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Session 1 Module 1: Overview of Measures and Metrics in Industry and the Government. The focus of this module is on measures and metrics and how they relate to successful project management. An explanation is given of the differences between measures and metrics. A basic sample metrics set is recommended. Metrics issues; i.e., what is useful to the project versus what may be harmful to the individual, is discussed. There is a comparison and discussion of industry and government recommended metrics including Software Engineering Institute (SEI) CORE, STEP and USAF Standards. An introduction to the concept of function points is provided. The software project control panel from the Software Program Managers Network brings together many metrics into an easy to understand presentation, and so it is discussed. Practical Software Measurement (PSM) principles are covered. PSM defines a process for determining what measures and metrics are best suited for the application (project) as opposed to simply selecting a standard set.
Measurement as a Critical Management Tool Basic Metric Set Albrecht’s Function Point Metrics Discussion: Open Discussion On Measuring Personal Performance
Module 2: The remainder of the course focuses on the metrics aspects pertinent to the Level 2 key process areas from the SEI Capability Maturity Model Integration (CMMI®) for Project Planning and Project Monitoring and Control. Establishing a Basis for Project Management Using Metrics. The importance of estimating and establishing a baseline for comparison is covered in this module. Estimating elements such as size, cost, staffing and schedule are discussed and the applicability of these fundamental elements to project types (new, maintenance, product lines, etc.). What constitutes a good basis of estimate is discussed. The importance of building and maintaining historical databases is covered. The difference between functional analogy and bottoms up estimating is discussed. Why scheduling must be done as an integrated process and the tiers of schedules to be developed are covered. What metrics need to be reported and reviewed and how that reporting of progress should be handled.
Estimating Progress Reporting Exercise: Risk management of estimating, so that a project has the best chance to get off to a good start. Session 2 Module 3: Provide an overview of the methods and processes for evaluating project progress. For each metric or indicator provide a timeline for generation and use. A typical industry approach to assessing the performance of the project based on that indicator is discussed. Provide and discuss representative examples to allow attendees to perform trend analysis, evaluate project progress, document variance causes and cover appropriate corrective actions. This module addresses the requirements for statusing of project software development throughout the project life cycle. It discusses the key project indicators with representative examples of each. Two general approaches with examples are presented for computing earned value.
Generation and Evaluation of Project Management Indicators Managing key project indicators Computing earned value
Module 4: This module contains an exercise that gives the attendees the abilities to work on program measurements status information as a team by providing various status charts to attendees, having attendees work in groups, and reviewing results with groups. This is a exercise that provides working experience with representative examples of program status for situations such as maintenance metrics concerned with modifying COTS packages and allows attendee groups to assess current status, project estimates at completion (EAC), and establish corrective actions as required.
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