AGILE PRODUCTIVITY METRICS - StickyMinds · BIO PRESENTATION Better Software Conference June 26 –...
Transcript of AGILE PRODUCTIVITY METRICS - StickyMinds · BIO PRESENTATION Better Software Conference June 26 –...
BIO PRESENTATION
Better Software Conference June 26 – 29, 2006 Las Vegas, NV USA
WK2
6/28/2006 10:00 AM
AGILE PRODUCTIVITY METRICS
Michael Mah QSM Associates, Inc.
Michael Mah Michael Mah is a contributing author of IT Measurement, Advice from the Experts and the upcoming book, Optimal Friction, People Dynamics at Work in the Information Age. Michael also publishes his writing on-line through the Cutter Consortium. His areas of expertise include organizational development, IT negotiation, software project estimation, productivity benchmarking, outsourcing, risk management, and project “runway prevention.” Michael has been a keynote and featured speaker for the Carnegie Mellon Software Engineering Process Group Conference, the Better Software Conference & EXPO, the Cutter Summit series, and numerous Project Management Institute and SEI SPIN chapter meetings.
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Michael MahManaging Partner
QSM Associates, Inc.75 South Church Street
Pittsfield, MA 01201413-499-0988
Fax 413-447-7322e-mail: [email protected]
Website: www.qsma.comBlog: www.optimalfriction.com
Better Software Conference & ExpoJune 26 - 29, 2006
Agile Productivity Metrics:“XP and Productivity Measures – What
the Numbers Say”
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Manifesto for Agile Software DevelopmentWe are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
Individuals and interactions over processes and tools working software over comprehensive documentation Customer collaboration over contract negotiation responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.
© 2001 Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas, Martin Fowler
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“Frothy eloquence neither convinces nor satisfies me. I am from Missouri. You have got to show me.”
- Missouri Congressman Willard Duncan Vandiver, 1899
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Industry Data from the QSM SLIM-Metrics Database
Spans 20+ yearsLarge heterogeneous databasecontains over 7,000+ projectsRepresents over 685+ million SLOC, 7+ million function points, over 600 languages, from 500+ organizations in 18 countriesAdding 200 – 400 projects/year
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3 - DETERMINE PROCESSMETRICS & PROJECT POSITIONING
1 - COLLECT ANDVALIDATE PROJECT DATA
2 - ANALYZE PROJECTS USINGQSM REFERENCE DATABASE
4 - DOCUMENT RESULTS
Overview of Database
Number of Projects vs Division
Division
Desktop Faxes
High End Systems
Mobile Coms
Number of Projects0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 5.5
5.0
3.0
3.0
Avg, Min, Max PI Grade vs Division
Division
Desktop Faxes
High End Systems
Mobile Coms
Number of Projects0 5 10 15 20 25 30 35 40
Average Value of Metrics
New Percent SLOC
Modified % SLOC
Unmodified % SLOC
Number of Projects0 5 10 15 20 25 30 35 40 45 50 55 60 65
56
12
35
Life Cycle Effort vs ESLOC
ESLOC (thousands)1 10 100 1000
Life Effort (M
HR
) (thousands)
0.01
0.1
1
10
100
ALL Systems Fax Corp 1997base Avg.
Agile Measurement Approach
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“We’ve got to make our deadline – or kill our kids,”Sam told his team.
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Industrial XP Environment
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Industrial XP Environment
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Industrial XP Environment
Photo courtesy of Joshua Kerievsky
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Industrial XP Environment
Photo courtesy of Joshua Kerievsky
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Traditional Release 1
Traditional Release – Whiteboard Sketch
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Staffing & Probability Analysis
Avg Staff (people)<Single Goal - MBI 1.1946>
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26Jul'01
Aug Sep Oct Nov Dec Jan'02
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan'03
Feb Mar Apr May Jun Jul Aug Sep
0
5
10
15
20
25Avg Staff (people)
876543 21
R&DC&T
Milestones 0 - CSR 1 - SRR 2 - HLDR 3 - LLDR 4 - CUT 5 - IC 6 - STC 7 - UAT 8 - FCR 9 - 99R 10 - 99.9R
Milestones 0 - CSR 1 - SRR 2 - HLDR 3 - LLDR 4 - CUT 5 - IC 6 - STC 7 - UAT 8 - FCR 9 - 99R 10 - 99.9R
SOLUTION PANEL <Single Goal - MBI 1.1946>
DurationEffortCost
Peak StaffMTTD
Start Date
C&T24.0347
589319.50.3
9/29/2001
Life Cycle27.0397
674119.50.3
7/1/2001
MonthsPM
$ (K)peopleDays
PI=17.0 MBI=1.2 Eff SLOC=376022
CONTROL PANEL <Single Goal - MBI 1.1946>
PI 13.6 20.4
17.0
Peak Staff 15.6 23.4
19.5
Eff SLOC (K) 301 451
376
Project: Condor
Digitized Replica Using SLIM™
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Agile 1
Agile 2
Agile 3
XP Releases – Whiteboard Sketch
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Staffing & Probability Analysis
Avg Staff (people)<XP Rel. 3.0>
1 2 3 4 5 6 7 8 9Apr'02
May Jun Jul Aug Sep Oct Nov Dec Jan'03
Feb Mar
0
2
4
6
8
10A
vgS
taff (people)876543 21
R&DC&T
Milestones0 - CSR1 - SRR2 - HLDR3 - LLDR4 - CUT5 - IC6 - STC7 - UAT8 - FCR9 - 99R10 - 99.9R
Milestones0 - CSR1 - SRR2 - HLDR3 - LLDR4 - CUT5 - IC6 - STC7 - UAT8 - FCR9 - 99R10 - 99.9R
SOLUTION PANEL <XP Rel. 3.0>
DurationEffortCost
Peak StaffMTTD
Start Date
C&T6.033
5618.41.8
8/31/2002
Life Cycle9.069
11738.41.8
6/1/2002
MonthsPM
$ (K)peopleDays
PI=20.7 MBI=3.8 Eff SLOC=67023
CONTROL PANEL <XP Rel. 3.0>
PI16.5 24.8
20.7
Peak Staff6.7 10.1
8.4
Eff SLOC (K)54 80
67
Project: Elan 3.0
Digitized Replica Using SLIMtm
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Staffing & Probability Analysis
Avg Staff (people)<XP Rel. 3.2>
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18Jan'03
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan'04
Feb Mar Apr May Jun Jul Aug Sep
0
2
4
6
8
10A
vgS
taff (people)87654321
R&DC&T
Milestones0 - CSR1 - SRR2 - HLDR3 - LLDR4 - CUT5 - IC6 - STC7 - UAT8 - FCR9 - 99R10 - 99.9R
Milestones0 - CSR1 - SRR2 - HLDR3 - LLDR4 - CUT5 - IC6 - STC7 - UAT8 - FCR9 - 99R10 - 99.9R
SOLUTION PANEL <XP Rel. 3.2>
DurationEffortCost
Peak StaffMTTD
Start Date
C&T15.088
14968.2-0.0
6/30/2003
Life Cycle19.010918548.2-0.0
3/1/2003
MonthsPM
$ (K)peopleDays
PI=14.8 MBI=1.3 Eff SLOC=76276
CONTROL PANEL <XP Rel. 3.2>
PI11.9 17.8
14.8
Peak Staff6.6 9.8
8.2
Eff SLOC (K)61 92
76
Project: Elan 3.2
Digitized Replica Using SLIMtm
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David Tara
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C&T Duration (Months) vs Effective SLOC
10 100 1000Effective SLOC (thousands)
1
10
100
C&
T Duration (M
onths)Agile 1
Agile 3
Agile 2
Traditional 1
Traditional 2
Agile 1
Agile 3
Agile 2
Traditional 1
Traditional 2
All Systems Special Project QSM 2002 Scientific Avg. Line Style 1 Sigma Line Style
Fast Schedules on Traditional ProjectsEven Faster on Agile Projects
Schedule Comparison
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Errors SIT-FOC vs Effective SLOC
10 100 1000Effective SLOC (thousands)
1
10
100
1000
10000
Errors SIT-FOC
Traditional 1
Traditional 2
Agile 1
Agile 2
Agile 3
Traditional 1
Traditional 2
Agile 1
Agile 2
Agile 3
All Sy stems Special Project QSM 2002 Scientific Av g. Line Sty le 1 Sigma Line Sty le
High Defects on Traditional ProjectsLow Defects on Agile Projects
Defect Comparison
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Example PI CalculationSize = 376,022 SLOC
Effort = 347 Person-Months
Time = 24 Months*Condor
PI = SIZE
TIME EFFORT= 17
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Productivity Index (PI)(industry values by application type)
0 2 4 6 8 10 12 14 16 18 20 22 24
Productivity Index (PI) w/ ±1 Standard Deviation
Avionics
Business
Command and Control
Microcode
Process Control
Real Time
Scientific
System
Telecommunications
Information
Engineering
Real Time
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Previous Performance
Current Performance
Percent Improvement
Project Cost $2.8 Million $1.1 Million 61%
Project Schedule 18 months 13.5 months 24%
CumulativeDefects
2,270 381 83%
Staffing 18 11 39%
* Using average project size of 150,000 lines of new and modified code
Before vs. After Summary
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SLIM-Metrics
SLIM-Estimate
SLIM-ControlMetrics
Repository& Analysis
Size, Schedule,Cost & Quality
Estimating
StatisticalProcess
Control &Adaptive
Forecasting
Metrics Tools Used for this Analysis
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“Without metrics, you’re just anotherperson with a different
opinion.”
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RecommendedReading
Honore, Carl, “In Praise of Slowness, How A Worldwide Movement is Challenging the Cult of Speed”,© 2004 HarperSanFrancisco
Gladwell, Malcolm,“Blink; The Power of Thinking Without Thinking” © 2005 Little, Brown.
Mah, Michael, “The Making of the Agile IT Executive” Business IT Strategies Advisory Executive Report Vol 6 Number 10.© 2004 Cutter Information Corp.
Putnam, Lawrence H., and Myers, Ware, “Five Core Metrics,The Intelligence Behind Successful Software Management”© 2003 Dorset House Publishers.
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RecommendedReading
Demarco, Tom and Tim Lister “Waltzing With Bears, Managing Risk on Software Projects” © 2003 Dorset House.
Ury, William, “Getting Past NO” © 1993 Bantam.
Fisher, Roger and Alan Sharp, “Getting It Done, How to Lead When You’re Not in Charge”, © 1998 HarperCollins.
Heen, Sheila, Doug Stone and Bruce Patton “Difficult Conversations - How to Discuss What Matters Most”,© 1999 Viking/Penguin.
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Recommended Web Resources
Blogosphere:
www.optimalfriction.com
QSM Associates Web Library/Resource Center:
www.qsma.com
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For Additional Information
Contact:
Michael MahManaging PartnerQSM Associates Inc.Clocktower Building75 So. Church St., Suite 600Pittsfield, MA 01201
Email: [email protected] url: www.qsma.com