Developed from practice to practice: Today I present the second book of my series “Increasing Productivity of Software Development”. Topics are the application, evaluation and optimization of the KPIs productivity, costs and quality.
While the first book figured out experiences with different measuring methods, my second book entitled “Management Model, Cost Estimation and KPI Improvement” describes a management model based on key performance indicators.
Whether you are a global player or a start up, for enterprises in commercial software development, the improvement of their own productivity is a central objective. This is the only way to develop high quality software in ever shorter time intervals and with a higher return on investment. The challenge is that we cannot perceive productivity neither with our physical senses nor gives the pure consideration of the costs (the so-called “Management of consumption”) reliable figures for future developments.
Blog series: Productivity of Software Development
- Individual Standard: Mass Customization in Software Development
- Increasing Productivity of Software Development – a Book Launch
- Increasing Productivity of Software Development – Part 2
- Three Levers for Higher Productivity in Software Development
- Productive Software Development Requires a Management Model
- Software Development: Every Error Is an Opportunity
- Productive Insight: Monitoring in Software Development
Three KPIs as the key to success
The productivity of a development process must be calculated. This performance indicator is derived by the process costs (personnel costs) and also the size to be developed, which requires a specific measuring method. Furthermore, the analytical consideration of productivity requires a quality measurement. Finally, the total costs should be considered, i.e. not only process costs but also costs for licenses and infrastructure. Thus, sustainable improvements require the three key performance indicators: productivity, quality and costs.
Focusing on costs and benefits
These KPIs can help enterprises to identify differences in performance – whether planned or unplanned changes have led to improvements or deteriorations and to what extent. However, individual measurements do not guarantee success, because the analysis of the KPIs’ temporal course is crucial for a complete view.
At PASS, we have successfully implemented this management model for several years now – in more than ten application environments with over 500 customers and approx. 250,000 users. The KPIs are collected cyclically and evaluated to subsequently identify optimization potentials within the individual key performance areas (KPAs) The selection of measures follows cost and benefit considerations, based on experiences of the leverage effect of particular KPAs and KPIs and also on calculations of the possible productivity increase.
The consistent application of this management model verifiably leads to productivity and quality improvements, the extend of which is described in this book series. The books are available as e-book, paperback and hardcover.
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