Key Software Metrics and its Impact on each other for Software Development Projects

2016 ◽  
Vol 6 (1) ◽  
pp. 242
Author(s):  
Mridul Bhardwaj ◽  
Ajay Rana
Keyword(s):  
Software Development ◽  
Software Metrics ◽  
Development Project ◽  
Project Manager ◽  
Software Project ◽  
Team Size ◽  
Font Size ◽  
Project Duration ◽  
Software Development Project ◽  
Software Estimation

<p class="MsoNormal" style="margin: 0in 0in 10pt; text-align: justify;"><span style="line-height: 115%; font-size: 9pt; mso-bidi-font-size: 12.0pt;"><span style="font-family: Calibri;"><span style="mso-spacerun: yes;"><span style="font-size: small;"><span style="line-height: 115%; mso-bidi-font-size: 12.0pt;">Every software development project is unique and different from repeatable manufacturing process. Each software project share different challenges related to technology, people and timelines. If every project is unique, how project manager can estimate project in a consistent way by applying his past experience. One of the major challenges faced by the project manager is to identify the key software metrics to control and monitor the project execution. Each software development project may be unique but share some common metric that can be used to control and monitor the project execution. These metrics are software size, effort, project duration and productivity. These metrics tells project manager about what to deliver (size), how it was delivered in past (productivity) and how long will it take to deliver with current team capability (time and effort). In this paper, we explain the relationship among these key metrics and how they statistically impact each other. These relationships have been derived based on the data published in book “Practical Software Estimation” by International Software Benchmarking Group. This paper also explains how these metrics can be used in predicting the total number of defects. Study suggests that out of the four key software metrics software size significantly impact the other three metrics (project effort, duration and productivity). Productivity does not significantly depend on the software size but it represents the nonlinear relationship with software size and maximum team size, hence, it is recommended not to have a very big team size as it might impact the overall productivity. Total project duration only depends on the software size and it does not depend on the maximum team size. It implies that we cannot reduce project duration by increasing the team size. This fact is contrary to the perception that we can reduce the project duration by increasing the project team size. We can conclude that software size is the important metrics and a significant effort must be put during project initiation phases to estimate the project size. As software size will help in estimating the project duration and project efforts so error in estimating the software size will have significant impact on the accuracy of project duration and effort. All these key metrics must be re-calibrated during the project development life cycle. </span><strong style="mso-bidi-font-weight: normal;"></strong></span></span></span></span></p><p class="MsoNormal" style="margin: 0in 0in 10pt; text-align: justify;"> </p>

scholarly journals Key Software Metrics and its Impact on each other for Software Development Projects

2016 ◽  
Vol 6 (1) ◽  
pp. 242
Author(s):  
Mridul Bhardwaj ◽  
Ajay Rana
Keyword(s):  
Software Development ◽  
Software Metrics ◽  
Development Project ◽  
Project Manager ◽  
Software Project ◽  
Team Size ◽  
Font Size ◽  
Project Duration ◽  
Software Development Project ◽  
Software Estimation

<p class="MsoNormal" style="margin: 0in 0in 10pt; text-align: justify;"><span style="line-height: 115%; font-size: 9pt; mso-bidi-font-size: 12.0pt;"><span style="font-family: Calibri;"><span style="mso-spacerun: yes;"><span style="font-size: small;"><span style="line-height: 115%; mso-bidi-font-size: 12.0pt;">Every software development project is unique and different from repeatable manufacturing process. Each software project share different challenges related to technology, people and timelines. If every project is unique, how project manager can estimate project in a consistent way by applying his past experience. One of the major challenges faced by the project manager is to identify the key software metrics to control and monitor the project execution. Each software development project may be unique but share some common metric that can be used to control and monitor the project execution. These metrics are software size, effort, project duration and productivity. These metrics tells project manager about what to deliver (size), how it was delivered in past (productivity) and how long will it take to deliver with current team capability (time and effort). In this paper, we explain the relationship among these key metrics and how they statistically impact each other. These relationships have been derived based on the data published in book “Practical Software Estimation” by International Software Benchmarking Group. This paper also explains how these metrics can be used in predicting the total number of defects. Study suggests that out of the four key software metrics software size significantly impact the other three metrics (project effort, duration and productivity). Productivity does not significantly depend on the software size but it represents the nonlinear relationship with software size and maximum team size, hence, it is recommended not to have a very big team size as it might impact the overall productivity. Total project duration only depends on the software size and it does not depend on the maximum team size. It implies that we cannot reduce project duration by increasing the team size. This fact is contrary to the perception that we can reduce the project duration by increasing the project team size. We can conclude that software size is the important metrics and a significant effort must be put during project initiation phases to estimate the project size. As software size will help in estimating the project duration and project efforts so error in estimating the software size will have significant impact on the accuracy of project duration and effort. All these key metrics must be re-calibrated during the project development life cycle. </span><strong style="mso-bidi-font-weight: normal;"></strong></span></span></span></span></p><p class="MsoNormal" style="margin: 0in 0in 10pt; text-align: justify;"> </p>

Software Project Managers under the Team Software Process

2012 ◽  
pp. 115-126
Author(s):  
Marcos Ruano-Mayoral ◽  
Ricardo Colomo-Palacios ◽  
Ángel García-Crespo ◽  
Juan Miguel Gómez-Berbís
Keyword(s):  
Software Development ◽  
Software Process ◽  
Development Project ◽  
Project Managers ◽  
Project Manager ◽  
Software Project ◽  
Software Projects ◽  
Software Development Project ◽  
Team Software Process ◽  
Definition Of

Despite the clear relevance of the Information and Communications Technologies (ICT) market in world economics and the evident lack of success of software projects, organizations devote little effort to the development and maturity of the software project manager profession. This work analyzes the figure of project manager from the perspective of the Team Software Process (TSP), and it considers the required skills, attitudes and knowledge for a software development project. The basis for the study is the analysis of relevant references from the literature for their subsequent categorization into different competency concepts. The results of the analysis are compared with the contributions which the Guide to the SWEBOK® and the PMBOK® Guide models provide of the profiles of the project manager. The results indicate that the literature relating to the Team Software Process is focused on the definitions of skills and attitudes, and to a lesser extent on knowledge components. The lack of the definition of the components which comprise competency constitutes a challenge for software development organizations that use TSP, whose project managers should confront the task with full capacities, and without the help of established and recognized competencies. The current work attempts to establish the competencies for project managers identified in the literature, in the environment of the use of TSP for software development, using a study based on content analysis.

Software Project Managers under the Team Software Process

2010 ◽  
Vol 1 (1) ◽  
pp. 42-53 ◽  
Author(s):  
Marcos Ruano-Mayoral ◽  
Ricardo Colomo-Palacios ◽  
Ángel García-Crespo ◽  
Juan Miguel Gómez-Berbís
Keyword(s):  
Software Development ◽  
Software Process ◽  
Development Project ◽  
Project Managers ◽  
Project Manager ◽  
Software Project ◽  
Information And Communications Technologies ◽  
Software Projects ◽  
Software Development Project ◽  
Team Software Process

Despite the clear relevance of the Information and Communications Technologies (ICT) market in world economics and the evident lack of success of software projects, organizations devote little effort to the development and maturity of the software project manager profession. This work analyzes the figure of project manager from the perspective of the Team Software Process (TSP), and it considers the required skills, attitudes and knowledge for a software development project. The basis for the study is the analysis of relevant references from the literature for their subsequent categorization into different competency concepts. The results of the analysis are compared with the contributions which the Guide to the SWEBOK® and the PMBOK® Guide models provide of the profiles of the project manager. The results indicate that the literature relating to the Team Software Process is focused on the definitions of skills and attitudes, and to a lesser extent on knowledge components. The lack of the definition of the components which comprise competency constitutes a challenge for software development organizations that use TSP, whose project managers should confront the task with full capacities, and without the help of established and recognized competencies. The current work attempts to establish the competencies for project managers identified in the literature, in the environment of the use of TSP for software development, using a study based on content analysis.

scholarly journals Towards a methodology to estimate cost of object-oriented software development projects

2004 ◽  
Vol 1 (2) ◽  
pp. 173-194 ◽  
Author(s):  
Radoslav Rakovic
Keyword(s):  
Software Development ◽  
Development Process ◽  
A Priori ◽  
Unified Modeling Language ◽  
Object Oriented ◽  
Subsequent Development ◽  
Development Project ◽  
Software Project ◽  
Software Development Project ◽  
Early Estimate

Successful management of a software project, besides a well-defined project development process, requires an early estimate of project complexity. In a prevailing practice, software development costs usually have been determined a posteriori i.e. after software project implementation. It is essential however, to know this estimate a priori, i.e., before commencement of works. This paper presents an attempt to construct a methodology that would enable an early estimate of software development cost and its refinements during subsequent development phases. The methodology assumes an object-oriented approach based on the Unified Modeling Language (UML) and Unified Software Development Process (USDP). It outlines an Use Case Driven Architecture-Centric, Iterative and Incremental estimate process that could significantly improve and simplify early cost estimates. The presented methodology is illustrated on example of the POST software development project.

QPLAN

2017 ◽  
pp. 259-283
Author(s):  
Marco Antônio Amaral Féris
Keyword(s):  
Software Development ◽  
Design Science ◽  
Science Research ◽  
Design Science Research ◽  
Research Process ◽  
Project Performance ◽  
Development Project ◽  
Software Project ◽  
Software Development Project ◽  
Key Factor

As business competition increases, there is pressure on software development projects to become more productive and efficient. Previous research has shown that quality planning is a key factor in enhancing project performance. Thus, this article reports on the successful development and implementation of a tool (QPLAN) that enhances software development project performance by evaluating the planning quality of any type of software project and introducing best planning practices (such as references from historical data) that suggest how to manage projects in an appropriate manner, including encompassing lessons learned and involving the customer in the development process. This is applied research aimed at solving a real problem; thus, Design Science Research was adopted as the research methodology and the design science research process (DSRP) model was selected to conduct it. This artifact was designed for the project management literature, and implemented and validated in 11 organizations in five countries.

A study of software development project cost, schedule and quality by outsourcing to low cost destination

2016 ◽  
Vol 29 (3) ◽  
pp. 454-478 ◽  
Author(s):  
Debasisha Mishra ◽  
Biswajit Mahanty
Keyword(s):  
Software Development ◽  
Development Project ◽  
Dynamics Simulation ◽  
Software Project ◽  
Design Work ◽  
Project Cost ◽  
Content Type ◽  
Software Development Project ◽  
Study Results ◽  
Testing Work

Purpose – The purpose of this paper is to find good values of onsite-offshore team strength; number of hours of communication between business users and onsite team and between onsite and offshore team so as to reduce project cost and improve schedule in a global software development (GSD) environment for software development project. Design/methodology/approach – This study employs system dynamics simulation approach to study software project characteristics in both co-located and distributed development environments. The authors consulted 14 experts from Indian software outsourcing industry during our model construction and validation. Findings – The study results show that there is a drop in overall team productivity in outsourcing environment by considering the offshore options. But the project cost can be reduced by employing the offshore team for coding and testing work only with minimal training for imparting business knowledge. The research results show that there is a potential to save project cost by being flexible in project schedule. Research limitations/implications – The implication of the study is that the project management team should be careful not to keep high percentage of manpower at offshore location in distributed software environment. A large offshore team can increase project cost and schedule due to higher training overhead, lower productivity and higher error proneness. In GSD, the management effort should be to keep requirement analysis and design work at onsite location and involves the offshore team in coding and testing work. Practical implications – The software project manager can use the model results to divide the software team between onsite and offshore location during various phases of software development in distributed environment. Originality/value – The study is novel as there is little attempt at finding the team distribution between onsite and offshore location in GSD environment.

scholarly journals ROI Estimation in a Scrum Project: A case study

10.29007/nqq6 ◽  
2019 ◽  
Author(s):  
Rita Cortés ◽  
Fulvio Lizano
Keyword(s):  
Software Development ◽  
Return On Investment ◽  
Investment Decisions ◽  
Development Project ◽  
Project Managers ◽  
Future Research ◽  
Software Project ◽  
Software Development Project ◽  
Financial Metrics

Financial metrics are necessary to inform decisions about the beginning or continuity of a software development project to justify investments. This research discuses initial ROI (Return on Investment) estimates in a software project using Scrum and how to analyze variations in the initial calculations to make return on investment decisions during partial deliveries of the product. The case study included a survey, a review of documentation, two focus group sessions, and an exercise involving application of the proposed technique. Twenty-four professionals participated, of which 4 were Scrum trainers (17%), 4 were officials of the company where the estimation technique was applied (17%), and 16 were project managers of domestic and foreign software development companies (66%), all of whom had experience in project management. This study provides elements to be considered in future research on ROI calculation in projects using Scrum, and can be used as a guide to estimate and review financial metrics during the execution of an actual project.

scholarly journals Risk Evaluation in Software Project Using Bayesian Network Modeling

2020 ◽  
Vol 9 (11) ◽  
pp. e58991110116
Author(s):  
Adalberto Ramos Cassia ◽  
André Felipe Librantz ◽  
Ivanir Costa ◽  
Mauro de Mesquita Spinola ◽  
Erika Midori Kinjo
Keyword(s):  
Risk Analysis ◽  
Software Development ◽  
Risk Evaluation ◽  
Development Project ◽  
Software Project ◽  
Software Development Project ◽  
Bayes Model ◽  
Analysis Process ◽  
Bayesian Network Modeling ◽  
Engineering Institute

Project risk events are often influenced by each other and rarely act independently. In this context, effective methods to identify, model and analyze these risks are necessary. The objective of this article is to apply the risk analysis in a software development project, based on the model of the Software Engineering Institute (SEI), using the Bayes model to calculate the event probabilities and also the Noisy-OR calculation structure to assign the initial weights of the network of factors that influence the project. In this way, it is expected to increase the chances of success of the risk analysis process. The results obtained by the techniques adopted prove to be promising in assisting the process of decision making by the managers of software development projects.

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