The fear of promising too much often stresses out those tasked with delivering the project on time and on budget. Adequate systems in place and established measurement practices relieve this stress and help guarantee successful delivery of the project.

W4	Wednesday, September 29, 2004, 11:30 AM

Through the application of a rigorous measurement model, which includes both quantitative and qualitative analysis, organizations can identify high impact areas of software development performance. With these organizational practices identified, you can more effectively align process improvement programs and realize significant gains in productivity and quality. Using three case studies, David Herron describes what leading organizations are doing to reduce costs and to produce higher quality deliverables. One company was able to measure and model the impact of an SEI CMM®-based process improvement program to analyze performance results from the program. Another organization quantitatively compared practices of high versus low performance projects to identify the factors contributing to better results. A third company used qualitative and quantitative analysis techniques to model performance and identify their best practices.

• Quantitative and qualitative performance measures for software practices
• Performance modeling techniques focusing on critical business goals
• High impact strategies for improvement

W5	Wednesday, September 29, 2004, 1:45 PM

In the Earned Value Management (EVM) approach, as work is performed, it is ''earned'' on the same basis it was planned — both the original plan and agreed to changes. Today, more and more software projects are using this approach. Function Point Analysis has been shown to be a reliable method for measuring the size of computer software based on detailed requirements and specifications. Function points can be leveraged throughout the EVM process to establish cost and schedule baselines, control project scope over the lifecycle, and quantitatively assess percent complete. Ian Brown delves into the concepts of EVM as applied to software development and the key conditions necessary to profitably employ this management technology. Learn how companies are using function point analysis to improve the technology.

• Earned Value Management applied to software development projects
• The concepts and benefits of function point analysis
• Function points applied to Earned Value Management technology

W6	Wednesday, September 29, 2004, 3:00 PM

Focusing on the customer throughout the software development lifecycle (SDLC) is difficult to do. Teams often can become mired in technical problems, internal resource limitations, or other issues. Following the customer mantra of ''Faster! Better! Cheaper!'' Steve Wrenn offers measurement and process techniques that he has used to deliver projects on time, on budget, and, most importantly, meeting customers needs. By focusing on the development cycle from the outside in, his organization provides business-based metrics dashboards to monitor and adjust the project plan throughout the development project. Find out how their performance dashboard helps the team and the customer stay on course and drive directly to the targeted results. Discover an approach to determine what customers really want and match product development to customer expectations.

• Exceed customer and delivery expectations with business focused measures
• Maximize and balance the triple constraints of scope, schedule, and budget
• Negotiate with customers for successful scope delivery

T5	Thursday, September 30, 2004, 10:15 AM

Your team is assigned to a new project, and you’ve had the kickoff meeting. Now, your boss’ boss sends an email to you asking for a “guesstimate” of how long and how many people-days the project will take. What do you do? Even though developers and project managers can see the futility of doing premature, fixed cost estimates prior to requirements development, the industry still demands early estimates, often before a project is even named. Based on her experiences with similar projects, Carol Dekkers offers tips and tricks that she and others have used successfully to answer these difficult questions. Find out how to provide traceability when the original estimates turn out to be as inaccurate as the unknown requirements they represent.

• Early resource and time estimates without good requirements
• Organizing and documenting early requirements statements
• Communicating the unknown to customers and management

T6	Thursday, September 30, 2004, 11:30 AM

Good data feedback of software measurements is critical when analyzing measurement data, for drawing conclusions, and as the basis for taking action. Feedback to those involved in the activities being measured helps validate the data as well. In this presentation Ben Linders shows examples of how Ericsson Telecommunications delivers feedback at two levels: projects and the total development center. Although the basics are similar, the application differs, and the key success factors depend on the level and the audience. At the project level, you will see how the team reviews defect data, including defect classifications and test matrices. For development center feedback, you will see how line management and technical engineers review data and analyze information based on a balanced score card approach with measurable goals. Finally, Ben Linders shows examples, data summaries, and suggested action items that management teams from the project and development center levels review.

• Techniques used in data feedback reporting and key success factors
• Close the feedback loop with different levels in the organization
• Human factors that play a role in feedback sessions

T7	Thursday, September 30, 2004, 1:30 PM

Are you looking to install new measurements at the department or enterprise level? Are parts of your existing measurement program shaky? Starting a measurement program or revitalizing an existing one requires a good road map and checkpoints along the way. Janet Russac offers the fundamentals for establishing an organization-wide measurement program based on defined objectives. Find out about the principles of when to use metrics and when not to use them. Get a proven measurement program implementation strategy from this industry veteran, and take away an understanding of the key steps and attributes of a successful program. Make your measurements even more valuable by incorporating a benchmarking component into your program.

• Key steps to a successful measurement program
• Identification of key indicators of readiness and factors for success
• An implementation strategy and vehicles for reporting results

T8	Thursday, September 30, 2004, 3:00 PM

Typically, organizations pick metrics they feel will accurately measure the results their projects are achieving. We know, too, that metrics can affect behavior, and, therefore, we try hard to pick unbiased metrics. For example, you might not use ''lines of code'' as a metric to track productivity because you know metrics might cause developers to write more inefficient code. However, you can do the opposite! Jan Scott shows how to choose metrics designed to improve the progress of your projects by inspiring people to improve. As your project progresses and problems develop, appropriately designed and biased metrics will help you solve problems before they get out of control. See examples of biased metrics that have had the desired effect of improving results without alienating those involved. You will even learn about certain metrics that can inspire management to perform tasks assigned to them.

• The characteristics of performance-enhancing metrics
• Use metrics to get your team on board and celebrate success
• A performance-enhancing measurement program that management will understand and appreciate

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