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CSE7315M27 Slide # 3 January 7, 2006 CSE SW Project Management / Module 27 - Project Tracking and Oversight Copyright © , Dennis J. Frailey, All Rights Reserved Tracking and Oversight Occur Continuously Manage Risks Define the Approach Generate Detailed Plans Understand the Need Execute and Monitor text, chapters 6, 15
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CSE 7315 - SW Project Management / Module 27 - Project Tracking and OversightCopyright © 1995-2006, Dennis J. Frailey, All Rights Reserved Slide 1
CSE7315M27
January 7, 2006
SMU CSE 7315 / NTU SE 584-NPlanning and Managing a
Software Project
Module 27Project Tracking and
Oversight
Slide # 2January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Objectives of This Module• To present an overview of tracking
and oversight• To discuss some basic terminology
regarding measurement
Slide # 3January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Tracking and Oversight Occur ContinuouslyManage Risks
Definethe Approach
GenerateDetailed Plans
Understandthe Need
Execute and Monitortext, chapters 6, 15
Slide # 4January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
SW Project MonitoringTypical Symptoms of a Problem
We’re six months behind schedule, and
nobody knew it!
Why did it take us so long to find
out?
January
Slide # 5January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
SW Project MonitoringSymptoms of Another Problem
They’ve beenworking on that module for eight weeks and everyone
else is waiting for it.
Did thedevelopers in charge
know how many people depend on
themodule?
Slide # 6January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
SW Project MonitoringOther Examples
• The project manager promised a new feature to the customer -- but never told any of the programmers!– “I thought you knew about this!”
• The software takes up too much disk space.– Nobody ever thought it would get that big.
Slide # 7January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
SW Project Tracking and Oversight
PurposeTo provide adequate visibility into actual progress so that
management can take effective actions when the
software project’s performance deviates
significantly from the software plans
Slide # 8January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
SW Tracking and Oversight Goals from the SEI CMM/CMMI
1) Actual results and performance are tracked against software plans– Plans are revised to reflect actual
performance and changes in requirements or commitments
2) Corrective actions are taken and managed to closure when actual performance deviates significantly from software plans
Slide # 9January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
3PM Today
SW Tracking and Oversight Goals from the SEI CMM/CMMI
3) Changes to software commitments are communicated to all affected groups and individuals
Slide # 10January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
SW Project Tracking & Oversight
Practices Recommended by SEI• Use a software development plan for
tracking and communicating status• Track schedule, size, effort, computer
resources, technical activities and risks• Hold periodic reviews and take corrective
actions• Revise plans and schedules to reflect
changes -- using a defined procedure• Review customer commitments on a
regular basis
Slide # 11January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Tracking Progress
Slide # 12January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Things You Can Estimate and Track
• Costs• Sizes• Quality• Reliability• Schedules• Staffing• etc.
Slide # 13January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Establish a Data Base• Know about your organization– Performance on past projects– Lessons Learned
• Know about your industry and competitors– What is best in class?– Improvement rates
HistoricalData Base
- Data- Lessons- etc.
Facts to help you manage
Slide # 14January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Example of Experience vs. History
• History: for C++ doing your kind of software, you should be generating– 25 lines of code per day during the
coding phase, with– 3 errors per 1000 lines of code during
module test• Actual experience on your project:– 40 lines of code per day, with– 0.5 errors per 1000 lines of code
during module test
Slide # 15January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Optimist’s Conclusion
Do you have a solid reason to explain this difference?
Ask questions. Why are you better?– Is the process different?– Are the people a lot better?– Are the tools better?
We are doing much better than in the past!
Slide # 16January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Pessimist’s Conclusion
Ask questions. Find out what is really happening.– Are the tests being performed?– Is the coverage adequate?– Are there higher rates of customer complaints
after shipment?
Our testing is no good (perhaps because it is being
rushed due to deadlines)
Slide # 17January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Knowing the Competition Can Give You Insights
• But what if the norm in your industry is an improvement of 25%?
• And what if your competitors have all switched to Java and are 50% more productive as a result?
Weimproved our “C” language
productivity by 15%
Slide # 18January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Measurement
Slide # 19January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Every Measure Should Have a Purpose -- You Want to Get
Information
Data Analysis Information
Slide # 20January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
But for Every Analysis there are Two Possible Results
Information - tells you something right–We are (or are not) on schedule–Our risks are (or are not) under control
Misinformation - tells you something wrong –We are (or are not) on schedule–Our risks are (or are not) under control
And there will always be changes in the organization when you measure it
Slide # 21January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Key Issues• Define how to interpret measurements– To form a basis of consistent analysis
• Choose consistent display techniques– So people know how to interpret the data
• Define how to use each measurement– You must also demonstrate that you are using
it that way, so people will believe you– Given any measure, people will change to
make it look to their advantage• you want to make their behavior change in a
positive way
Slide # 22January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Organizational Framework• There must be an Organizational
Framework for understanding the importance of measurements– i.e., people do not sabotage the data
collection effort– And people do not abuse measures– And people do not draw wrong
conclusions
Slide # 23January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Achieving an Effective Organizational Framework
• Educate everyone in the proper use of measurements
• Develop the right measures– Involve those who are being measured– Measure only what you can benefit from
• Use the measurements– To make decisions about the product and
the process– But NOT to make decisions about people
Slide # 24January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
You Want to Achieve Optimal Performance
• Don’t over-measure or under-measure• Don’t over-test or under-test• Don’t over-inspect or under-inspect• etc.
• Track the things that represent your greatest risks and concerns
• Remember that it costs time and money to track - make it worthwhile
Slide # 25January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Basic Definition and Terminology Issues
• Levels of Measurement• What to Measure• Who Cares about What
Measures
Slide # 26January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Levels of Measurement
• What do we mean by a measure?• Does everyone mean the same
thing?• How do we resolve discrepancies?• Consider the example on the next
slide:
Slide # 27January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Information may be Measured in Many Ways!
Cost is best
measured in staff
days!
Why not
dollars?
I measure
it by drop in
stock price.
However they measure it, they had better figure out how to reduce cost!
Slide # 28January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Information, Measures and Data
Process in Execution
Data Data Data DataData
Information Need
Measure Measure Measure
Slide # 29January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Example
Process in Execution
UnitsProduced
Head-count
Lines of Code $ SpentMonths
Productivity
Units Per Month LOC perStaff Month $ per Line of Code
Slide # 30January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Definitions: Data
Data (or Primitive Measures)The fundamental, factual quantities that
characterize a process or product
– Specific facts that are countable or otherwise obtainable
– Minimum amount of analysis
Slide # 31January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Key Issues: Data
• Consistent definitions• Effective collectionExamples:– Hours worked– Number of employees– Lines of code
Slide # 32January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Consistent Definitions• What do you mean by a “day” of work?
Does everyone mean the same thing?• Such questions should be asked about
any data you propose to collect, such as lines of code, people, dollars, defects, variance, tests completed, complaints
You must define what you want … -- How many hours per day? -- What is a “line” of code? -- Which lines to include in LOC?
Slide # 33January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
How Long Is a Staff Day?
Salaried Staff
Staff Day
OvertimeRegular Time
Hourly StaffSalaried Staff Hourly Staff
Unpaid
PaidUnpaid
Paid
Slide # 34January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Effective Collection• Can you collect accurate and
consistent data?• Can you collect it efficiently?• How will the organization and the
process change when you collect the data?
Slide # 35January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Definitions: MeasuresMeasure (sometimes called Compound Measure)The result of counting or otherwise quantifying
an attribute of a process or product
– How we quantify – Something we can analyze and interpret– Generally associated with specific graphs
and rules of interpretation
Slide # 36January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Key Issues: Measures• Proper interpretation• How measures are displayed• Effective use of measuresExamples:– lines of code per hour– ratio of current to historical test
performance– turnover rate
Slide # 37January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Display and Interpretation:Consider the Following Graph
Modules Tested
05
1015202530
0 1 2 3 4 5 6 7 8 9 10 11 12
HistoricalPlanActual
Slide # 38January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Effective Use• You must define how you will use each measure– A measure can typically be used many ways– Some of these ways can be ineffective or even harmful– People tend to fear measurement because of past
experience with misuse• You must also demonstrate that you are using it
as planned, so people will believe you• Given any measure, people will change to make
it look to their advantage– So you want to make their behavior change in a
positive way
Slide # 39January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Example: A Measure & Its Impact
Information Need: ProductivityMeasure 1: Lines of code per dayUse: reward those who produce the most lines of code per dayResult: people may produce bloated, inflated code in order to look goodMeasure 2: requirements met and tested, weighted by complexity of requirementUse: track against history and use to identify
process bottlenecksResult: people may use the data to make the process more efficient, resulting in lower cost
Slide # 40January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
A Less Common Measure That May be Very Effective
Information Need: ProductivityMeasure 3: Number of customer complaintsUse: reward those who produce the code that is responsible for the fewest customer complaintsResult: developers may pay particular care to the
customer’s need, resulting in future sales and
business success
Slide # 41January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Definitions: InformationInformation
A measured quantity that provides insight into a software issue or concept or goal.
– What and why we measure– An indicator – A standard of measurement that ties to a
goal or purpose
Slide # 42January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Key Issues: Information• Selecting a measure that provides
the desired insight or information regarding the goal or purpose
Examples:– Comparisons (planned vs. actual)– Indices (performance ratio,
productivity, return on investment)
Slide # 43January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Focusing on the Goals and Needs
• Customer satisfaction can be measured in terms of response to a survey that biases customer response and hides their real views
• Or it can be measured in terms of something that accurately reflects customer views
• The same applies to measures of productivity, quality, cycle time, defect density, etc.
Each measure should provide information that addresses some higher level objective, such as
“reducing cost” or “on time delivery”
Slide # 44January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Select the Right Measure• There are many ways to measure a
desired quantity and different organizations measure differently
• The key is to spend time to select the right measure, so you satisfy the information needs in support of the higher level objective(s)
Slide # 45January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Good and Not So Good Measures
Goal: Produce software more efficientlyInformation Need: Efficiency
Measure 1: tests completed per weekResult: easy tests done first; corners cut in testing; hard problems ignored or deferred
Measure 2: reworkResult: process and methods are improved to reduce rework, resulting in more efficient software development
Slide # 46January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Rework Is an Excellent Measure of Efficiency or
Productivity• It tells you where you are wasting
resources
However …• Rework is a lagging indicator.– It does not spot problems in advance
Slide # 47January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
What Should We Measure?Product ProjectProcess determine
ssuccess of
determines
quality of
root causesroot causes
Process Measures–Effectiveness of the process–How well are we following the process?–Risk monitoring
Product Measures–Performance and quality–How well is the product meeting its requirements?
Project Measures–The state of the project–How are we doing relative to cost, schedule, staffing, etc.?
Slide # 48January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Product ProjectProcessAttributesWhat
Resources
Quality
Time Are We On Schedule?
Expenses vs. Budget?
How Fast can we Manufacture?
What Is our Cycle Time?
Post-release Defects?
What will it Cost?
What is our Productivity?
Customer Satisfaction?
In-process Defects?
Performance
Meets Perfor- mance Goals?
Meets Mgt. Goals?
Does it Work?
What Attributes Can We Measure?
• We want attributes that relate to our goals – time, resources, performance, quality etc.
• The following type of matrix can help:
Slide # 49January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Who Cares About What?• Managers usually care about project
measures - that’s how they are judged -- But if the project is in trouble they need
to know more• Developers usually care about product
measures -- that’s what they are evaluated by• Both should care about process measures -- this is usually where you learn the
reasons why a project or a product is in trouble
Slide # 50January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Summary of Module• Measure to know what is really
happening• Avoid misinterpreting the data• Define how to measure, interpret,
and display the data• There are many ways to measure a
given quantity – choose one that works best for you
Slide # 51January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
References• Baumert, John H., and Mark S. McWhinney,
Software Measures and the Capability Maturity Model, CMU/SEI-92-TR-25, ESC-TR-92-025, Software Engineering Institute, Carnegie Mellon University, Pittsburgh, Pa., 1992.
• DeMarco, Tom, Controlling Software Projects: Management, Measurement, and Estimation, New York, Yourdon Press, 1982.
• Grady, Robert B. Practical Software Metrics for Project Management and Process Improvement. Englewood Cliffs, N.J., Prentice-Hall, Inc., 1992. ISBN 0-13- 720384-5.
Slide # 52January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
Possible Exam Questions Explain why tracking and
oversight are important for project management
Explain the difference between an information need and a measure.
Explain several risks with defining and collecting data properly
Slide # 53January 7, 2006
CSE 7315 - SW Project Management / Module 27 - Project Tracking and
OversightCopyright © 1995-2006, Dennis J. Frailey,
All Rights ReservedCSE7315M27
END OFMODULE 27