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Lifecycle Expectations - Software Project Management

The document discusses lifecycle expectations for software project management. It outlines seven core metrics used to track quality, waste, and dynamic changes over time. These metrics include progress, architecture, applications, expenditures, effort, schedule, and staffing. The values of metrics can vary widely by project, but trends should generally follow a default pattern shown in a table, with metrics evolving from inception through elaboration, construction, and transition phases. A mature organization can define more precise metric targets for its business and processes.

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Riyaz Shaik
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17K views2 pages

Lifecycle Expectations - Software Project Management

The document discusses lifecycle expectations for software project management. It outlines seven core metrics used to track quality, waste, and dynamic changes over time. These metrics include progress, architecture, applications, expenditures, effort, schedule, and staffing. The values of metrics can vary widely by project, but trends should generally follow a default pattern shown in a table, with metrics evolving from inception through elaboration, construction, and transition phases. A mature organization can define more precise metric targets for its business and processes.

Uploaded by

Riyaz Shaik
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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5/22/2017 LifecycleExpectationsSoftwareProjectManagement

LifecycleExpectations
LastUpdatedonFri,10Mar2017|SoftwareProject

Thereisnomathematicalorformalderivationforusingthesevencoremetrics.However,therewerespecificreasonsfor
selectingthem:

Thequalityindicatorsarederivedfromtheevolvingproductratherthanfromtheartifacts.

Theyprovideinsightintothewastegeneratedbytheprocess.Scrapandreworkmetricsareastandardmeasurement
perspectiveofmostmanufacturingprocesses.

Theyrecognizetheinherentlydynamicnatureofaniterativedevelopmentprocess.Ratherthanfocusonthevalue,
theyexplicitlyconcentrateonthetrendsorchangeswithrespecttotime.

Thecombinationofinsightfromthecurrentvalueandthecurrenttrendprovidestangibleindicatorsformanagement
action.

Theactualvaluesofthesemetricscanvarywidelyacrossprojects,organizations,anddomains.Therelativetrends
acrosstheprojectphases,however,shouldfollowthegeneralpatternshowninTable133.Amaturedevelopment
organizationshouldbeabletodescribemetricstargetsthataremuchmoredefinitiveandpreciseforitslineofbusiness
andspecificprocesses.

Table133.Thedefaultpatternoflifecyclemetricsevolution

metric inception elaboration construction transition

Progress 5% 25% 90% 100%

Architecture 30% 90% 100% 100%

Applications <5% 20% 85% 100%

Expenditures Low Moderate High High

Effort 5% 25% 90% 100%

Schedule 10% 40% 90% 100%

Staffing Smallteam Rampup Steady Varying

Stability Volatile Moderate Moderate Stable

Architecture Volatile Moderate Stable Stable

Applications Volatile Volatile Moderate Stable

Modularity 50%100% 25%50% <25% 5%10%

Architecture >50% >50% <15% <5%

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5/22/2017 LifecycleExpectationsSoftwareProjectManagement

Applications >80% >80% <25% <10%

Adaptability Varying Varying Benign. Benign

Architecture Varying Moderate Benign Benign

Applications Varying Varying Moderate Benign

Maturity Prototype Fragile Usable Robust

Architecture Prototype Usable Robust Robust

Applications Prototype Fragile Usable Robust

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