arinc proprietary measurement and analysis jd rosser sc-spin january 2008

ARINC PROPRIETARY

Measurement and Analysis

JD RosserSC-SPIN January 2008

MEASUREMENT AND ANALYSISA Support Process Area at Maturity Level 2

The purpose of Measurement and Analysis (MA) is to develop and sustain a measurement capability that is used to support management information needs.


The Measurement and Analysis process area involves the following:

Specifying the objectives of measurement and analysis such that they are aligned with identified information needs and objectives

Specifying the measures, analysis techniques, and mechanism for data collection, data storage, reporting, and feedback

Implementing the collection, storage, analysis, and reporting of the data

Providing objective results that can be used in making informed decisions, and taking appropriate corrective actions

Undergirding the efforts of an organization to advance in levels of process maturity. The High Maturity process areas at levels 4 and 5 require that MA PA be well handled - effective data collection and analysis are being performed.


The integration of measurement and analysis activities into the processes of the project supports the following:

Objective planning and estimating

Tracking actual performance against established plans and objectives

Identifying and resolving process-related issues

Providing a basis for incorporating measurement into additional processes in the future


Related Process Areas PP for more information about estimating project attributes and other

planning information needs. PMC on information about monitoring project performance information

needs. CM for information about managing measurement work products. RD for more information about meeting customer requirements and related

information needs. REQM for information about maintaining requirements traceability and

related information needs. OPD for information about establishing the organization’s measurement

repository. Quantitative Project Management for more information about

understanding variation and the appropriate use of statistical analysis techniques.


SG 1 Align Measurement and Analysis Activities SP 1.1 Establish Measurement Objectives SP 1.2 Specify Measures SP 1.3 Specify Data Collection and Storage Procedures SP 1.4 Specify Analysis Procedures

SG 2 Provide Measurement Results SP 2.1 Collect Measurement Data SP 2.2 Analyze Measurement Data SP 2.3 Store Data and Results SP 2.4 Communicate Results


What are your measurement objectives? What is it you want to know about the entity that is being

measured? What is the value of the knowledge that will be gained from the

results? How do we know we are meeting the expectations of our

customer? How do we know when we are doing better, or worse? If we make changes to a process, what measurements can we get

to help us understand the results of making that change? You will not get it all right the very first time. Expect to return to this area as you learn more about how the

organization really works.


Document the measures to be made that support the objectives

Measures may be either base (raw) or derived (aggregate) Base – Estimates and actual measures of work products Derived – Earned Value, mean time to failure, number of defects by

severity/total number of defects – generally a mathematical ratio

What has been measured, how was it measured, the units of measure, what is and is not included in the measurement?

Can the measurement be repeated, given the same definition, to get the same results?


Document how the data is to be collected and stored

Identify the source of the data

Identify who will provide the data and when

Are tools available and is their use understood?

Where will be data be stored?

Who can access, add, modify, and/or delete the data store?

Back-up and disaster recovery of the data store


Document how the measurement data will be analyzed and used

Defining the analysis procedures generates consistency of results

Consistency of results provides valuable knowledge to management to determine the stability of the process and to demonstrate how the process is supporting the business objectives of the organization.

Determine who will perform what analysis and what report will be used to communicate the results of the analysis.

The results of the analysis may indicate that the wrong data is being collected and other data is needed or that the data being collected is not providing the insight into the business that is necessary for corrective actions to be taken.


At the beginning of each new project, determine what measurements are to be taken and then ensure that those measurements are collected.

Perform the required analysis on the measurements and interpret the results.

Ensure that the data and the results are stored and that access to the data is properly controlled.

Communicate the results of the analysis to the appropriate parties.

Revisit the measurement and analysis procedures in the lessons learned sessions.


At lower maturity levels, an organization may not know what measurements are important or what the analyses of the measurements are really indicating.

As their organizational maturity level advances, the true value of this activity is recognized as providing the real insight into how the processes are working for the organization and when to take corrective action.

It is at the transition point in evolving maturity that a organization begins to understand the real value of continuous process improvement.


QUESTIONS

COMMENTS

CONCERNS

ADVICE

arinc proprietary measurement and analysis jd rosser sc-spin january 2008

Documents