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Five core metrics : the intelligence behind successful software management
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Five core metrics : the intelligence behind successful software management

Author: Lawrence H Putnam; Ware Myers
Publisher: New York : Dorset House Pub., 2003.
Edition/Format:  Book : EnglishView all editions and formats
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Additional Physical Format: Online version:
Putnam, Lawrence H.
Five core metrics.
New York : Dorset House Pub., 2003
(OCoLC)679595870
Document Type: Book
All Authors / Contributors: Lawrence H Putnam; Ware Myers
ISBN: 0932633552 9780932633552
OCLC Number: 51931115
Description: xiv, 310 p. : ill. ; 24 cm.
Contents: pt. I. What software stakeholders want. Some software organizations are doing very well ; A finite planet makes measurement essential ; Integrate metrics with software development ; "I want predictability" --
pt. II. The metric needed for effective control. The measurement view ; Estimating size as a measure of functionality ; Penetrating the software productivity jungle ; Defect rate measures reliability --
pt. III. Control at the project level. Do the hard stuff first - establish feasibility ; Do the tough stuff next - functional design ; The power of the trade-off ; Turning your range estimate into your client's point bid ; The main build leads to operational capability ; The operation and maintenance phase ; Replan projects in trouble --
pt. IV. Control at the organization level. A telecommunications company evaluates its software suppliers ; Evaluate bids on the facts ; Managing a portfolio of projects ; Improving the software development process ; Managing reusable components ; Metrics backstop negotiation ; Motivating participants in the software development process --
Appendix A : Good enough is better than floundering --
Appendix B : Behavior of the core metrics.
Responsibility: Lawrence H. Putnam and Ware Myers.

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schema:description"pt. I. What software stakeholders want. Some software organizations are doing very well ; A finite planet makes measurement essential ; Integrate metrics with software development ; "I want predictability" -- pt. II. The metric needed for effective control. The measurement view ; Estimating size as a measure of functionality ; Penetrating the software productivity jungle ; Defect rate measures reliability -- pt. III. Control at the project level. Do the hard stuff first - establish feasibility ; Do the tough stuff next - functional design ; The power of the trade-off ; Turning your range estimate into your client's point bid ; The main build leads to operational capability ; The operation and maintenance phase ; Replan projects in trouble -- pt. IV. Control at the organization level. A telecommunications company evaluates its software suppliers ; Evaluate bids on the facts ; Managing a portfolio of projects ; Improving the software development process ; Managing reusable components ; Metrics backstop negotiation ; Motivating participants in the software development process -- Appendix A : Good enough is better than floundering -- Appendix B : Behavior of the core metrics."
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