Measures for Success: Lessons Learned from
presentation discusses the lessons learned when planning and
performing measurement across various organizations.
Understanding the Roots of Process
By Dr. Robert Charette, Laura M.
Dwinnell, and John McGarry, CrossTalk, August 2004
Despite an increased process focus within
Department of Defense (DoD) programs over the past 15 years,
there is an increasing gap between program cost, schedule,
and technical performance requirements and the capability of
program teams to realize them. In our recent analysis of the
results of 23 DoD program assessments, process performance
shortfalls were identified as a primary factor underlying
the inability of the programs to meet their acquisition
objectives and technical performance requirements. Our
analysis showed that nine out of every 10 DoD programs that
were assessed exhibited process performance shortfalls –
program teams were unable to specify, design, integrate, or
execute development processes that met the specific needs of
their unique programs. Given the increase in technical and
management complexity of future DoD programs, and the trend
toward massive systems of systems, our analysis projects
that this process-related performance gap will widen.
View the article.
Implementing a Successful Measurement
Program: Tried and True Practices and Tools
By Cheryl Jones, Cutter IT
Journal, November 2003
PSM defines a practical, information-driven
measurement process, along with consistent measurement concepts.
article discusses these basic concepts as they are described
in the book Practical Software Measurement.
Status Report: Practical Software Measurement
David Card & Cheryl Jones, November 2003
article summarizes the basic concepts of Practical
Software Measurement (PSM), explains their relationship to
prior work, then describes the status of its transition into
practice within the software industry.
Measurement - A Review
By Paul Caseley, 6 May 2003
For a system to operate safely operators,
suppliers and developers must ensure that all the safety
aspects of the system have been considered and assessed as
safe. Safety processes are used to assess and measure the
safety risk of a system, its operations and procedures. This
report reviews methods that can measure management,
effectiveness and quality of safety processes, not how the
safety of a system is measured and justified. Much of the
context of the report is from a United Kingdom Ministry Of
Defence (MOD) safety perspective but much of its content is
equally applicable to other industry safety domains.
Analysis of Software Intensive System Acquisition Issues
Jack McGarry, 29 April 2003
discusses recurring systemic issues that impact performance
across the DoD program base.
Using PSM to
Implement Measurement in a CMMI Process Improvement Environment
By Cheryl Jones, 28 April 2003
This is a
presentation from the 2003 Software Technology Conference
(STC). The presentation: (1) describes the measurement
process; (2) discusses the TACOM-ARDEC CMMI-Based Process
Improvement; and (3) how to use PSM to fulfill measurement
By Cheryl Jones, CrossTalk, January 2003
A successful measurement process becomes a way
of doing business. Measurement is embedded in the organization,
and performance improves because people are making fact-based
article describes characteristics of successful
measurement programs using the Practical Software and Systems
Measurement Initiative guidance.
Benchmarking DoD Applications Development Performance Using
By Jack McGarry, 11 December 2002
This is a
presentation from the Measuring
and Benchmarking the IT Function for Government Conference
(11 December 2002). The presentation: (1) conveys what we
have learned through a systemic “Cross Project”
analysis of multiple software intensive DOD IT projects; (2)
identifies some of the recurring factors that materially impact
software intensive IT acquisition and development efforts;
and (3) introduces the DoD’s approach to Enterprise
Project Performance Benchmarking.
Integrating PSM and the Balanced Scorecard
By David Card, 26 March 2002
presentation discusses the integration of PSM and the
Tailoring and Implementing an
Organization Measurement Process
Insight – The Army’s Software Metrics Office (ASMO)
Newsletter, Spring 2002
In February 2002, the
Software Enterprise of TACOM-ARDEC, Picatinny Arsenal, New
Jersey, was the first U.S. government organization to
successfully achieve a formal Level 3 assessment under the
CMMI. This was the culmination of several years of
organizational process improvement activities. The
underlying, critical task was to define a set of measures
that not only addressed the management goals of TACOM-ARDEC,
but also supported the information needs of fourteen diverse
projects within the Software Enterprise.
Measurement Tailoring Workshops
Software Metrics Office (ASMO) Newsletter, Spring & Summer 1999
article provides a roadmap to conduct an effective
Measurement Tailoring Workshop.