Software Project Management - Metrics
Introduction
A measure provides a quantitative indication of the extent, amount,
dimension, capacity, or size of some attribute of a product or
process
An indicator is a metric or combination of metrics that provide
insight into the software process, a software project, or the product
itself
Metrics - Combination of two or more measures used to
compare s/w processes, projects, and products. Set of
metrics derived from the data collected from past projects at
the organization level. These baselines are used as a basis
to arrive at project specific quality goals
Measurement Process
Formulation. The derivation of software measures and metrics
appropriate for the representation of the software that is being
considered.
Collection. The mechanism used to accumulate data required to
derive the formulated metrics.
Analysis. The computation of metrics and the application of
mathematical tools.
Interpretation. The evaluation of metrics results in an effort to
gain insight into the quality of the representation.
Feedback. Recommendations derived from the interpretation of
product metrics transmitted to the software team.
Project Metrics
1. Productivity
This metric looks at overall capabilities of a company—how well it
uses its resources. Productivity shows the relationship
between inputs and outputs. How much are you getting out
after all that you put into a project?
Productivity = Units of Input/Units of Output
2. Gross Profit Margin
The higher the margin, the better the business is doing. Any program
or work performed should contribute to the financial profit of a
business. Margin is the percentage of each dollar earned after costs
have been subtracted.
Gross Profit Margin = (Total Profit-Total Costs)/100
Ref: [Link]
Project Metrics
3. Return on Investment (ROI)
Return on investment specifically looks at the amount earned for the
amount invested in a project. Instead of looking at overall profit, it
looks at the specific benefit from the project divided by the costs.
Benefits may include contribution to profit, cost savings, increased
output, and improvements. Costs may include resources, labor,
training, and overhead.
ROI = (Net Benefits/Costs) x 100
4. Earned value
provides strategic guidance by showing how much value you have earned from the
money spent to date on a project. It compares the value of the work completed by
a specific date in relation to the approved budget for the project. Also called
Budgeted Cost of Work Performed (BCWP). This metric provides a reality check
during the process of a project.
Earned Value (EV) = % of Completed Work / Budget at Completion (BAC)
Ref: [Link]
Project Metrics
5. Customer Satisfaction
Customer Satisfaction Score =
(Total Survey Point Score / Total Questions) x 100
6. Employee Satisfaction
Employee Satisfaction Score =
(Total Survey Point Score / Total Questions) x 100
7. The Actual Cost is a simple number that shows how much money
is actually spent on a project rather than just an estimate. This cost
is determined by adding up all the expenses for a specific project
over the timeline.
Actual Cost (AC) = Total Costs per Time Period x Time Period
Ref: [Link]
Project Metrics
8. Cost variance shows the difference between the planned budget and
actual costs within a specific timeframe.
A project is over budget if the cost variance is negative.
A project is under budget if the cost variance is positive (a typical
measure of success).
Cost Variance (CV) = Budgeted Cost of Work – Actual Cost of Work
Ref: [Link]
Project Metrics
9. Schedule Variance (SV) =
Budgeted Cost of Work Performed –Budgeted Cost of Work Scheduled
The difference between work scheduled and completed.
A negative schedule variance means the project is behind schedule.
10. Cost Performance Index (CPI) = Earned Value / Actual Costs
Cost performance is a cost efficiency metric. Divide the value of the
work actually performed (earned value) by the actual costs it took
to accomplish the earned value. Forecasting cost performance
allows for accurate budget estimations.
Ref: [Link]
Product Metrics
Requirement related metrics: Function points,
Design Metrics: Complexity, Cohesion, Coupling,
Modules/Interfaces, Num Classes, Num Screens, etc
Dev Metrics: KLOC
Testing Metrics: Defects related, Statement/Branch/Condition
coverage metrics
Process Metrics
Effort slippage or variation: This metric is the difference between Estimated
and Actual effort as compared against the Estimated Effort.
= (Actual Effort - Estimated Effort)/ (Estimated Effort) *100
Schedule slippage or variation:
This metric is the ratio of difference between the Actual End Date and Planned
End Date Vs difference between Planned End Date and Planned Start Date for
the project.
= ((Actual End date – Planned End date) / (Planned End date - Planned Start date)) * 100
Size Variation: This metric is the difference between Estimated Size and Actual
size as compared against Estimated Size.
= ((Actual Size – Estimated Size) / Estimated Size) * 100
Load Factor: Load Factor is computed as ratio of Actual Effort expended in the
project to Total Effort available to the project in terms of number of resources
allocated to the project for any given period.
= (Actual Effort / Allocated Effort)
Process Metrics
Cost of Quality: Preventive cost + Appraisal cost +Failure cost
Rework effort: Percentage of Effort expended on Rework activities in the project
to overall Effort. Time spent in Rework / Project Time
Review Efficiency: It’s the ratio of number of review defects to total defects in
software (review and testing)
Test Effectiveness % : This metrics shows the efficiency of removing defects by
internal Testing before delivering to customer. It determines quality of defects
logged.
Defect Removal Efficiency % : Comparison of internally reported defects with total
defects (including customer reported).
Requirement stability Index : Requirements Stability Index gives indication on ratio of
Number of Missed requirements with Total No. of requirements
Metrics Example
Estimated Effort (in person days) = 5
Actual Effort (in person days) = 7
Effort Variation% = =(7-5)/5 * 100 = 40%
Actual Effort (in person days) = 100
Planned Start Date = 1-Jan-13
No: Of Resources = 6
Planned End Date = 31-Jan-13
No: of days allocated = 20
Actual Start Date = 2-Jan-13
Allocated Effort =
Actual End Date = 1-Feb-13
(Available effort * No of Resources)
Schedule Variation % =
in Person Days = 120 i.e (20*6)
(1 / 31) * 100 = 3.22%
Load Factor = 100/120 = 0.83
Actual Size: 90 FP
Total Effort for Rework = 10 PD
Estimated Size: 100 FP
Total Effort for Project = 200 PD
Size Variation % = ((100 – 90)/100) *100 = 10%
Rework Effort % =(10/200)*100= 5 %
Metrics Example
COQ =
(Effort spent on Prevention + Effort spent on Appraisal + Effort spent on Failure) /
(Effort spent on Prevention + Effort spent on Appraisal + Effort spent on Failure +
Effort spent on Production) *100
Number of Review defects = 10
Total number of Testing Defects including customer
reported test defects = 100
Review Efficiency% = (10/110)*100 = 9.09
Total Number of defects found by test team = 100
Total Number of defects Rejected by Customer = 10 Total No. of Initial
Total number of defects found by customer during UAT = 2 Requirements = 50
Test Effectiveness % = ((100 -10)/(100 + 2))*100 = 88.23 %
Total No. of Missed
Requirements = 2
Total number of Pre-shipment Defects.= 100
Total number of post-shipment Defects = 2 RLI = (2/50)*100 = 4
Defect Removal Efficiency % = (100/102)*100 = 98.04
Process Control Charts
Process Control Charts
