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Practical Software Metrics for Project Management and Process Improvement

by
Robert B. Grady (Author)
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Robert B. Grady (Author)
4.8 out of 5 stars 8 customer reviews
ISBN-13: 007-6092032823
ISBN-10: 0137203845
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Product Details

  • Paperback: 282 pages
  • Publisher: Prentice Hall (May 8, 1992)
  • Language: English
  • ISBN-10: 0137203845
  • ISBN-13: 978-0137203840
  • Product Dimensions: 5.9 x 0.7 x 8.9 inches
  • Shipping Weight: 14.4 ounces (View shipping rates and policies)
  • Average Customer Review: 4.8 out of 5 stars  See all reviews (8 customer reviews)
  • Amazon Best Sellers Rank: #1,372,150 in Books (See Top 100 in Books)

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5.0 out of 5 starsEasy read, valuable desk reference and metrics resource
By Linda Zarate on April 22, 2001
Format: Paperback
I was introduced to Mr. Grady's work when I borrowed a copy of Software Metrics: Establishing a Company-Wide Program. Where that book interwove a storyline into metrics and how they support mature process improvement, this book is more like a desk reference. Mr. Grady has divided this book into two parts: tactical metrics, which are project-oriented, and strategic metrics which address process improvement.
The first part starts with a collection of practical rules of thumb for software managers. This collection of heuristics covers every phase of the development life cycle and are backed up with data gathered during 125 software projects at Hewlett-Packard. An example of one of these rules of thumb is that you will find 1 defect after software has been released into production for every 10 defects caught during testing. This, of course, is purely empirical, but is an interesting rule that I mentally filed away. Some highlights of the first part are: a good introduction to the goal-question-metric approach to determining what to measure based on your objectives, and a focus on project goals of maximizing customer satisfaction while minimizing project schedule and costs, and product defects. This is followed by chapters that address each of these goals. One of the best chapters in the first part of this book is work analysis. While I am more focused on the service delivery side of metrics (after the project has produced something that has been released into production), some of the metrics were very valuable to me - especially the ones that revolved around testing and QA.
Part 2 is squarely in my domain - production and application support, and service delivery.Read more ›
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5.0 out of 5 starsValuable information for your development process
By A Customer on May 2, 1999
Format: Paperback
While the book (like most other books of its kind) is a very high-level overview of its subject matter, it discusses many new and compelling ideas that you should find of great use for your own development efforts. Of particular note is the author's discussion of the FURPS+ system, in which functional and nonfunctional requirements are melded into an easily-readable matrix, and all requirements are assigned numerical grades for priority and technical risk. (FURPS+ was developed at HP, where the author works.) And project leaders should pay careful attention to the chapters on project phase metrics, where the author provides average project percentages for the major phases of development.
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5.0 out of 5 starsSeamless integration of development and project activities
By Mike Tarrani HALL OF FAMETOP 50 REVIEWER on May 18, 2002
Format: Paperback
This is Grady's first book and it sets the tone for his later two books, Successful Software Process Improvement and Software Metrics: Establishing a Company-wide Program. What makes this book so important is that it is one of the first to integrate software metrics with project management metrics.
What I particularly like about this book includes:
(1) Complete view of metrics that matter, and the chronicle of how these metrics evolved in a large company (Hewlett-Packard).
(2) Recognition that any software metrics initiative extends beyond the project that delivers the software - Grady examines post-production metrics and ties them back to not only the development life cycle, but the product life cycle as well. Ten years after this book was published there are still large organizations that are struggling with doing this, yet Grady's book provides a clear roadmap to achieving this elusive goal.
(3) Continuous improvement is the central theme in this book. Grady does not stop with collecting and analyzing metrics, but how to effectively employ them to spot improvement opportunities and develop a strategy to effect those improvements.
The book is written as both a story of how a successful metrics program evolved, complete with anecdotes that will prove helpful, and as a collection of data that illustrates what is and is not important to a comprehensive metrics program.
Among all of Grady's books I like this one the best; however, I recommend that his other two also be carefully read if software process improvement is your goal. He has much to say and backs it up with data and a chronicle of his experiences from real projects.
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5.0 out of 5 starsPerfect for the Software Process Improvement
By Michael Hicks on January 30, 1998
Format: Paperback
This book is for anyone who has a novice-level knowledge of the subject of metrics. It reinforces previously gained knowledge and expands your dossier of techniques considerably. My main use is to learn how to perform metrics gathering/analysis for the sole use of process improvement.
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