Presentation on theme: "Paul J. Frenz General Dynamics Advanced Information Systems"— Presentation transcript:
1Paul J. Frenz General Dynamics Advanced Information Systems The Nuts, Bolts and Duct Tape of Establishing a System Engineering Measurement ProgramPaul J. FrenzGeneral Dynamics Advanced Information Systems
2Team Assignment Establish a Systems Engineering Measurement Program Support CMMI Level 5Support Organizational InitiativesProvide Quantifiable evidence of improvements achieved
3Measures Research Investigation of industry practices Software Productivity Consortium (SPC)Practical Software and Systems Measurement (PSM)INCOSEGeneric web and literature searchesSummer Intern did industry survey
4Research Findings Measures such as: requirements per hour defects per requirementcan be useful to an organization:current capabilities and setting goalsdon’t provide insight into the daily management of a program
5Measures GuidelinesMeasurements selected must be tied to business goals!This lead to measurements that supported the goals of faultless execution, customer satisfaction, and quality
6Measurement Challenge The objective was to give the program leads the measures they needed to support these goalsThe measures needed to guide the leads with knowing what to pay attention to and when to pay attention!
7Initial Measures Established Building off of our lessons learned within Software Engineering, we established the initial measures using these principles:Measure collection should be uncomplicated - preferably automatedMeasures are justified
8Initial Measures Established We use a standard time period - calendar monthAlthough we permit tailoring it is discouragedAvoid frequent replans and focus on using measures to return to the planned baselineConsistent criteria and an approval when a measurement baseline is replanned
9Initial Measures Selected Productivity Measure – Requirements per HourInch-stone Schedule PerformanceRequirements VolatilityRequirement Volatility ImpactProblem Report Status AgingEffort Expended to Planned EffortPeer Review Scheduled to PlanPeer Review Execution and ResultsRequirements Defect Density
21Guidance for Implementing Your Own Measurement Program Critical to Success:Strong measurement championStrong management supportStart small – limit your base measures to less than 7
22Guidance for Implementing Your Own Measurement Program Critical to Success:Provide clear definitions for base measuresMeasure at a high enough level to identify issues without burdeningMinimize collection effort through the use of tools and automation
23Guidance for Implementing Your Own Measurement Program Pitfalls:Measures that have little value to the programNot being able to explain how to use the dataTrying to collect too many base measuresPoorly defined, ambiguous base measuresNot creating a change in culture where managing with measures is the norm
24SummaryThe development and sustainment of a measurement program requires top down supportThere must be a champion to continually sell the benefits of a measurement program
25SummaryChampion needs depth and breadth of understanding of measures and the ability to enthusiastically communicate this understandingThe measures need to be overwhelmingly geared to assisting the program in its day-to-day execution
26SummaryOur measurement program has assisted our organization in dramatically improving the execution of our development programs by quantitatively managing key processes and focusing attention on critical tasks to guide our leads through the development process.