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Metrics-based Control in Outsourced Software Development Projects

Muhmmad Emad Khan 1 00742141 Jeet Barve 100877414. Software Project Management. Metrics-based Control in Outsourced Software Development Projects. submitted to Professor Shervin Shirmohammadi in partial fulfillment of the requirements for the course ELG 5100. Agenda.

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Metrics-based Control in Outsourced Software Development Projects

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  1. Muhmmad Emad Khan 100742141 JeetBarve100877414 Software Project Management Metrics-based Control in Outsourced Software Development Projects • submitted to Professor Shervin Shirmohammadi in partial fulfillment of the requirements for the course ELG 5100

  2. Agenda • Software Process Improvement • Software Metrics • Offshore Outsource Development Context • Design Process for Metric system • Metrics • Case Study • Improvements to Metrics model Presented by Jeet Barve and Emad Khan

  3. Software Process Improvement • A software-process-improvementmethod is an integrated collection of procedures, tools, and training for increasing productquality, improving development-teamproductivity, or reducing development time • It can support the key process area of the Capability Maturity Model (CMM) or improve the effectiveness of key practices within a key process area

  4. Outcomes Of Software Process Improvement • Fewer product defects found by customers • Earlier identification and correction of defects • Fewer defects introduced during development • Faster time to market • Better predictability of project schedule and resources

  5. Software Process Improvement Approach

  6. Software Metrics • A software metric is defined as a method of quantitatively determining the extent to which software process, product, or project possesses a certain attribute • Metrics programs, once implemented and utilized, leads to: • Disciplined software improvement process • Higher Organizational performance • Better decision ability of Project managers

  7. Concrete Problems In Outsource Software Development Projects • Organizational distance: The development team is not part of the same organisation as the client • Physical and cultural distance:Either the vendor is in a different country or continent than the client, or the vendor itself offshores actual development to a subsidiary in a low-cost country • Lack of adequate timely informal interactions • Problems in coordination Thus manager suffers lack of control – Risk factor

  8. Metrics in the Project Domain Project metrics enable a software project manager • To assess the status of an ongoing project • To track potential risks • To uncover problem areas before their status becomes critical • To adjust work flow or tasks • To evaluate the project team’s ability to control quality of software work products

  9. Steps to Design And Manage Metric System .

  10. Metrics • According to Applegate effect of measurement can be observed in four areas of Project: Thus metrics are classified in to these four categories.

  11. Results Needed to know how software quality assurance process is performing.

  12. Stakeholder Satisfaction Industry Dynamics

  13. Software Process Performance Set of activities people use to develop and maintain software

  14. Example- Metric Use in Outsourcing Manager’s concern: How work is distributed in the offshore team? How is code authorship distributed? Can code partitioning be recognized? Metric used:Code Ownership Where Used: Apache severe project Conclusion was that code written by core team has very few changes which suggest use of code partitioning in core team group while code written by others have large amount of changes, suggest no use of partitioning mechanism and lack of code ownership.

  15. Case StudyVendor What :– Survey of five (5)software development Why :– The focus of the survey was to identify the goals and risk factors based on actual experiences in offshore projects Where :– Companies in Bangladesh When :– Survey conducted between 2008-2009 How :– Survey was conducted by filling out questionnaires filled out by 15 participants from each company Participants were selected from a diverse group within the organization for example participants were directors, developers, project leaders, architects

  16. Case StudyTop Ten Risk Factors

  17. Case StudyTop Ten Risk Factors

  18. Improvements to Metrics model • Top risks are lack of involvement from client and unstable/ambiguous requirements • Current metrics model does not measure performance issues contributed by client • Metrics model to include client performance measures

  19. References • Ponisio, L.; van Eck, P., "Metrics-based control in outsourced software development projects," Software, IET , vol.6, no.5, pp.438,450, October 2012. • Mockus, A., Fielding, R.T., Herbsleb, J.: ‘A case study of open source software development: the Apache server’. Proc. 22nd Int. Conf. on Software Engineering (ICSE 2000), Limerick, Ireland, June 2000, pp. 263–272 • Islam, S., Joarder, M., Houmb, S., “Goal and Risk Factors in Offshore Outsourced Software Development From Vendor’s Viewpoint,” Fourth IEEE International Conference On Global Software Engineering, 2009, pp. 247-252

  20. Questions?

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