英特尔大学进修课程 - 软件评估介绍 Software Metrics.pdf
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1、Software Metrics Guide1 Introduction2 Metrics Set2.1 Progress2.2 Effort2.3 Cost2.4 Review Results2.5 Trouble Reports2.6 Requirements Stability2.7 Size Stability2.8 Computer Resource Utilization2.9 Training3 Overview of Project Procedures1 IntroductionEffective management of the software development
2、process requires effective measurement of thatprocess.This guide presents an overview of the collection,analysis,and reporting of software metrics.Only theprogress,effort and trouble report metrics are required for the project.However,the student should befamiliar with all the metrics described belo
3、w.Software metrics are numerical data related to software development.Metrics strongly support softwareproject management activities.They relate to the four functions of management as follows:1.Planning-Metrics serve as a basis of cost estimating,training planning,resource planning,scheduling,andbud
4、geting.2.Organizing-Size and schedule metrics influence a projects organization.5/10/2009Software Metricssunset.usc.edu/classes/metrics.html1/133.Controlling-Metrics are used to status and track software development activities for compliance to plans.4.Improving-Metrics are used as a tool for proces
5、s improvement and to identify where improvement effortsshould be concentrated and measure the effects of process improvement efforts.A metric quantifies a characteristic of a process or product.Metrics can be directly observable quantities orcan be derived from one or more directly observable quanti
6、ties.Examples of raw metrics include the numberof source lines of code,number of documentation pages,number of staff-hours,number of tests,number ofrequirements,etc.Examples of derived metrics include source lines of code per staff-hour,defects perthousand lines of code,or a cost performance index.T
7、he term indicator is used to denote a representation of metric data that provides insight into an ongoingsoftware development project or process improvement activity.Indicators are metrics in a form suitable forassessing project behavior or process improvement.For example,an indicator may be the beh
8、avior of ametric over time or the ratio of two metrics.Indicators may include the comparison of actual values versus theplan,project stability metrics,or quality metrics.Examples of indicators used on a project include actualversus planned task completions,actual versus planned staffing,number of tr
9、ouble reports written andresolved over time,and number of requirements changes over time.Indicators are used in conjunction with one another to provide a more complete picture of project ororganization behavior.For example,a progress indicator is related to requirements and size indicators.Allthree
10、indicators should be used and interpreted together.2 Metrics SetThe metrics to be collected provide indicators that track ongoing project progress,softwareproducts,and software development processes.The defined indicators are consistent with the Software Engineering Institutes Capability Maturity Mo
11、del(CMM).Table 1 shows the indicator categories,the management insight provided,and the specific indicatorsfor recommended metrics.Depending upon the nature of the project,specific contractual requirements,ormanagement preference,a project may choose to collect additional metrics or to tailor the re
12、commended set.Chart Construction SummaryCharts are prepared for the standard metrics.All charts require titles,legends,and labels for all axes.Theyshould clearly and succinctly show the metrics of interest,with no excessive detail to detract the eye.Do notoveruse different line types,patterns,or col
13、or,or added dimensionality unless used specifically to differentiateitems.Overlayed data is preferable to multiple charts when the different data are related to each other and canbe meaningfully depicted without obscuring other details.The most common type of chart is the tracking chart.This chart i
14、s used extensively for the Progress indicator,and is used in similar forms for many of the other indicators.For task progress,it depicts the cumulative5/10/2009Software Metricssunset.usc.edu/classes/metrics.html2/13number of planned and actual task completions(or milestones)against time.For other in
15、dicators,it may showactual versus planned staffing profiles,actual versus planned software size,actual versus planned resourceutilization or other measures compared over time.There are many ways to modify the tracking chart.A horizontal planned line representing the cumulative goalcan be drawn at th
16、e top,multiple types of tasks can be overlaid on a single tracking chart(such as design,code,and integration),or the chart can be overlaid with other types of data.It is recommended that tracked quantities be shown as a line chart,and that replanned task progress beshown as a separate planning line.
17、The original planned baseline is kept on the chart,as well as all replanningdata if there is more than a single replan.The following sections provide brief descriptions of the different metrics categories with samples of therequired charts.Individual projects may enhance the charts for their situati
18、ons or have additional charts for thecategories.The sample charts are designed for overhead presentations and are available as templates from theprofessor.Table 1 Recommended Metrics Set for a ProjectIndicatorCategoryManagement InsightIndicatorsProgressProvides information on how well the project is
19、performing with respect to its schedule.Actual vs.planned taskcompletionsActual vs.planneddurationsEffortProvides visibility into thecontributions of staffing onproject costs,schedule adherence,and product quality.Actual vs.plannedstaffing profilesCostProvides tracking of actual costs against estima
20、ted costsand predicts future costs.Actual vs.planned costsCost and schedulevariancesReviewResultsProvides status of action items from life-cycle review.Status of action itemsTroubleReportsProvides insight into product and process quality andthe effectiveness of the testing.Status of trouble reportsN
21、umber of trouble reportsopened,closed,etc.duringreporting periodRequirementsProvides visibility into the magnitude and impact ofNumber of requirementschanges/clarifications5/10/2009Software Metricssunset.usc.edu/classes/metrics.html3/13Stabilityrequirements changes.Distribution ofrequirements over r
22、eleasesSize StabilityProvides insight into the completeness and stabilityof the requirements and into the ability of the staff tocomplete the project within the current budget andschedule.Size growthDistribution of size overreleasesComputerResourceUtilizationProvides information on how well the proj
23、ect is meeting its computer resourceutilization goals/requirements.Actual vs.planned profiles ofcomputer resource utilizationTrainingProvides information on the training program and staff skills.Actual vs.planned number ofpersonnel attending classes2.1 ProgressProgress indicators provide information
24、 on how well the project is performing with respect to planned taskcompletions and keeping schedule commitments.Tasks are scheduled and then progress is tracked to theschedules.Metrics are collected for the activities and milestones identified in the project schedules.Metrics onactual completions ar
25、e compared to those of planned completions to determine whether there are deviationsto the plan.The difference between the actual and planned completions indicates the deviations from the plan.Each project identifies tasks for which progress metrics will be collected.The completion criteria for each
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