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CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 1 SMU CSE 8314 /

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Presentation on theme: "CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 1 SMU CSE 8314 /"— Presentation transcript:

1 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 1 SMU CSE 8314 / NTU SE 762-N Software Metrics and Quality Engineering Module 18 Cycle Time Reduction Part 1

2 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 2 Outline Why Cycle Time is Important Symptoms and Causes of Cycle Time Problems

3 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 3 Cycle Time Reduction Time costs money Cutting cycle time saves money and can increase quality The issue: how to do it effectively Quality (Fewer Defects; Customer satisfaction) Low Cost or High Productivity Customer Value Short Cycle Time or Schedule

4 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 4 Why Cycle Time is Important Yes, Sir! Right Away, Sir. I Need that Software no later than next week! Why is it taking so long? But we’re already working overtime! We’ll work overtime to get it out, sir.

5 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 5 Importance of Low Development Cost for New Product Development 05101520253035 % LOSS OF TOTAL PROFIT ON TIME, CORRECT PRODUCT COST, BUT WITH 50% DEVELOPMENT COST OVERRUN Mckinsey & Co. Analysis of new product introduction profit and loss

6 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 6 Importance of Product Cost for New Product Development 05101520253035 % LOSS OF TOTAL PROFIT ON TIME AND BUDGET, BUT PRODUCT COST 9% TOO HIGH ON TIME, CORRECT PRODUCT COST, BUT WITH 50% DEVELOPMENT COST OVERRUN

7 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 7 Importance of Cycle Time for New Product Development 05101520253035 % LOSS OF TOTAL PROFIT ON TIME AND BUDGET, BUT PRODUCT COST 9% TOO HIGH ON BUDGET, BUT PRODUCT IS SHIPPED 6 MONTHS LATE ON TIME, CORRECT PRODUCT COST, BUT WITH 50% DEVELOPMENT COST OVERRUN

8 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 8 Why Improve Software Development Cycle Time? This does not necessarily mean that you will always need to develop products quickly – Not all situations require short cycle time – But for those that do, you are more competitive To improve the organization’s capability to develop software products quickly.

9 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 9 What If You Don’t Need Short Cycle Time? You can use this capability to: – Achieve competitive costs – Start software development later in the program cycle – Allow less time to change requirements – Get software development off of the critical path

10 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 10 A Common Cycle Time Issue It took so long to develop the software that the customer’s needs changed. This resulted in excessive rework, higher costs, and further delays The key is to develop the software quickly so today’s needs can be met We’ve changed this requirement.

11 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 11 How Can Cycle Time Be Improved? The following video illustrates how to improve cycle time in an area that many of us are familiar with - building a house As you watch, think of ideas that might be applicable to software development

12 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 12 Some Lessons from the Cycle Time Video What did they do? Is there a software counterpart? Things they did: +_%$#@& ~~~~~~~~~~ ~~~~~~~~~~~

13 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 13 How Is Cycle Time Improved? Doing every process step faster? Working longer hours? Piling up work? Faster!!!

14 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 14 How Is Cycle Time Improved? Doing every process step faster? Working longer hours? Piling up work? Faster!!!

15 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 15 Cycle Time Improvement Is... Improving the Process

16 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 16 Cycle Time Improvement Is... Improving the Process Reducing the Critical Path

17 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 17 Cycle Time Improvement Is... Improving the Process Reducing the Critical Path Eliminating Waits, Queues, Bottlenecks

18 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 18 Cycle Time Improvement Is... Improving the Process Reducing the Critical Path Eliminating Waits, Queues, Bottlenecks Helping People work Smarter

19 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 19 Cycle Time Improvement Is... Improving the Process Reducing the Critical Path Eliminating Waits, Queues, Bottlenecks Helping People work Smarter Increased Cycles of Learning

20 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 20 Cycle Time Improvement Is... Improving the Process Reducing the Critical Path Eliminating Waits, Queues, Bottlenecks Helping People work Smarter Increased Cycles of Learning Reengineering the Process

21 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 21 Symptoms and Causes of Cycle Time Problems

22 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 22 Symptoms of Cycle Time Problems – Long waits and queues – Lots of “work in process” – High inventory levels – Excessive overtime Tickets --> How long is this line?

23 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 23 Major Contributors to Slow Cycle Time Bottlenecks and constraints Barriers Inefficient processes Inadequate training Variability

24 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 24 Bottlenecks and Constraints Symptom: excess WIP or “work in process” – work waiting to be done that is not being done -- waiting in queues instead – something is holding up the process Causes: limited capacity, poor processes, poor execution, or various barriers imposed by the organization Places in the process that inhibit efficient flow of work

25 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 25 Example Process Pizza Oven Toppings Crust Box Slicer Deliver Take Order Take Order Where could the bottlenecks be?

26 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 26 Barriers Things that prevent you from going faster, such as budgetary limits, head count limits, lack of people or equipment, process problems, missing data, regulations, etc.

27 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 27 Sample Barriers Approval processes Excessive paperwork Limited space Limited budgets Wasteful processes Defective information or material …..

28 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 28 Dealing with Barriers Question why barriers are there – Often they are the remnants of past problems and no longer need to be there Obsolete approval procedures Redundant checks and balances – Sometimes the barriers have benefits but the organization does not understand their consequences The “cure” may be more expensive than the problem

29 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 29 Organizations Often Resist Removal of Barriers There are many reasons, such as … – Political factors – Power issues – How performance and success are defined – Fear of change Mini Assignment What barriers does your organization resist removing and why?

30 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 30 Lack of Training Contributes to Slow Cycle Time Inadequate Training - people do not know what to do, or how to do it most effectively – So it takes them longer to do the work Investment in training usually pays off well -- But it requires foresight and faith

31 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 31 Process Contributes to Slow Cycle Time Inefficient Processes - processes containing steps that do NOT ADD VALUE – All processes have inefficiencies – Most processes can be improved in efficiency Variability - in processes, materials, skills, etc. – Variability is natural – But it can be controlled

32 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 32 Special Notice For the next module, each student should bring a pair of dice – Actually, one die per student will do And five coins or other tokens And have some desk space free

33 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 33 References Deming, W. Edwards, Out of the Crisis, MIT Press, 1982. Goldratt, Eliyahu M. & Jeff Cox, The Goal, (North River Press, 1984.) Also, Theory of Constraints, It’s Not Luck, and Critical Chain Management. Swartz, James B., The Hunters and the Hunted, (Portland, Oregon, Productivity Press, 1994) ISBN 1- 56327-043-9.

34 CSE 8314 - SW Metrics and Quality Engineering Copyright © 1995-2001, Dennis J. Frailey, All Rights Reserved CSE8314M18 8/20/2001Slide 34 END OF MODULE 18

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