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Capability Maturity Model
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The Software Engineering Institute (www.sei.cmu.edu) has developed the Capability Maturity Models. The Software Engineering Capability Maturity Model (SE-CMM) is used to rate an organization s software development process. An assessment of an organization s practices, processes, and organization is used to classify an organization at one of the following levels:  Level 1: Initial This is the lowest level and usually characterized as chaotic.
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Level 2: Repeatable This level of development capability includes project tracking of costs, schedule, and functionality. The capability exists to repeat earlier successes. Level 3: De ned This level has a de ned software process that is documented and standardized. All development is accomplished using the standard processes. Level 4: Managed This level quantitatively manages both the process and the products. Level 5: Optimizing This level uses the quantitative information to continuously improve and manage the software process.
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Most organizations will be assessed at level 1 initially. Improving to higher levels involves large e orts at organization and process management. Level 5 has been achieved by only a few organizations.
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Watts Humphrey2 has developed the Personal Software Process to improve the skills of the individual software engineer. His approach has the individual maintain personal time logs to monitor and measure the individual s skills. One result of this is measuring an individual s productivity. The usual measure of productivity is lines of code produced per day (LOC/day). Additionally, errors are timed and recorded. This allows an individual to learn where errors are made and to assess di erent techniques for their e ect on productivity and error rates. Additionally, the productivity can be used to evaluate the reasonableness of proposed schedules.
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Programmer X recorded this time log.
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Date 1/1/01 1/3/01 1/4/01
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Start 09:00 09:00 09:00 12:00
Stop 15:30 14:00 11:30 14:00
Interruptions 30 lunch 30 lunch
Delta 360 270 150 120
Task Code 50 LOC Code 60 LOC Code 50 LOC testing
W. Humphrey. Introduction to the Personal Software Process. Addison-Wesley, 1997.
CHAPTER 3 Software Project Management
The programmer spent 360 + 270 + 150 + 120 = 900 minutes to write and test a program of 160 LOC. Assuming 5 hours per day (300 minutes/day), X spent effectively 3 days to program 160 LOC. This gives a productivity of 53 LOC/day. When X s manager schedules a week to code a 1000 = LOC project, X is able to estimate that the project will take about 4 weeks.
Earned Value Analysis
One approach to measuring progress in a software project is to calculate how much has been accomplished. This is called earned value analysis. It is basically the percentage of the estimated time that has been completed. Additional measures can be calculated. Although this is based on estimated e ort, it could be based on any quantity that can be estimated and is related to progress.
3.7.1 BASIC MEASURES
 Budgeted Cost of Work (BCW): The estimated e ort for each work task.  Budgeted Cost of Work Scheduled (BCWS): The sum of the estimated e ort for each work task that was scheduled to be completed by the speci ed time.  Budget at Completion (BAC): The total of the BCWS and thus the estimate of the total e ort for the project.  Planned Value (PV): The percentage of the total estimated e ort that is assigned to a particular work task; PV = BCW/BAC.  Budgeted Cost of Work Performed (BCWP): The sum of the estimated e orts for the work tasks that have been completed by the speci ed time.  Actual Cost of Work Performed (ACWP): The sum of the actual e orts for the work tasks that have been completed.
3.7.2 PROGRESS INDICATORS
 Earned Value (EV) = BCWP/BAC = The sum of the PVs for all completed work tasks = PC = Percent complete  Schedule Performance Index (SPI) = BCWP/BCWS  Schedule Variance (SV) = BCWP BCWS  Cost Performance Index (CPI) = BCWP/ACWP  Cost Variance (CV) = BCWP ACWP
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