By Christof Ebert
In this complete creation to software program dimension, Ebert and Dumke aspect wisdom and stories concerning the topic in an simply understood, hands-on presentation. The booklet describes software program size in idea and perform in addition to presents counsel to all appropriate size instruments and on-line references. furthermore, it offers hands-on event from leaders and gives many examples and case experiences from international a hundred businesses. in addition to the numerous functional tricks and checklists, readers also will relish the massive reference checklist, such as hyperlinks to metrics groups the place undertaking reports are shared.
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Additional resources for Software measurement : establish, extract, evaluate, execute
Have a short definition in small letters on the same sheet, if the numbers are not well known in your company. Frequently presentations are distributed further or even beyond your reach. Often something is copied or sent out of context, and thus having the explanations on one sheet avoids unnecessary questions. • Use industry standards as far as possible. Today many figures have standards and agreed-upon definitions that can easily be reused [McGa01, Reif02, Kapl93]. 5. Summary The four steps of the measurement process (establish, extract, evaluate, execute) should be introduced in that order.
Which assets or improvements have been implemented? Which changes in constraints, requirements or boundary conditions will impact the projects and results? Are there timing constraints, such as delays until the results are available, or timeline correlations? 3 Extract The next step of the measurement process is to extract the right information. To avoid overheads this second step must be closely linked to the first step that provides the measurement objectives. Do not collect information you will not use afterwards.
They simplify the selection by reducing the focus on project tracking and oversight from 26 2 Making Measurement a Success – A Primer a contractor and program management perspective. Obviously, additional indicators must be agreed upon to evaluate external constraints and integrate with market data. Often the collected measurements and resulting reports are useless, and only create additional overhead (see also Chap. 6 on the misuse and abuse of measurements). In the worst case they hide useful and necessary information.