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graham.collins@ucl.ac.uk

COMP3001 Technology Management & Professional Issues: Project Management Metrics appropriate for iterative projects Lecture 6 Graham Collins, UCL. graham.collins@ucl.ac.uk. Development Metrics (measurements).

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graham.collins@ucl.ac.uk

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  1. COMP3001 Technology Management & Professional Issues: Project ManagementMetricsappropriate for iterative projectsLecture 6 Graham Collins, UCL graham.collins@ucl.ac.uk

  2. Development Metrics (measurements) • Measurements have traditionally included lines of code (LOC) and there are several models based on this including the hierarchy of cost and effort models COCOMO (COnstructive COst MOdel) developed by Boehm • More recently other metrics have been used such as function points, which give a better indication of size and complexity • Recent development work (Bittner and Spence) indicates that a move to working software is perhaps one of the best measures of progress. What is iterative development? Part 3: The management perspective 15 May 2005 www-128.ibm.com/developerworks/rational/library/may05/bittner-spence/index.html

  3. Iterative projects • From the project managers perspective iterative projects can be viewed as a series of self contained projects with the application of all the disciplines of software development (requirement, analysis, design, implementation, and testing) to produce a release of the project • With the Unified Process initial iterations may establish design including architecture. With agile methods emphasis is placed on releases of working software • Bittner and Spence outline this at its simplest as series of stages.

  4. Earned Value compared to Agile Process Planning Earned Value Agile Development

  5. CMMI Comparative Advantages Continuous Representation Staged Representation

  6. Agile Manifesto 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 Several agile projects have achieved CMMI level 3, example David Anderson, Stretching Agile to fit CMMI Level 3, Agile Conference 2005

  7. The Agile Principles www.agilealliance.com

  8. Iterative Development (Bittner-Spence) • Agree with the team the objectives for the iteration, including evaluation criteria, timescales, and constraints • Agree on a plan for how the team will achieve the objectives • Execute the plan • Assess the achievements of the team against the initial set of objectives and evaluation criteria • Assess the impact of the iteration’s results on the project as a whole • Start the next iteration. What is iterative development? Part 3: The management perspective 15 May 2005 www-128.ibm.com/developerworks/rational/library/may05/bittner-spence/index.html

  9. Fundamental shift in measurement 100% Progress ( % complete measured in scenarios 0% Iteration 1 2 3 4 coded tested Tested & Passed

  10. Developer Perspective • Developers are less interested in the business value, benefits realization and return on investment • They work on a small number of requirements or change requests from their list of outstanding work • They anticipate a decreasing number of requirements and change requests as the product is developed • Outstanding requirements and change requests is termed the product backlog • The developer will therefore be aware of progress via work completed, product backlog and new work allocated.

  11. User Satisfaction driving Development Release User satisfaction Release planning Iteration User satisfaction Iteration planning Development Increment Iteration Planning (Goal identification, story selection, tasks, estimation, team commitment)

  12. Project teams need to adopt some attributes What is the purpose? What holds it together? To develop members’ capabilities; to build and exchange knowledge Passion, commitment, and identification with the group’s expertise Community of practice To accomplish a specified task The project’s milestones and goals Project team Adapted from: Communities of Practice: The organizational Frontier, Etienne C. Wenger and William M. Snyder, Harvard Business Review p139-145 Jan-Feb 2000

  13. Rate of work - velocity

  14. Individuals and Moving Range (XmR) Charts

  15. Control Limits for XmR Charts k sequential measurements provide k-1 =r (two-point) moving range values ith moving range = mRi = │Xi+1 – Xi │where integer i is 1 ≤ i ≤ k - 1 ___ i=r Individuals average moving range =mR = 1∑ mRi r i=1 _ ___ _ ___ Upper Natural Process Limit =UNPLx= X + 3mR = X + 2.660mR d2 _ i=k Centerline = CLx = X = 1∑ Xi (average of individual values) k i=1 _ ___ _ ___ Lower Natural Process Limit =LNPLx= X - 3mR = X - 2.660mR d2 ___ Centerline or average moving range = CLR = mR ___ ___ Upper Control Limit for moving range =UCLR= D4mR = 3.268mR ___ Sigma for individual values = sigmax (σ) = mR d2 When n=2 d2 =1.128and D4 =3.268 (from Dispersion and Bias factor tables)

  16. ‘Under Control’ Velocity measures of work rate are useful in that estimates of the next iteration can be planned in a rolling process The use of σvariation is supportive in this aim Automated colour coding (Red Amber Green) can be used to show condition requirements

  17. ‘Burn-down’

  18. With the appropriate metrics we can improve

  19. Use of Multipliers Multipliers for estimating velocity based on number of iterations completed from Cohn 2006

  20. Charts and Metrics • Velocity and Burn-down • Cumulative acceptance tests Inventory Failing Passing • Cumulative Issue Charts Backlog - Active issues (which show inventory line) Resolved issues Closed issues • Earned Value EV progress charts Performance via cpi and spi Cpi and spi combined with control charts

  21. Earned Value • EV can be applied to estimates of agile projects - this is complex if more stories are added as the work progresses • EV may need to be shown to senior managers - who are used to EV figures, or comparison to other projects where EV figures have been tracked • EV estimates can be accurate - story points tend to remain static in an iteration when the process is understood by managers and developers. When additional stories are added, stories with lower business priority level may be dropped to compensate and keep the work load (story points) similar.

  22. Business Value More importantly business value (or contribution) should be considered and evaluated Often units of measure such as story points can be valued as 0.5 or 1.0 units The key issue in agile project management is to continually assess with the client the most important work that should be done.

  23. Further reading • Agile Estimating and Planning, Mike Cohn, Prentice Hall (Pearson Education) 2006 ISBN: 0-13-1479041-5 • Managing Agile Projects, Sanjiv Augustine, Prentice Hall (Pearson Education) 2005 ISBN: 0-13-124071-4

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