Measuring Dollar Savings from Software Process Improvement with COCOMO II

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Plot. BackgroundMeasuring the Impact of Software Process Improvement (SPI)Some Initial Results. . Client Background. Expansive money related establishment Actively included in programming procedure change (SPI)Software-CMMSystem TestBegan summer of 2000 at CMM Level 1Incrementally including Key Process AreasTwo pilot organizationsPlanning Level 2 evaluation end of this current year.

Presentation Transcript

Slide 1

Measuring Dollar Savings from Software Process Improvement with COCOMO II Betsy Clark Software Metrics Inc. October 25, 2001 Acknowledgment: This introduction depicts work being finished by TeraQuest Metrics

Slide 2

Outline Background Measuring the Impact of Software Process Improvement (SPI) Some Initial Results

Slide 3

Customer Background Large budgetary foundation Actively required in programming process change (SPI) Software-CMM System Test Began summer of 2000 at CMM Level 1 Incrementally including Key Process Areas Two pilot associations Planning Level 2 evaluation end of this current year

Slide 4

Background (proceeded with) Strong accentuation on measuring effect of SPI, particularly hard dollar investment funds CIO: "If handle change spares us cash, I ought to have the capacity to go down the road to my rival's bank and get an advance to subsidize our procedure change activity."

Slide 5

Outline Background Measuring the Impact of Software Process Improvement (SPI) Some Initial Results Conclusions

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"Development levels are negligible in the event that they can't be clarified as far as business goals" John D. Vu Boeing Level 5 Organization

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Business Objectives Reduce the cost of programming exercises Reduce conveyance time Improve item quality Increase consumer loyalty clients are inside to the bank (e.g., discount and retail contract, speculation division)

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Measurement Objectives Measure effect of SPI as far as these business targets Impacts of SPI will be measured by contrasting an arrangement of gauge ventures with pilot ventures

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Measuring Hard Savings CFO's underlying comprehension - "On the off chance that we have investment funds from SPI, we can lessen IT spending plan later on." First purpose of exchange - need to quantify work stack Led to idea of unit reserve funds, considering IT association responsible for those investment funds Brought IT administrator into the dialog - "However occasions happen outside of my control that can influence unit costs. For instance, I can lose my top staff."

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Measuring Hard Savings The IT administrator was discussing changeability because of variables outside of SPI. That changeability is tended to by parametric cost models. Approach - measure COCOMO II cost drivers for standard ventures and for SPI ventures. Utilize them to alter unit costs. Backout all impacts on unit costs aside from SPI

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Measuring Hard Savings (cont) Savings because of SPI Difference in balanced unit costs amongst gauge and SPI ventures

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Setting Expectations SPI is an arranged, long haul activity actualized on pilot extends to begin with, then on a more extensive scale Initially, we will appraise investment funds in light of pilot results couple of information focuses, wide variety As SPI is actualized on a more extensive scale, we will have more information focuses, clearer patterns Moving from CMM Level 1 to Level 2 establishes the framework for unit cost reserve funds a couple ponders do indicate cost funds from Level 1 to 2 noteworthy impact is in better estimation and arranging decrease in modify because of stable necessities

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Measures 1) estimation precision: exertion 2) estimation exactness: plan 3) efficiency 4) unit costs 5) extend conveyance rate (process duration) 6) framework test adequacy 7) conveyed imperfection thickness 8) consumer loyalty 9) prerequisites unpredictability

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Approach Attempted to "mine" current information sources (e.g., time following, monetary, issue revealing frameworks) not fruitful, sporadic and conflictingly utilized Selected an agent set of finished undertakings from the two pilot associations Goal was 10-15 ventures for every pilot association 13 ventures from one 11 from the other Constructed an overview, met with venture administrators to gather information Followed-up with every director to check information

Slide 15

Measures 1) estimation precision: exertion 2) estimation precision: plan 3) profitability 4) unit costs 5) extend conveyance rate (process duration) 6) framework test viability 7) conveyed deformity thickness 8) consumer loyalty 9) prerequisites instability

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Estimation Accuracy - Effort Calculation: (Actual work hours - evaluated)/assessed Overruns Percent distinction amongst real and assessed 0 Underruns Planned Labor Hours

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Estimation Accuracy - Schedule Calculation: (Actual timetable months - evaluated)/evaluated Overruns Percent Difference amongst genuine and evaluated 0 Underruns Planned term

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Measures of Interest Median - extremely stable crosswise over associations standard deviation Goals with SPI: middle ought to approach zero standard deviation ought to be littler

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Measures 1) estimation exactness: exertion 2) estimation precision: plan 3) profitability 4) unit costs 5) extend conveyance rate (process duration) 6) framework test viability 7) conveyed imperfection thickness 8) consumer loyalty 9) prerequisites unpredictability

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Productivity and Unit Costs High fluctuation Median is steady crosswise over divisions

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Initial Results Used COCOMO II parameters to conform measure Led to a diminishment in the standard deviation Helped clarify: why bring down efficiency ventures experienced issues why higher profitability ventures had a simpler time Projects with high efficiency appeared to do everything right competent staff, low turnover, overseeing prerequisites… these are great things that ought to enhance with SPI would prefer not to punish association for development in these other (non-SPI) ranges administration controllables versus noncontrollables

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Measures 1) estimation exactness: exertion 2) estimation precision: plan 3) profitability 4) unit costs 5) extend conveyance rate (process duration) 6) framework test adequacy 7) conveyed deformity thickness 8) consumer loyalty 9) necessities unpredictability

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Project Delivery Rate Calculation: Function focuses/logbook months Goal: Increasing

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Project Delivery Rate Function focuses per date-book months Function Points

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Measures 1) estimation exactness: exertion 2) estimation exactness: plan 3) efficiency 4) unit costs 5) extend conveyance rate (process duration) 6) framework test viability 7) conveyed imperfection thickness 8) consumer loyalty 9) prerequisites unpredictability

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System Test Effectiveness Calculation: (Defects Found in System Test/Total Defects) where Total Defects = (Defects Found in System Test + Delivered Defects found in initial 30 days) Example: Defects found in System Test = 45 Defects found in initial 30 days of operations = 5 Test Effectiveness = 90% Goal: 100% Result: Wide variety in adequacy

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Measures 1) estimation exactness: exertion 2) estimation exactness: plan 3) efficiency 4) unit costs 5) extend conveyance rate (process duration) 6) framework test adequacy 7) conveyed deformity thickness 8) consumer loyalty 9) prerequisites unpredictability

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Delivered Defect Density Calculation: Defects found in initial 30 days of operations/work focuses Goal: 0

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Delivered Defect Density COTS Custom Defects per work focuses 0 Function Points

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(Very Preliminary) Finding of Interest as opposed to custom advancement, deformity thickness for COTS ventures seems irrelevant to estimate

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Measures 1) estimation exactness: exertion 2) estimation precision: plan 3) efficiency 4) unit costs 5) extend conveyance rate (process duration) 6) framework test adequacy 7) conveyed imperfection thickness 8) consumer loyalty 9) necessities unpredictability

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Customer Satisfaction, Rqts Volatility Data don't exist Strategy was modified to ask for the supervisor's gauge

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Message to Executive Level Measurement can be a capable establishment for comprehension and overseeing IT is a social change and not a scoreboard will enhance as process development enhances

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Response from Executive Level (CIO and direct reports) Intense enthusiasm for the measures and in benchmarking Basis for astounding discourses about requirement for perceivability into necessities administration quality consumer loyalty Collection of the nine measures has been made some portion of official remuneration Moving forward to set up supporting procedures, devices and preparing

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To be proceeded...

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