8-steps metrics program

Metrics Program in Eight Easy Steps
The first component of a metrics program is an infrastructure which describes the metrics to collect, how to collect them, and how to use them.

This program outlines eight steps for creating an infrastructure for collecting and analyzing measurements of the development process and software product.

The Objectives
There are two objectives in executing these eight steps:

1. To document the goals for establishing a metrics program. It makes sense to decide exactly what is to be achieved before spending resources setting up a metrics program.
   
2. To identify the information (metrics) needed to achieve these goals and establish a framework in which this information can be obtained.

The goal of the eight steps is to create a process through which an ongoing metrics program can be utilized as a strategic management tool.

The Steps
You can meet the preceding objectives by applying the following eight steps in a formal, structured manner. These steps should be carried out by the members of a measurement team, under the guidance of an executive sponsor.

The eight steps required to implement a metrics program are:

1. Document the Software Development Process
2. State the Goals
3. Define Metrics Required to Reach Goals
4. Identify Data to Collect
5. Define Data Collection Procedures
6. Assemble a Metrics Toolset
7. Create a Metrics Database
8. Define the Feedback Mechanism

Each of these steps is discussed in detail in Step 1. The theory behind each step is discussed, and a definitive list of actions is presented.

Following this eight-step procedure will involve making decisions about which metrics to collect, and then developing procedures to collect, analyze and present these metrics.

Metrics Program Usage Method
The second component of a metrics program is the method to follow to apply the metrics infrastucture (the first component) to projects in a company.

The method for using the metrics 8-Step program is called the Project Measurement Cycle:

• choose a project to measure
• build team awareness
• measure the project
• prepare the results
• present results and collect feedback
• implement changes
• measure again

You can directly apply this method or modify it to suit the objectives of your company. It is described in detail in Step 2.

On Your Mark, Get Set, ...
Wait! Before starting the eight steps, there are some important things to decide first, such as who is in charge, and who is going to do what, etc.

There is some preliminary groundwork to cover before starting a metrics program:

• identifying a sponsor
• selling the program to senior management
• creating a measurement team
• determining how the metrics program will be documented and communicated to other staff members

Taking the time to perform these tasks first may save a lot of time and trouble in the long run.

Identify a Sponsor
The program sponsor is the person responsible for keeping the metrics program alive since it may take years to become a fully established part of the company culture. The sponsor should be a senior or high-level company person who understands the value of the program, and can steer it through budget cuts or company re-organization.

The sponsor's responsibilities are as follows:

• gaining management commitment to metrics
• sustaining management commitment to the metrics program
• providing direction to the measurement team
• selling the metrics program to the project teams
• ensuring that the project teams see that management is serious about the program
• ensuring that any conclusions resulting from the metrics program are translated into actions by management

Sell the Program
The sponsor is responsible for selling the program to senior company management. The senior managers in turn should sell the program to their managers and employees. Synergy plays a big part in the establishment of a successful measurement program.

Spend time developing the momentum and cohesiveness that is required for success. Ensure that everyone is aware of the goals of the metrics program, and how these goals will benefit them. Encourage staff members to provide input wherever possible. This will provide you with valuable insight, as well as allow you to counter any initial negativity.

Create a Measurement Team
The measurement team will consist of a small group of individuals who are committed to the program. For the most part, their tasks will involve only a small portion of their time and can be performed in conjunction with their regular work. Depending on the extent of the program, one or two individuals could be assigned to the metrics program on a full-time basis. These individuals act as coordinators, and have the specific task of establishing the metrics program and making it work.The following tasks will be the responsibility of the measurement team:

• implementing the program
• keeping company staff informed of the program and its progress
• coordinating the collection of dataanalyzing the collected data
• presenting the data to management
• providing feedback to the project teams
• helping to refine the software development process

The best candidates for metrics coordinators will be strong team players, and have an excellent rapport with management, a detailed knowledge of the organization’s development practices, and of course, a commitment to the metrics program.

Document the Metrics Program
Throughout the eight steps outlined in Step 1, various procedures relating to the metrics program need to be documented. There are a number of ways to do so:

Update existing internal Quality Assurance documents with any relevant metrics information.

Create a new document (for example, a "Metrics Program Description" document) to contain the information and procedures that support the metrics program.

Document the metrics program informally through the use of internal office memos or email. This method is effective as long as a central copy of all memos is maintained in a publicly accessible location.

Don’t be scared off if this sounds like a lot of documentation; it is less then it seems. A significant amount of the information for these documents can be extracted directly from the charts and tables in this documentation, and other information only needs to be described at a level of detail suitable to your company.

The documentation is a very useful way of informing others within the company of the existence and aims of the program. The documentation will also ensure that people are aware of their responsibilities with respect to the metrics program.

Appendix A contains examples of some of the documentation required for metrics programs

....And Go!
Now it is time to start the eight steps. Throughout the documentation, a mythical company called Buddicorp Systems (see below) will be used to illustrate some of the steps. Although the example is fictional, it addresses problems that are common to the software industry

.In addition, Appendix A contains an example metrics program that addresses short-term software development needs. This example is very pragmatic and illustrates how to use a metrics program to provide immediate feedback and results to a software development team.

Welcome to Buddicorp Systems, a fictitious company
Buddicorp Systems is a medium-sized software development house specializing in state-of-the-art networking products for personal computers. Buddicorp has been in operation for four years and has grown rapidly from 60 to 100 employees over the last two years.

Recently Buddicorp has been experiencing problems delivering products on schedule. It is also becoming apparent that an excessive number of defects are being found in the field. This is leading to dissatisfied customers and leaving the impression that Buddicorp produces inferior products.

The company profits are down and market share is declining, thanks to some new upstart companies which have introduced competing products. You have been hired as a QA specialist to help improve product quality, and you have already convinced upper management of the need for a metrics program. You have identified a program sponsor and assembled a team of interested people. What next?

Next: Step 1: Document the Software Process

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