BIO
PRESENTATION
Better Software Conference June 26 – 29, 2006
W
K
2
6/28/2006 10:00 AM
A
GILE
P
RODUCTIVITY
M
ETRICS
Michael Mah
QSM Associates, Inc.
Michael Mah
Michael Mah is a contributing author of IT Measurement, Advice from the Experts and the upcoming book, Optimal Friction, People Dynamics at Work in the Information Age. Michael also publishes his writing on-line through the Cutter Consortium. His areas of expertise include organizational development, IT negotiation, software project
estimation, productivity benchmarking, outsourcing, risk management, and project “runway prevention.” Michael has been a keynote and featured speaker for the
Carnegie Mellon Software Engineering Process Group Conference, the Better Software Conference & EXPO, the Cutter Summit series, and numerous Project Management Institute and SEI SPIN chapter meetings.
Michael Mah
Managing Partner
QSM Associates, Inc.
75 South Church Street
Pittsfield, MA 01201
413-499-0988
Fax 413-447-7322
e-mail:
Website:
www.qsma.com
Blog:
www.optimalfriction.com
Better Software Conference & Expo
June 26 - 29, 2006
Agile Productivity Metrics:
“XP and Productivity Measures – What
the Numbers Say”
Manifesto for Agile Software Development
We are uncovering better ways of developing software by doing
it and helping others do it. Through this work we have come to
value:
Individuals and interactions over processes and tools working
software over comprehensive documentation
Customer collaboration over contract negotiation responding to
change over following a plan
That is, while there is value in the items on the right, we value
the items on the left more.
© 2001 Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward
Cunningham, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern,
Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave
Thomas, Martin Fowler
“Frothy eloquence neither convinces
nor satisfies me. I am from Missouri.
You have got to show me.”
Industry Data from the QSM SLIM-Metrics Database
Spans 20+ years
Large heterogeneous database
contains over 7,000+ projects
Represents over 685+ million SLOC,
7+ million function points, over 600
languages, from 500+ organizations in
18 countries
3 - DETERMINE PROCESS
METRICS & PROJECT POSITIONING
1 - COLLECT AND
VALIDATE PROJECT DATA
2 - ANALYZE PROJECTS USING
QSM REFERENCE DATABASE
4 - DOCUMENT RESULTS
Overview of Database
Number of Projects vs Division
D
ivisio
n
Desktop Faxes
High End Systems Mobile Coms Number of Projects 0.00.51.01.52.02.53.03.54.04.55.05.5 5.0 3.0 3.0
Avg, Min, Max PI Grade vs Division
D
ivisio
n
Desktop Faxes
High End Systems Mobile Coms
Number of Projects 0 5 10 15 20 25 30 35 40
Average Value of Metrics
New Percent SLOC Modified % SLOC Unmodified % SLOC Number of Projects 05 10 15 20 25 30 35 40 45 50 55 60 65 56 12 35
Life Cycle Effort vs ESLOC
ESLOC (thousands) 1 10 100 1000 Li fe Effor t ( M HR) ( thous ands ) 0.01 0.1 1 10 100
ALL Systems Fax Corp 1997base Avg.
Agile Measurement Approach
“We’ve got to make our deadline – or kill our kids,”
Sam told his team.
Industrial XP Environment
Traditional Release 1
Staffing & Probability Analysis
Avg Staff (pe ople )
<Single Goal - MBI 1.1946>
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
Jul '01
Aug Sep Oct Nov Dec Jan '02
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan '03
Feb Mar Apr May Jun Jul Aug Sep 0 5 10 15 20 25 A v g S ta ff ( peo pl e) 8 7 6 5 4 3 2 1 R&D C&T Milestones 0 - CSR 1 - SRR 2 - HLDR 3 - LLDR 4 - CUT 5 - IC 6 - STC 7 - UAT 8 - FCR 9 - 99R 10 - 99.9R Milestones 0 - CSR 1 - SRR 2 - HLDR 3 - LLDR 4 - CUT 5 - IC 6 - STC 7 - UAT 8 - FCR 9 - 99R 10 - 99.9R
SOLUTION PANEL <Single Goal - MBI 1.1946>
Duration Effort Cost Peak Staff MTTD Start Date C&T 24.0 347 5893 19.5 0.3 9/29/2001 Life Cycle 27.0 397 6741 19.5 0.3 7/1/2001 Months PM $ (K) people Days
PI=17.0 MBI=1.2 Eff SLOC=376022
CONTROL PANEL <Single Goal - MBI 1.1946>
PI 13.6 20.4 17.0 Peak Staff 15.6 23.4 19.5 Eff SLOC (K) 301 451 376 Project: Condor
Agile 1
Agile 2
Agile 3
Staffing & Probability Analysis Avg Staff (people)
<XP Rel. 3.0>
1 2 3 4 5 6 7 8 9 Apr
'02
May Jun Jul Aug Sep Oct Nov Dec Jan '03 Feb Mar 0 2 4 6 8 10 Av g S taff (peop le) 8 7 6 5 4 3 2 1 R&D C&T Milestones 0 - CSR 1 - SRR 2 - HLDR 3 - LLDR 4 - CUT 5 - IC 6 - STC 7 - UAT 8 - FCR 9 - 99R 10 - 99.9R Milestones 0 - CSR 1 - SRR 2 - HLDR 3 - LLDR 4 - CUT 5 - IC 6 - STC 7 - UAT 8 - FCR 9 - 99R 10 - 99.9R
SOLUTION PANEL <XP Rel. 3.0>
Duration Effort Cost Peak Staff MTTD Start Date C&T 6.0 33 561 8.4 1.8 8/31/2002 Life Cycle 9.0 69 1173 8.4 1.8 6/1/2002 Months PM $ (K) people Days
PI=20.7 MBI=3.8 Eff SLOC=67023
CONTROL PANEL <XP Rel. 3.0>
PI 16.5 24.8 20.7 Peak Staff 6.7 10.1 8.4 Eff SLOC (K) 54 80 67 Project: Elan 3.0
Staffing & Probability Analysis
Avg Staff (people)
<XP Rel. 3.2>
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 Jan
'03
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan '04
Feb Mar Apr May Jun Jul Aug Sep 0 2 4 6 8 10 A v g S ta ff (peop le ) 8 7 6 5 4 3 2 1 R&D C&T Milestones 0 - CSR 1 - SRR 2 - HLDR 3 - LLDR 4 - CUT 5 - IC 6 - STC 7 - UAT 8 - FCR 9 - 99R 10 - 99.9R Milestones 0 - CSR 1 - SRR 2 - HLDR 3 - LLDR 4 - CUT 5 - IC 6 - STC 7 - UAT 8 - FCR 9 - 99R 10 - 99.9R
SOLUTION PANEL <XP Rel. 3.2>
Duration Effort Cost Peak Staff MTTD Start Date C&T 15.0 88 1496 8.2 -0.0 6/30/2003 Life Cycle 19.0 109 1854 8.2 -0.0 3/1/2003 Months PM $ (K) people Days
PI=14.8 MBI=1.3 Eff SLOC=76276
CONTROL PANEL <XP Rel. 3.2>
PI 11.9 17.8 14.8 Peak Staff 6.6 9.8 8.2 Eff SLOC (K) 61 92 76
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C&T Duration (Months) vs Effective SLOC
10 100 1000
Effective SLOC (thousands)
1 10 100 C & T Du ra tion ( M onth s ) Agile 1 Agile 3 Agile 2 Traditional 1 Traditional 2 Agile 1 Agile 3 Agile 2 Traditional 1 Traditional 2
Fast Schedules on Traditional Projects
Even Faster on Agile Projects
Errors SIT-FOC vs Effective SLOC
10 100 1000
Effective SLOC (thousands)
1 10 100 1000 10000 E rro rs S IT -F O C Traditional 1 Traditional 2 Agile 1 Agile 2 Agile 3 Traditional 1 Traditional 2 Agile 1 Agile 2 Agile 3
High Defects on Traditional Projects
Low Defects on Agile Projects
Example PI Calculation
Size = 376,022 SLOC
Effort = 347
Person-Months
Time = 24 Months
*
Condor
PI =
SIZE
TIME
EFFORT
= 17
Productivity Index (PI)
(
industry values by application type
)
0
2
4
6
8
10
12
14
16
18
20
22
24
Productivity Index (PI) w/ ±1 Standard Deviation
Avionics
Business
Command and Control
Microcode
Process Control
Real Time
Scientific
System
Telecommunications
Information
Engineering
Real Time
Previous
Performance
Current
Performance
Percent
Improvement
Project Cost
$2.8 Million
$1.1 Million
61%
Project Schedule
18 months
13.5 months
24%
Cumulative
Defects
2,270
381
83%
Staffing
18
11
39%
* Using average project size of 150,000 lines of new and modified code
SLIM-Metrics
SLIM-Estimate
SLIM-Control
Metrics
Repository
& Analysis
Size, Schedule,
Cost & Quality
Estimating
Statistical
Process
Control &
Adaptive
Forecasting
“Without metrics, you’re just
another
person with a different
opinion.”
Recommended
Reading
Honore, Carl,
“In Praise of Slowness, How A Worldwide
Movement is Challenging the Cult of Speed”,
© 2004 HarperSanFrancisco
Gladwell, Malcolm,
“Blink; The Power of Thinking Without Thinking”
© 2005 Little, Brown.
Mah, Michael,
“The Making of the Agile IT Executive”
Business IT Strategies Advisory Executive Report Vol 6 Number 10.
© 2004 Cutter Information Corp.
Putnam, Lawrence H., and Myers, Ware,
“Five Core Metrics,
The Intelligence Behind Successful Software Management”
Recommended
Reading
Demarco, Tom and Tim Lister
“Waltzing With Bears,
Managing Risk on Software Projects”
© 2003 Dorset House.
Ury, William, “
Getting Past NO”
© 1993 Bantam.
Fisher, Roger and Alan Sharp,
“Getting It Done, How to Lead
When You’re Not in Charge”,
© 1998 HarperCollins.
Heen, Sheila, Doug Stone and Bruce Patton
“Difficult Conversations - How to Discuss What Matters Most”,
Recommended Web Resources
Blogosphere:
www.optimalfriction.com
QSM Associates Web Library/Resource Center:
www.qsma.com
For Additional Information
Contact:
Michael Mah
Managing Partner
QSM Associates Inc.
Clocktower Building
75 So. Church St., Suite 600
Pittsfield, MA 01201
Email:
