Designing a Strategic Measurement Program for Software Engineering Organizations: Discovering Difficulties and Problems

• Hugo A. Mitre-Hernández ^[2] ; Javier García-Guzmán ^[3] ; Antonio De Amescua-Seco ^[3] ; Perla Velasco-Elizondo ^[1]
  1. [1] Universidad Autónoma de Zacatecas

     Universidad Autónoma de Zacatecas

     México

     
  2. [2] The Center for Mathematical Research, Department of Computer Science
  3. [3] Carlos III University of Madrid, Department of Computer Science

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• Localización: Ingeniería, investigación y tecnología, ISSN 1405-7743, ISSN-e 2594-0732, Vol. 15, Nº. 2, 2014
• Idioma: inglés
• DOI: 10.1016/s1405-7743(14)72215-2
• Títulos paralelos:
  • Diseño de un programa de medición estratégico para organizaciones de ingeniería de Software: descubriendo dificultades y problemas
• Enlaces
  • Texto completo
• Resumen
  • español

    La medición del software es ampliamente reconocida como una parte esencial de entendimiento, control, monitoreo, predicción y evaluación de proyectos de desarrollo y mantenimiento de software. Ambos, la mejora de procesos de software y la literatura de medición de software contienen muchos casos de compañías exitosas y la descripción de sus programas de medición. Sin embargo, existen preocupaciones acerca de cómo diseñar eficientemente programas de medición estratégicos. Estas preocupaciones incluyen la pérdida de la intervención del personal, la mala alineación con la estrategia y la iniciativa de mejora, la dificultad para justificar la utilidad de los estándares o iniciativas de mejora, etcétera. Todos los resultados anteriores recaen en programas de medición inadecuados que a menudo conducen a malas decisiones y pérdidas económicas. Este artículo describe un estudio piloto para observar y analizar la operación de equipos de medición mientras utilizan métodos de medición tales como el método balanceado objetivo-cuantificadores, medición práctica del software y el cuadro de mando integral y medición dirigida por metas para diseñar un programa de medición estratégico. De los resultados del estudio, obtuvimos un panorama de los problemas y dificultades comunes, que son útiles a considerar cuando se diseña un programa de medición estratégico. En este trabajo se describe un hito importante en la consecución de nuestro objetivo principal de la investigación, evaluar y encontrar sugerencias para el diseño de un programa de medición estratégico alineado correctamente con los objetivos estratégicos, para la toma eficaz de decisiones en todos los niveles de la organización y justificar las utilidades o beneficios de la integración de las iniciativas de mejora.

  • English

    Software measurement is widely recognized as an essential part of understanding, controlling, monitoring, predicting, and evaluating software development and maintenance projects. Both, software process improvement (SPI) and software measurement literature include many case studies of successful companies and descriptions of their measurement programs. However, there are still concerns on how to design efficient strategic measurement programs. These concerns include the lack of involvement of the SEO's personnel, bad alignment with its strategy and improvement initiative, difficulty to justify the utility of using standards or improvement initiatives, etc. All of the former results in inadequate measurement programs that often lead to poor decisions and economic loss. This paper describes a pilot study to observe and analyze the operation of measurement teams when using measurement methods such as Balanced Objective-Quantifiers Method (BOQM), Practical Software Measurement (PSM) and Balanced Scorecard and Goal-Driven Measurement (BSCGQ[I]M) to design a strategic measurement program. From the results of the study, we gained some insight on common difficulties and problems, which are useful to consider when designing of strategic measurement programs. This paper describes an important milestone in achieving our main research goal, evaluate and find suggestions to design a strategic measurement program aligned correctly with the strategic goals, for effective decision making at all organization levels and justify the utilities or benefits of integrating improvement initiatives.

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