| Productivity metrics is the best way to keep a check | | | | compression is more in an area, the expansion takes |
| on your employees. It provides you with a measure of | | | | place in the other part. Similarly, if the time (schedule) of |
| the productivity. | | | | a project is compressed beyond the acceptable limit |
| Balanced Productiveness Metrics or BPM includes the | | | | than the outcome can be either failure or the cost |
| usage of both qualitative and quantitative data that is | | | | (effort) related to the project, quality (defects) related |
| used to measure improvement in productivity and | | | | to the project and production are increased in a |
| performance. The primary objectives in the formation | | | | disproportional manner that results an increase in the |
| of balanced productiveness metrics is improving the | | | | maintenance cost (effort). |
| productivity, quality and then finally reducing the risk | | | | If you take the reverse side of the coin then also you |
| through consistent procedures. These productiveness | | | | will get the formulated results. Schedules of the project |
| metrics primarily focuses on the core measures of SEI | | | | can also be given a boost that can result in the |
| CMM (Software Engineering Institute Capability | | | | reduction of the defects and the efforts. However, it |
| Maturity Model) programs. Apart from that it also | | | | might not provide the business value that you have |
| concentrates on the data accumulated for measuring | | | | desired at the time of the formulation of the plan. |
| the improvement in the processes. | | | | Henceforth, you require a more balanced |
| Multi-dimensional approaches are necessary for | | | | measurement method for attaining the desired result. |
| measuring the improvement in productivity in a method, | | | | Critical factors in attaining success from balance |
| which also offers an appreciation of the factors that | | | | productiveness metrics |
| concerns environment and others that influences the | | | | There are numerous factors that have been proved |
| productivity of the project. | | | | critical in the triumphs of the Balanced Productiveness |
| Advantages of BPM. The Balanced Productiveness | | | | Metrics: |
| Metrics methods are utilized for measuring the | | | | - You should have an open path of communication |
| efficiency with relation to the maintenance and | | | | between the client and your organization |
| development of the software. Balanced | | | | - You should provide a support for senior |
| Productiveness Metrics are devised on the basis of | | | | management along with a documented statement of |
| certain management principles. These management | | | | your policies |
| principles used in improvement of productivity should | | | | - A manage for client programs, metrics management |
| be focused on accomplishing a suitable balance of | | | | of client performances, management of IT project and |
| cost (effort), quality (rate of defect) and time | | | | support to IT metrics groups should be provided along |
| (schedule) improvement. | | | | with other synchronized procedures |
| Such productiveness metrics are consistent with the | | | | - You should have an accurate collection of data and |
| philosophy of balanced scorecards. Since, such | | | | size them on timely basis |
| components of productiveness metrics can never be | | | | - You can utilize qualitative and quantitative |
| independently observed with relation to offering an | | | | project-level metrics data to plan software projects |
| assessment of valid productivity. | | | | and improve the processes involved |
| Is productiveness metrics similar to balloon filling. | | | | - You should also monitor the development in training, |
| Balancing TCQ seems similar to balloon filling. The | | | | mentoring and communication aspects that has sound |
| balloon burst when they are compressed or filled | | | | relation with BPM processes. |
| beyond the acceptable limit. If it does not burst and the | | | | |