DEV233 Team Foundation: Using Metrics to Manage and Troubleshoot Your Projects Sam Guckenheimer Group Product Planner Microsoft Corporation
Managing 20 th Century Projects Functionality Time Resources Quality “The Iron Triangle” (err… tetrahedron) Image copyright Tetra Pak
21 st Century Mantra Do more with less! But if your only variables are: FunctionalityResourcesTimeQuality …then how are you going to do that?
An Older Truth Happy families are all alike; every unhappy family is unhappy in its own way. Tolstoy, Anna Karenina Все счастливые семьи похожи друг на друга, каждая несчастливая семья несчастлива по-своему.
Two Process Paradigms Traditionally, we decompose tasks and measure completion This is the cost accounting tradition Alternatively, we account for customer value incrementally delivered This is the Lean Manufacturing and Theory of Constraints model
Two Process Paradigms Work-downValue-up Planning and change process Get planning and design right up front Change happens, embrace it Primary measurementTask completionOnly deliverables that the customer count Definition of qualityConformance to specificationValue to the customer Acceptance of varianceTasks can be identified and estimated deterministically Variance is part of all process flows Intermediate work products Documents, models, and other artifacts are necessary Just enough to minimize the uncertainty Troubleshooting approach Time, resource, functionality and quality Find and remove the bottlenecks Approach to TrustMonitor and measure; incent performance relative to plan Pride of workmanship and teamwork
Prescriptive vs. Descriptive Metrics Robert D. Austin, Measuring and Managing Performance in Organizations Metrics lose their meaning when made prescriptive
Signs of Unhappiness Underestimating Uneven Task Decomposition Scope Creep Inadequate Bug Allotment Resource Leaks Development Practices Too Loose Build Failures Inadequate Unit Testing Tests Passing; Solution Doesn’t Work Solution Stuck in Testing Too Little Testing
Underestimating Steady rates of progress, but slope too shallow Slow progress leading to cuts in planned work, but not enough cuts
Uneven Task Decomposition High variance in task completion/day indicates inconsistency
Scope Creep “Dark matter” emerging during iteration Planned work is squeezed out
Inadequate Bug Allotment New work not planned at iteration start
Resource Leaks Sudden drop in velocity indicates other drain on resources
Development Practices Too Loose Growing “Fault Feedback Ratio” – Bugs requiring multiple handling
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