Software Metrics (PDF)
A Guide to Planning, Analysis, and Application
(Sprache: Englisch)
The modern field of software metrics emerged from the computer modeling and "statistical thinking" services of the 1980s. As the field evolved, metrics programs were integrated with project management, and metrics grew to be a major tool in the managerial...
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The modern field of software metrics emerged from the computer modeling and "statistical thinking" services of the 1980s. As the field evolved, metrics programs were integrated with project management, and metrics grew to be a major tool in the managerial decision-making process of software companies. This book simplifies software measurement and explains its value as a tool for decision-makers at software companies. Techniques presented in Software Metrics: A Guide to Planning, Analysis, and Application are derived from best practices. The ideas are field-proven, down-to-earth, and straightforward, making it an invaluable resource for those striving for process improvement. This overview helps readers enrich their knowledge of measurements, analysis, and best practices, and demonstrates how ordinary analysis techniques can be applied to achieve extraordinary results. Easy-to-understand tools and techniques show how metrics create models that are indispensable to decision-making in the software industry.
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Chapter 13 Metrics for Strategic Vision (p. 241-242)Beyond the Obvious
Making use of metrics to look beyond the obvious is quite important. Metrics have been seen as a tool to look at the details, a costly research microscope. Metrics can be equally powerful in looking into the future, viewing beyond the immediate neighborhood. This kind of application of metrics is in tune with proactive management initiatives. When the management process changes its approach from merely responding to a situation to working with vision, from myopic schemes to strategic vision, the predictive abilities of metrics will be in vogue.
Model-Based Approach
A step in the direction of building strategic vision from metrics is to build models, as many of them as possible, and use these models in management thinking. The agenda for models is prediction, forecasting, and estimation. We have seen in the previous chapters how we can build empirical models from metrics and apply them for decision analysis. In almost each of such applications, the objective has been to predict future from the several perspectives provided by those models. Seeing the future through metrics-based models is like making twodimensional drawings of a three-dimensional object. Several views such as the front view, the top view, the side views, isometric views, and cross-sectional views are required to understand the true object. We have to apply our imagination while looking at drawings. Likewise, we have to apply innovation while running models. We build vision by running these models iteratively, scanning frame after frame of the scenario.
The Vision Called Integration
The metrics system integrates an organization in a manner not very different from how information technology integrates enterprises. The very establishment of metrics, from definition to deployment, is based on an integrated point of view of processes. The
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empirical formulas that use multiple variables also integrate, conceptually, the corresponding process variables, allowing us to see process as a system. Metrics are champions of integration, constantly bringing together those ideas, parameters, and process indicators. Integration of process indicators, from data fusion to process modeling, presents a new outlook and an enduring vision, which becomes the cornerstone of postmodern management. In this chapter, we will see a few applications of metrics in vision building. These are complementary to similar applications that lie scattered in the earlier chapters.
Metrics in Project Management
Applying metrics to the project amounts to scaling down the organizations metrics plan to the project requirements. Such a tailoring is based on a focus on the project goals, which are relatively short term. Also metrics can play a crucial role in capturing customer requirements quantitatively. A much-acclaimed use of metrics is in risk analysis and forecasting. Goals, customers, and risk represent three critical factors that a project must reckon with.
Tailoring Metrics for the Project
From the larger list of metrics proposed in the metrics system, the project manager selects those that correlate with the project goals. Hence, the selection rule has to resolve the problem of clearly defining and articulating the project goals, and also positioning them with the relevant organization goals. In matured projects even process goals can be added to this list.
Metrics in Project Management
Applying metrics to the project amounts to scaling down the organizations metrics plan to the project requirements. Such a tailoring is based on a focus on the project goals, which are relatively short term. Also metrics can play a crucial role in capturing customer requirements quantitatively. A much-acclaimed use of metrics is in risk analysis and forecasting. Goals, customers, and risk represent three critical factors that a project must reckon with.
Tailoring Metrics for the Project
From the larger list of metrics proposed in the metrics system, the project manager selects those that correlate with the project goals. Hence, the selection rule has to resolve the problem of clearly defining and articulating the project goals, and also positioning them with the relevant organization goals. In matured projects even process goals can be added to this list.
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Autoren-Porträt von C. Ravindranath Pandian
C. Ravindranath Pandian (Quality Improvements Consultants, Hyderabad, India)
Bibliographische Angaben
- Autor: C. Ravindranath Pandian
- 2003, 312 Seiten, Englisch
- Verlag: Taylor & Francis
- ISBN-10: 0203496078
- ISBN-13: 9780203496077
- Erscheinungsdatum: 26.09.2003
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