Software Metrics - Lease Management Case Study
Problem Statement This case is based on the lease management system example in Boehm & Turner’s Balancing Agility and Discipline , pages 84 – 89. Please start by reading that information. Consider the following situation: The lease management system project has modified its XP approach to include a few plan-driven elements. Most notably, they now use high-level architecture plans, improved milestone completion criteria, and design patterns. However, the project remains true to its XP beliefs. For example, they will continue to use more complete and accurate “as-discovered” criteria for determining milestone completions and to reprioritize story cards at the beginning of each development increment. The project team estimates the duration of each iteration as part of the iteration kickoff meeting; they are no longer tied to fixed-length cycles of development and deployment, since analyses showed that fixed-length XP cycles were inappropriate for large, complex systems like the lease management system. However, the team is committed to approximately one-month iteration cycles and will take on only the number of tasks that they esitmate they can complete in that amount of time. The CIO is holding the project’s manager, Tarak Srinivas, responsible for timely completion of iterations on the system, because new lease management capabilities must be available to stakeholders when promised. The system must, of course, continue to be highly reliable and meet user needs as described in the story cards (which do get modified, as described in Balancing Agility and Discipline 84 – 89).
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Software Metrics - Lease Management Case Study
- 1. Task 1 Lease Management Case 1 Metrics for Software Managers Fall 2014 Presented by: Team Touchstone Dibyendu Roy, Felix Amoruwa, Jennifer Li, Pallavi Mathane, Susana Lau, Tushar Dadlani
- 2. Agenda Project Background Approach - Goal-Question-Metric Diagram Key Metrics/Reports Team Decisions & Insights Reflection: Lessons Learned A Real Story Q&A 2
- 3. 3 Project Background Lease management portal 30 Developers + 20 Domain Experts 3 Years Over 1000 stories 18 months plan-driven + XP Tarak
- 4. Issue 1: Missing Deadline 4
- 5. Issue 2: Changing Requirements 5
- 6. Issue 3: Integration Failures 6
- 7. Assumptions Stories are not of equal size and same priority Requirements can come in any time Team can accurately estimate hours/story Nature of the project can’t be changed 7
- 8. Goal- Question - Metric 8
- 9. Key Metrics Velocity Defect Density 9 Existing Metrics Story point Variance Variance of deadline over time Percentage of accepted story points by customer Attrition rate Unit test & integration test success rate http://aea365.org/blog/2011/10/page/2/ Suggested Metrics
- 11. Burndown & Burnup Charts 11
- 12. Defects & Tests Reports 12
- 14. Team Decisions & Insights 1. How many goals to consider? 2. How to include different stakeholders? 3. How to present GQM in a meaningful way? 4. Important to provide actionable items for stakeholders based on reports 14
- 15. Task: What Worked 15 Suitable Hypothesis Well Defined Goals Questions Metrics Well Structured Reports End to end workflow Actionable Items
- 16. Task: What To Improve Supplementary reports Deep dive into existing tools for similar projects Better understanding of what is absolutely necessary 16
- 17. Teamwork Reflection: What Worked 17 http://raedevelopment.com/wp-content/uploads/2012/09/team-hands1.jpg http://shirtoid.com/wp-content/uploads/2010/08/brainstorm.jpg http://www.learning3pointzero.com/wp-content/uploads/2011/03/listeningBowler.jp http://pdci-network.org/images/stories/consensus.jpg
- 18. Teamwork Reflection: What To Improve 18 Strategy
- 19. A Real Story - Sentinel 19 “10 years of ‘Waterfall’ failure and $800m of waste”
- 20. Background 2001 Virtual Case File (VCF) - FBI’s IT Modernization Project 2005 730,000 lines of code never worked properly Abandoned after spending $170 million 2006 Award of a $305 million contract to Lockheed Martin to develop Sentinel 20
- 21. However… Aug 2010 project was only half done … … and $100 million over budget Sep 2010 new Agile methodology development strategy July 2012 successfully deployed ~$500 million 21
- 22. What Worked - Agile • Organized work into 670 ‘user stories’ • To be developed over 21 sprints – each 2 weeks long • Assign story points based on difficulty • Demos every other Friday with a host of stakeholders • Only stories passed tests claimed completed 22
- 23. Questions 23