U.S . Air Force S oftware Engineering Efficiency and Productivity - - PowerPoint PPT Presentation
U.S . Air Force S oftware Engineering Efficiency and Productivity for Information Operations Paul Braden U.S . Air Force CLAS S IFICATION: UNCLAS S IFIED 13 May 2016 1 Agenda Introduction U.S . Air Force AFS C Way
Paul Braden U.S . Air Force
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Introduction
U.S . Air Force AFS C Way
CMMI vs Agile
Efficiency S tudy
Definitions Tracking
Productivity
Definitions Tracking
Conclusion
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S
https:/ / www.youtube.com/ watch? v=BKorP55Aqvg
Why are we here?
1 2 3 4 5 6 Cat egory 1 Cat egory 2 Cat egory 3 Cat egory 4
Chart Title
S eries 1 S eries 2 S eries 3
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5 10 15 20 25 30 35 1/ 5/ 2002 1/ 6/ 2002 1/ 7/ 2002 1/ 8/ 2002 1/ 9/ 2002 S eries 1 S eries 2
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The term “ S peed,” in the AFS C Way Lexicon, is meant to be synonymous with efficient processes that promote throughput paced to a Road to… goal.
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Efficient Productivity AGILE CMMI AGILE and CMMI
Important Definitions
Road To… Networks Gates/ DBR Release Points Visual Displays S tandard Work (S cripting) Tools/ Tech Data Touch Time
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Critical Path. A sequence of activities in a proj ect
plan which must be completed by a specific time for the proj ect to be completed on its need date.
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Little’s Law
At st eady st at e, all product ion syst ems have an average
t hroughput , work-in-progress (WIP), and flowt ime.
The fundament al relat ionship bet ween all t hree is
det ermined by Lit t le’s Law: WIP = t hroughput x flowt ime.
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What led the Air Force to using the AFS C Way?
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CMMI (Capability Maturity Model Integration) Agile (12 Principles for Proj ect Management)
Air Force uses CMMI as evaluation standard for software
Agile is used as the process
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Large scale
Risk adverse
Mission critical
Management oversight
S mall S cale
S ingle team
Volatile requirements
S
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Reference: CMMI or Agile: Why Not Embrace Both! By Hillel Glazer, Jeff Dalton, David Anderson, Mike Konrad, S andy S hrum
“ 100% relative efficiency is attained by any Decision Making Unit only when comparisons with other relevant DMUs do not provide evidence of inefficiency in the use of any input or output. As noted in the preface, this definition may be altered, expanded (or even replaced) when knowledge of 100% efficiency is available.” – 45S WI38-203
Most Efficienct Organization (MEO)
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Tinker AFB is CMMI level 3.
Hill AFB is CMMI level 5.
Warner Robins AFB is CMMI level 5.
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Tinker AFB looks at Return on Investment (ROI).
Earned Value Management (EVM) looks at efficiency in terms of 1. cost, and 2. schedule.
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Tinker AFB 76t h S MXG process flow was simulated to show inefficiencies and bottle necks
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Tech Design 45 Days Hardware 34 Days Design Review 1 Day Integration 120 Days Implementation 45 Days Manufacturing 95 Days V and V 1 Day S imple
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IBM uses a computer software tool from CAS T to compare their code to industry best practices to ensure it is efficient and does not waste lines of code.
Productivity rates are measured in function points per month or other time step.
Quality is factored into this rate by checking for the defects and removal
high severity and low severity.
Problem is finding ways to include time overruns and wasted time
Biggest downfall to productivity is paperwork and admin
Complexity is a factor that can normalize the productivity charts while removing some of the Lines of Code issues
Introducing an idea of burden percentage to normalize cost for productivity
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Air Force uses lines of code for productivity studies
Technical Packages of S
) are divided into S imple, Average, Complex, and Very Complex.
Number of Flowdays are:
S
imple -> 211
Average -> 296 Complex -> 383 Very Complex -> 443
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One Way Analysis of Variance (ANOVA) tests showed that complexity factors were not good ways to differentiate the different TPS ’s.
Best workers were put on Very Complex proj ects and were able to finish faster than S imple proj ects
Only Average and Complex TPS had any differentiation
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Efficiency is dependent on Most Efficient Organization
Productivity depends more on quality of programmer than on complexity
Air Force uses efficiency and productivity in the Agile and CMMI constructs as measurements of success
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