Information Technology Reference
In-Depth Information
• Number of scenario scripts—This measures the sequence of steps that detail the
interaction between the user and the application. The number of such scripts are
in direct relation to the size of the software to be created.
• Number of key classes—Known early on in development, key classes are those
components that are independent and reusable. The number of such classes
indicate the time required to complete the project and the potential re-usability
of code.
• Number of support classes—These classes, such as user-interface classes,
database classes, and computational classes, are those required to implement a
system but not needed immediately. They are developed for key classes and are
developed later in the process. Like key classes, they help determine time
requirements for a project.
• Average number of support classes per key class—Previous numbers of support
classes per key classes can help teams estimate work load for similar projects.
• Number of subsystems—Knowing the subsystems of a software project can be
useful when dividing work and scheduling amongst team members.
12.5 Project Metrics
While measuring the quality of software design is important, so is the measure-
ment of the work that goes into completing a project. Project metrics, used by
managers and teams for specific projects, are used to maintain and adapt the work
flow of the project by measuring the efficacy of the development processes as they
pertain to that project.
Project metrics will be used throughout the development of the software as a
way to ensure the project remains both on schedule and that product quality is
being maintained. This twofold use for project metrics is described by Pressman:
The intent of project metrics is twofold. First, these metrics are used to minimize the
development schedule by making the adjustments necessary to avoid delays and mitigate
potential problems and risks. Second, project metrics are used to assess product quality on
an ongoing basis and, when necessary, modify the technical approach to improve quality.
(Pressman
2005
)
Maintaining the project work schedule, as described above, is a useful aspect
which begins by looking at past projects. Collecting data from previous projects
will provide a baseline for comparison to the current project. Beginning with
project estimation, these baseline metrics will allow teams to estimate the time and
effort required to complete the project. This allows the team to create the initial
project completion schedule, which could, of course, be modified as the job pro-
gresses. Baseline measurements from previous work will also allow teams and
managers to monitor the rate at which progress occurs and make any adaptations if
necessary. The metrics often used to measure production include the number of
models created, errors found, lines of code created, etc. By monitoring the work
