
147(1)
Metrics Selection Criteria
148(1)
Metrics Categories
149(2)
Productivity
149(1)
Quality
149(1)
Cost
150(1)
Time
150(1)
Key Measures
151(1)
Function Points
151(1)
Hours
151(1)
Defects
151(1)
Calendar Months
152(1)
Dollars
152(1)
Project Attributes
152(2)
The Measurement Team
152(2)
Data Collection
154(1)
Data Analysis Process
154(1)
Organizational Metrics Reporting
155(2)
Tools
156(1)
Summary
157(1)
Biography
157(2)
Part III: Function Points as Part of a Measurement Program 159(62)
How and When Can Functional Size Fit with a Measurement Program?
161(10)
Carol A. Dekkers
Introduction
161(1)
Software Measurement Steps
162(1)
Planning the Measurement Program
163(1)
Which Metrics to Choose
164(1)
Pilot the Appropriate Target Metrics
165(1)
Critical Success Factors
166(1)
Cultural Change
167(1)
Summary
168(1)
Biography
169(2)
An Early Estimation of Software Reliability Based on the Size Estimation and the Software Process Assessment of Large Telecom Systems
171(12)
Alex Lubashevsky
Introduction
171(1)
Software Reliability Estimation
172(1)
The Role of Size and Complexity
173(1)
Early Size and Reliability Estimation
174(7)
Summary
181(1)
Biography
181(2)
Establishing Central Support for Software Sizing Activities in a Large Organization
183(14)
Valerie Marthaler
Steve Keim
Business Drivers
183(1)
Industry Standards
184(2)
ISO standard 14143-1
185(1)
IFPUG CPM
185(1)
IEEE
185(1)
SEI CMM
186(1)
Methods and Tools
186(3)
Function Point Analysis
187(1)
Organizational Guidelines
187(1)
Model-Based Estimating Tools
187(1)
Function Point Analysis Repository Tools
188(1)
SLOC Counting Tool
188(1)
Recommended Organization Structure
189(1)
Central Sizing Support Team Responsibilities
190(4)
Central Point of Contact
190(1)
Recommend Sizing Approaches
190(1)
Training and Mentoring
191(1)
Establishing and Maintaining Asset and Project Sizes
192(1)
Validating Asset and Project Sizes
192(1)
Providing Issue Resolution
193(1)
Communicating Organizational and Industry Standards and Guidelines
193(1)
Reporting Back to the Organization and Leadership
193(1)
Summary
194(1)
Biographies
194(3)
Function Points as Part of a Measurement Program
197(24)
Pam Morris
Introduction
197(1)
Managing Project Development
198(10)
FPA Uses and Benefits in Project Planning
198(5)
FPA Uses and Benefits in Project Construction
203(1)
FPA Uses and Benefits after Software Implementation
204(4)
Customizing Packaged Software
208(2)
Estimating Package Implementations
209(1)
FPA Infrastructure and Resources
210(3)
Roles and Responsibilities
210(3)
Selecting Software to Count
213(1)
Activities That Do Not Deliver Function Points
213(1)
Standards for Recording Function Point Counts
214(1)
Standards for Resolving Count Issues
215(1)
Standards for Reviewing Counts
216(1)
Resources and Cost
217(2)
Cost of Implementation
218(1)
Biography
219(2)
Part IV: Using Metrics to Manage Projects 221(72)
Tracking Software Progress
223(14)
Elizabeth (Betsy) Clark
Tracking Progress: Criteria for Effective Measures
225(1)
Activity-Based Measures of Progress
226(5)
Detailed Activity-Based Measure
231(2)
Product-Based Measures of progress
233(2)
Comparing Activity-Based and Product-Based Measures of Progress
235(1)
Recommendation
235(1)
Biography
236(1)
Effectively Utilizing Software Metrics: Project Metrics
237(18)
Daniel D. Galorath
Introduction
237(2)
Strategic versus Tactical
239(1)
The Project Framework
240(2)
Function Points and Sizing
242(1)
Effective Size
243(4)
Productivity
247(1)
Assessing Risks
248(1)
Earned Value Management
249(1)
Product Quality
250(1)
Product Defect Tracking: Managing with Metrics
251(2)
Summary
253(1)
Biography
253(2)
Project Metrics Using Effort Metrics for Tracking
255(16)
Magnus Hoglund
Introduction
255(1)
Why Measure and Analyze?
256(1)
Avoiding the Pitfalls
256(1)
Effort: What Is It?
257(2)
Active Planning and Tracking
259(9)
Status Diagram
260(1)
Trend Diagram
261(1)
Earned Value
262(2)
Structures
264(3)
Tracking on Different Levels
267(1)
Summary
268(1)
Biography
269(2)
Using Project Metrics to More Efficiently Manage Projects
271(22)
Steven M. Woodward
Introduction
271(2)
New Development Project Management
272(1)
Enhancement Project Management
273(1)
Key Measures
273(7)
Function Points
274(1)
Effort-Hours
274(1)
Cost
275(1)
Project Duration Days
275(1)
Defects
276(1)
Lines of Code
276(1)
Supplementary Information
277(3)
Practical Real-Life Application of Project Metrics
280(6)
Case Example Results
286(1)
Relationship of Measures
287(1)
Using Internal or External Productivity Benchmarks
288(3)
Summary
291(1)
Biography
291(2)
Part V: Problems with Measurement Programs and How to Avoid Them 293(28)
Avoiding Obstacles and Common Pitfalls in the Building of an Effective Metrics Program
295(10)
Sheila P. Dennis
Requirements Identification and Analysis
295(3)
Design
298(1)
Design Implementation
299(1)
Program Testing
300(1)
Implementation and Maintenance
301(2)
Biography
303(2)
Unreported and Unpaid Overtime: Distorted Measurements and Formulas for Failure
305(16)
Gene Fellner
Introduction
305(2)
The Numbers
307(1)
The History of Overtime
307(1)
Computerization and Overtime
308(1)
The Reasons for Unreported and/or Unpaid Overtime
309(2)
The Desire
309(1)
The Expectations
309(1)
The Law
310(1)
The Defects
311(1)
A Software Metrics Perspective
311(2)
The Impact on Organizations
313(1)
The Social Costs
313(1)
Overtime Overseas
314(1)
The Software Engineering Institute's Capability Maturity Model
315(1)
A Status Report
316(2)
Summary
318(1)
Conclusion
319(1)
Biography
320(1)
Part VI: Using Software Metrics for Effective Estimating 321(86)
Metrics in Support of Estimating in a Large Software Services Company
323(14)
Donald Beckett
Pamela G. Llorence
Introduction
323(1)
The Role of Estimating in Metrics and Process Improvement Activities
323(2)
Establishing Estimating Centers
325(1)
Estimating Dilemmas
326(1)
Corporate Metrics for Estimating
327(1)
The Business Value of Estimating Centers
328(1)
The Case for Model-Based Estimating
329(1)
Schedule Compression in Estimating: A Case Study
329(6)
Summary
335(1)
Biographies
335(2)
Estimating Software Development Projects
337(26)
Craig P. Beyers
Why Estimating is Important
337(2)
Estimating Concepts
339(3)
Using Data for Estimating
342(7)
Estimating Models
349(7)
How to Estimate Software Projects
356(1)
Estimating New Projects or Major Enhancements
357(1)
Reestimating Ongoing Projects
357(3)
Summary
360(1)
Biography
361(2)
Enhanced Estimation: On Time, Within Budget
363(14)
David Garmus
Prerequisites
365(1)
Conducting a Proof of Concept
365(6)
Selecting a Tool
371(2)
Ability To Do What-if Analysis
371(1)
Comparisons to Industry and Best-in-Class
371(1)
Deliverable Estimates
372(1)
Exporting to Project Management Tools
372(1)
Identification of Process Strengths and Weaknesses
372(1)
Interface with Function Point Repository
372(1)
Portfolio or Baseline Creation (Storage of Data)
373(1)
Reporting Feature
373(1)
Where Do We Go from Here?
373(1)
Biography
374(3)
Enhanced Estimation
377(14)
John A. Landmesser
Introduction
377(1)
Function Point Counting and Effort Estimation
378(1)
Measurement Areas to Evaluate the Estimation Process
379(2)
Requirements Analysis Effort Estimation
381(2)
Implementation Effort Estimation
383(1)
Translating Effort into Client-Friendly Numbers
384(3)
Summary
387(1)
Biography
388(3)
ESE: Enhanced Software Estimation
391(16)
Luca Santillo
Introduction
391(1)
The Basic Model: IFPUG Guidelines and ISBSG Benchmark
392(2)
To Adjust or Not to Adjust: The VAF Issue
394(1)
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)
The Software Reuse Issue
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)
Future Enhancements
405(1)
Biography
406(1)
Part VII: Requirements Management 407(36)
The New and Improved Requirements Engineer
409(8)
Joe Madden
Introduction
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)
Summary
414(1)
Suggested Readings
415(1)
Biography
415(2)
Early and Quick Function Point Analysis from Summary User Requirements to Project Management
417(26)
Roberto Meli
Introduction
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)
Method's Overview
428(2)
Method's Details
430(5)
Numerical Assignments
435(1)
EQFPA Procedure
436(4)
Conclusions
440(1)
Biography
440(3)
Part VIII: Impact on IT/Business Measures 443(28)
Critical Success Factors for Developing and Implementing a Contractual Metrics Program
445(10)
Melinda Ayers
Introduction
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)
Training and Education
452(1)
Pre- and Post-implementation Support
452(1)
Summary
453(1)
Biography
454(1)
Considerations for Getting Maximum Benefit from an Enterprise-Wide Metrics Repository
455(8)
Dawn Coley
Introduction
455(1)
The Assumptions
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)
Summary
461(1)
Biography
461(2)
The Role of Universities in Promoting Software Measures
463(8)
Ewa Magiera
Introduction
463(1)
The Role of Software Measurement
464(3)
The Role of Teaching
467(2)
Conclusions
469(1)
Biography
469(2)
Part IX: IT Balanced Scorecard Approaches 471(46)
Measurements Necessary to Support an IT Balanced Scorecard: It Indicators
473(18)
Conrado Estol
Introduction
473(1)
Identification and Selection of Good Indicators for IT Function
474(3)
The Balanced Scorecard
477(1)
The Balanced Scorecard and IT
478(9)
Customer Perspective
479(4)
Internal Business Process Perspective
483(1)
Innovations and Learning Perspective
484(2)
Financial Perspective
486(1)
Conclusion
487(1)
Biography
488(3)
Software Balanced Scorecards: The Icing on the Cake
491(12)
Bill Hufschmidt
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)
Other Important Measures
494(7)
Summary
501(1)
Biography
501(2)
Keeping a Well-Balanced Scorecard
503(14)
Sara Kathryn Shackelton
Introduction
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)
Balance Your Measures
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)
One Final Note
515(1)
Biography
515(2)
Part X: Metrics in Outsourcing 517(50)
Introduction to Metrics in Outsourcing
519(18)
Scott Goldfarb
Introduction
519(1)
Background
519(1)
Defining and Classifying Outsourcing Arrangements
520(2)
Steps in Establishing Metrics for Outsourcing
522(3)
Metrics for Outsourcing
525(3)
Establishing the Baseline
528(3)
Strategic Analysis
529(1)
Financial Analysis
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)
Summary
533(1)
Biography
534(3)
Litigation: The Product of Not Practicing Function Point Metrics
537(16)
Ron J. Salvador
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)
After the Love is Gone
547(1)
It's a Bug's Life
547
The Requirements They Are A-Changin'
538(11)
The Costs of Software Metrics: Are They Worth It?
549(2)
Biography
551(2)
Metrics in Outsourcing
553(14)
Koni Thompson
A Recipe for Success
554(1)
Planning Phase
554(3)
Planning: Analysis and Identification
554(1)
Planning: Definition
555(1)
Sample Metrics Profile Outline
555(1)
Planning: Implementation
556(1)
Planning: Capability Analysis
556(1)
Planning: Approval
557(1)
Executing Phase
557(4)
Execution: Collection
557(1)
Execution: Consolidation
558(1)
Execution: Repository
558(1)
Execution: Baseline
559(1)
Execution: Reporting
560(1)
Governing Phase
561(2)
Governance: Review
561(1)
Governance: Contract Conformance
561(1)
Governance: Auditing
562(1)
Governance: True Up
562(1)
A Quality Model
563(2)
Summary
565(1)
Biography
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)
Jeanne Doyle
Introduction
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)
Conclusion
575(1)
Biography
576(1)
Measurement and Analysis in Software Process Improvement
577(28)
Dennis Goldenson
Joe Jarzombek
Terry Rout
Why Care about Measurement
578(2)
The Need for Explicit and Focused Guidance
578(1)
The Need for an Early Focus
579(1)
Doing Measurement Right
580(10)
Standards and Models
581(3)
The Measurement Process
584(1)
Practical Software and Systems Measurement
585(1)
An Overview of CMMI
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)
Analytic Approaches
595(3)
Available Guidance
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)
Summary and Conclusions
602(1)
Acknowledgments
603(1)
Biography
603(2)
What Can Function Point Analysis Do To Support CMM?
605(8)
Li Hongxing
Introduction
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)
Summary
611(1)
Biography
611(2)
Part XII: Statistical Process Control 613(40)
Applying Statistical Process Control to Performance Management
615(14)
Ron McClintic
Introduction
615(1)
The Performance Management Challenge
615(1)
Testing and Production
616(1)
Issues with Data Collection
617(3)
Control Charts Defined
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)
Summary
627(1)
Biography
627(2)
Applying Statistical Process Control to Software
629(24)
Edward F. Weller
Business Needs
629(1)
Possible Uses
630(1)
Why Should I Use SPC?
631(1)
Prerequisites to Using SPC
632(1)
Basics of SPC
632(1)
Upper and Lower Control Limit Basics
632(3)
Functional Examples
635(4)
Inspection Data Analysis
639(4)
Preparation Rate
639(1)
Defect Data
640(3)
Anomalous Patterns
643(1)
Control Charts and Predicting Quality
644(4)
Defect-Removal Effectiveness
644(3)
Cause and Effect Relationships
647(1)
Other Uses
648(1)
Cost to Implement and Use
649(1)
Summary
650(1)
Biography
651(2)
Part XIII: Metrics in E-Commerce 653(62)
The Role of Functional Metrics in B2B E-Commerce Project Success
655(22)
Sam Bayer
Vic Tolomei
Introduction
655(1)
B2B E-Commerce Primer
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)
Other Applications
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)
Summary and Conclusions
673(2)
Final Questions to Ponder
675(1)
Biography
675(2)
Measuring the Usability of E-Commerce Applications
677(12)
Loredana Frallicciardi
Introduction
677(1)
A Usability Measurement Model
678(1)
Measuring Usability Subcharacteristics
679(5)
Ease of Use
679(1)
Understandability
680(2)
Effectiveness
682(1)
Efficiency
682(2)
Evaluating Usability
684(1)
Summary
685(1)
Biography
686(3)
Metrics in E-Commerce: Function Point Analysis and Component Based Software Measurements
689(26)
Jacqueline Jones
Introduction
689(2)
What Is Component-Based Software?
691(3)
What Should We Measure?
694(9)
Marti's Analysis
694(1)
Jacque's Analysis
695(8)
Will These Measures Work?
703(10)
Applications
705(2)
Components
707(5)
Projects
712(1)
Reuse
712(1)
Summary
713(1)
Biography
714(1)
Bibliography 715(18)
Index 733

Excerpts

This is a book whose time has come. As the software industry continues to mature, there is an increased emphasis on the need to better understand the impact of technology, methodology, and effective use of skilled resources. Software measurement is one of the key components necessary to effectively monitor progress. Software measurement, for the purposes of this book, is defined as the definition, collection, consolidation, analysis, and reporting of quantitative and qualitative measures within the software development and maintenance arena. Software metrics provide insights into productivity and quality gains realized as a result of applying a combination of skills, technology, and methodology to the software problem domain.As you begin to read and use this book, you will find a compilation of articles dealing with various aspects of software measurement. The authors include noted industry gurus on the subject, such as Capers Jones and Howard Rubin, as well as writings from both practitioners and service providers. The articles are designed to reflect real-life experiences from which we can all learn.The contents of this book are intended to serve as a series of reference points on a variety of measurement-related topics. It is unlikely that anyone will pick up the book and read it cover to cover. The audience, therefore, will be as broad as the scope of topics covered. Several of the articles deal with the fundamentals of measurement, while others are for the more advanced or sophisticated practitioner.The development of this book was part of a volunteer committee effort under the banner of the International Function Point Users Group (IFPUG). However, this compilation of articles is not solely focused on advancing awareness of the use of function points. The book's primary purpose is to provide the audience with the best information available regarding the use of software metrics.Each of the thirteen parts contains two or more chapters, which are presented alphabetically by author. We have provided a brief biography for each author that will enable you to contact the author directly if you wish to discuss a given topic in greater detail. We also invited the inclusion of a company profile if an author so desired. This form of "advertising" is the only compensation these authors will receive for this book. They contributed their articles with the complete understanding that this was a book intended for the betterment of the software industry as a whole.The idea for this book came out of the Management Reporting Committee (MRC), one of IFPUG's subcommittees. Its charter it is to support the IFPUG organization with regard to the development and publication of documents necessary to advance the use of software metrics. Once the book was approved by the Executive Board, MRC set about its task of soliciting articles.A three-tier list of potential authors was compiled that included invitations to industry notables, known practitioners in the field of software metrics, and various membership audiences from a variety of software metrics-related organizations. A range of topics was developed, and responses from those solicited were reviewed based on a common set of acceptance criteria. Once in place, the articles were grouped into sections.The MRC reviewed all the articles and wrote introductions to the sections. They served as the "agent" between the publisher and the authors, taking on the task of ensuring all reviews and edits were done properly. This book is the result of their tireless efforts, and a note of thanks is appropriate to the following committee members:David Herron, Committee Chair Janet Russac, Vice Chair Dawn Coley James Curfman Barbara Emmons Joe SchofieldWe should also note the efforts of the IFPUG organization as a whole: the insight of the Board, who authorized the funding for this project, and select members who contributed som

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