Project Control and Process Instrumentation项目控制和过程仪表.docx
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Project Control and Process Instrumentation项目控制和过程仪表.docx
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ProjectControlandProcessInstrumentation项目控制和过程仪表
Chapter13ProjectControlandProcessInstrumentation
KeyPoints
∙Theprogresstowardprojectgoalsandthequalityofsoftwareproductsmustbemeasurablethroughoutthesoftwaredevelopmentcycle.
∙Metricsvaluesprovideanimportantperspectiveformanagingtheprocess.Metricstrendsprovideanother
∙Themostusefulmetricsareextracteddirectlyfromtheevolvingartifacts.
∙Objectiveanalysisandautomateddatacollectionarecrucialtothesuccessofanymetricsprogram.Subjectiveassessmentsandmanualcollectiontechniquesarelikelytofail.
Theprimarythemesofamodernsoftwaredevelopmentprocesstacklethecentralmanagementissuesofcomplexsoftware:
1.Gettingthedesignrighbyfocusingonthearchitecturefirst
2.Managingriskthroughiterativedevelopment
3.Reducingthecomplexitywithcomponent.basedtechniques
4.Makingsoftwareprogressandqualitytangiblethroughinstrumentedchangemanagement
5.Automatingtheoverheadandbookkeepingactivitiesthroughtheuseofround-tripengineeringandintegratedenvironments
Thefourthitemisthesubjectofthischapter.Itisinherentlydifficulttomanagewhatcannotbemeasuredobjectively.Thiswasoneofthemajorissueswiththeconventionalsoftwareprocess,wheretheintermediateproductswerepredominantlypaperdocuments.Softwaremetricsinstrumenttheactivitiesandproductsofthesoftwaredevelopment/integrationprocess.Anysoftwareprocesswhosemetricsaredominatedbymanualproceduresandhuman-intensiveactivitieswillhavelimitedsuccess.Inamoderndevelopmentprocess,themostimportantsoftwaremetricsaresimple,objectivemeasuresofhowvariousperspectivesoftheproductandprojectarechanging.
Thequalityofsoftwareproductsandtheprogressmadetowardprojectgoalsmustbemeasurablethroughoutthesoftwaredevelopmentcycle.Thegoalsofsoftwaremetricsaretoprovidethedevelopmentteamandthemanagementteamwiththefollowing:
∙Anaccurateassessmentofprogresstodate
∙Insightintothequalityoftheevolvingsoftwareproduct
∙Abasisforestimatingthecostandscheduleforcompletingtheproductwithincreasingaccuracyovertime
13.1THESEVENCOREMETRICS
Manydifferentmetricsmaybeofvalueinmanagingamodernprocess.Ihavesettledonsevencoremetricsthatshouldbeusedonallsoftwareprojects.Threearemanagementindicatorsandfourarequalityindicators.
MANAGEMENTINDICATORS
∙Workandprogress(workperformedovertime)
∙Budgetedcostandexpenditures(costincurredovertime)
∙Staffingandteamdynamics(personnelchangesovertime)
QUALITYINDICATORS
∙Changetrafficandstability(changetrafficovertime)
∙Breakageandmodularity(averagebreakageperchangeovertime)
∙Reworkandadaptability(averagereworkperchangeovertime)
∙Meantimebetweenfailures(MTBF)andmaturity(defectrateovertime)
Table13-1describesthecoresoftwaremetrics.Eachmetrichastwodimensions:
astaticvalueusedasanobjective,andthedynamictrendusedtomanagetheachievementofthatobjective.Whilemetricsvaluesprovideonedimensionofinsight,metricstrendsprovideamoreimportantperspectiveformanagingtheprocess.Metricstrendswithrespecttotimeprovideinsightintohowtheprocessandproductareevolving.Iterativedevelopmentisaboutmanagingchange,andmeasuringchangeisthemostimportantaspectofthemetricsprogram.Absolutevaluesofproductivityandqualityimprovementaresecondaryissuesuntilthefundamentalgoalofmanagementhasbeenachieved:
predictablecostandscheduleperformanceforagivenlevelofquality.
TABLE13Overviewofthesevencoremetrics
AppendixCprovidesabriefderivationanddetaileddescriptionofthesemetrics.Theyhavebeenproveninpracticeonprojectsusingiterativedevelopment.ThecasestudyinAppendixDpresentsaverydetaileddescriptionofhowsuchmetricscanworkonarealproject.
Thesevencoremetricscanbeusedinnumerouswaystohelpmanageprojectsandorganizations.Inaniterativedevelopmentprojectoranorganizationstructuredaroundasoftwarelineofbusiness,thehistoricalvaluesofpreviousiterationsandprojectsprovideprecedentdataforplanningsubsequentiterationsandprojects.Consequently,oncemetricscollectionisingrained,aprojectororganizationcanimproveitsabilitytopredictthecost,schedule,orqualityperformanceoffutureworkactivities.
Thesevencoremetricsarebasedoncommonsenseandfieldexperiencewithbothsuccessfulandunsuccessfulmetricsprograms.Theirattributesincludethefollowing:
∙Theyaresimple,objective,easytocollect,easytointerpret,andhardtomisinterpret.
∙Collectioncanbeautomatedandnonintrusive.
∙Theyprovideforconsistentassessmentsthroughoutthelifecycleandarederivedfromtheevolvingproductbaselinesratherthanfromasubjectiveassessment.
∙Theyareusefultobothmanagementandengineeringpersonnelforcommunicatingprogressandqualityinaconsistentformat.
∙Theirfidelityimprovesacrossthelifecycle.
Thelastattributeisimportantanddeservesfurtherdiscussion.Metricsappliedtotheengineeringstage(dominatedbyintellectualfreedomandriskresolution)willbefarlessaccuratethanthoseappliedtotheproductionstage(dominatedbyimplementationactivitiesandchangemanagement).Therefore,theprescribedmetricsaretailoredtotheproductionstage,whenthecostriskishighandmanagementvalueisleveraged.Metricsactivityduringtheengineeringstageisgearedmostlytowardestablishinginitialbaselinesandexpectationsintheproductionstageplan.
13.2MANAGEMENTINDICATORS
Therearethreefundamentalsetsofmanagementmetrics:
technicalprogress,financialstatus,andstaffingprogress.Byexaminingtheseperspectives,managementcangenerallyassesswhetheraprojectisonbudgetandonschedule.Financialstatusisverywellunderstood;italwayshasbeen.Mostmanagersknowtheirresourceexpendituresintermsofcostsandschedule.Theproblemistoassesshowmuchtechnicalprogresshasbeenmade.Conventionalprojectswhoseintermediateproductswereallpaperdocumentsreliedonsubjectiveassessmentsoftechnicalprogressormeasuredthenumberofdocumentscompleted.Whilethesedocumentsdidreflectprogressinexpendingenergy,theywerenotveryindicativeofusefulworkbeingaccomplished.
Themanagementindicatorsrecommendedhereincludestandardfinancialstatusbasedonanearnedvaluesystem,objectivetechnicalprogressmetricstailoredtotheprimarymeasurementcriteriaforeachmajorteamoftheorganization,andstaffingmetricsthatprovideinsightintoteamdynamics.
13.2.1WORKANDPROCESS
Thevariousactivitiesofaniterativedevelopmentprojectcanbemeasuredbydefiningaplannedestimateoftheworkinanobjectivemeasure,thentrackingprogress(workcompletedovertime)againstthatplan(Figure13-1).Eachmajororganizationalteamshouldhaveatleastoneprimaryprogressperspectivethatitismeasuredagainst.ForthestandardteamsdiscussedinChapter11,thedefaultperspectivesofthismetricwouldbeasfollows:
FIGURE13-1Expectedprogressforatypicalprojectwiththreemajorreleases
∙Softwarearchitectureteam:
usecasesdemonstrated
∙Softwaredevelopmentteam:
SLOCunderbaselinechangemanagement,SCOsclosed
∙Softwareassessmentteam:
SCOsopened,testhoursexecuted,evaluationcriteriamet
∙Softwaremanagementteam:
milestonescompleted
13.2.2BUDGETEDCOSTANDEXPENDITURES
Tomaintainmanagementcontrol,measuringcostexpendituresovertheprojectlifecycleisalwaysnecessary.Throughthejudicialuseofthemetricsforworkandprogress,amuchmoreobjectiveassessmentoftechnicalprogresscanbeperformedtocomparewithcostexpenditures.Withaniterativedevelopmentprocess,itisimportanttoplanthenear-termactivities(usuallyawindowoftimelessthansixmonths)indetailandleavethefar-termactivitiesasroughestimatestoberefinedasthecurrentiterationiswindingdownandplanningforthenextiterationbecomescrucial.
Trackingfinancialprogressusuallytakesonanorganization-specificformat.Onecommonapproachtofinancialperformancemeasurementisuseofanearnedvaluesystem,whichprovideshighlydetailedcostandscheduleinsight.Itsmajorweaknessforsoftwareprojectshastraditionallybeentheinabilitytoassessthetechnicalprogress(%complete)objectivelyandaccurately.Whilethiswillalwaysbethecaseintheengineeringstageofaproject,earnedvaluesystemshaveprovedtobeeffectivefortheproductionstage,wherethereishigh-fidelitytrackingofactualsversusplansandpredictableresults.Theothercoremetricsprovideaframeworkfordetailedandrealisticquantifiablebackupdatatoplanandtrackagainst,especiallyintheproductionstageofasoftwareproject,whenthecostandscheduleexpendituresarehighest.
Modernsoftwareprocessesareamenabletofinancialperformancemeasurementthroughanearnedvalueapproach.Thebasicparametersofanearnedvaluesystem,usuallyexpressedinunitsofdollars,areasfollows:
∙Expenditureplan:
theplannedspendingprofileforaprojectoveritsplannedschedule.Formostsoftwareprojects(andotherlabor-intensiveprojects),thisprofilegenerallytracksthestaffingprofile.
∙Earnedvalue:
thevaluethatrepresentstheplannedcostoftheactualprogress.
∙Actualprogress:
thetechnicalaccomplishmentrelativetotheplannedprogressunderlyingthespendingprofile.Inahealthyproject,theactualprogresstracksplannedprogressclosely.
∙Actualcost:
theactualspendingprofileforaprojectoveritsactualschedule.Inahealthyproject,thisprofiletra
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