Our Blog Excerpts Savings Contact


Dorset House Publishing
High-Quality Books on Software Engineering and Management.  Since 1984.
dorsethouse.com > titles


iDH Sign-Up

Get Our e-News
Delivered by FeedBurner

Contents of

Five Core Metrics
The Intelligence Behind Successful Software Management

by Lawrence H. Putnam and Ware Myers

ISBN: 978-0-932633-55-2  
©2003  328 pages   softcover  
$43.95 (plus shipping)

Subject(s): Software Industry, Software Management, Software Metrics, Software Project Management, Software Quality & Productivity

*For UPS Ground within U.S. only.
For more info., or for Int.'l or rush orders, click here.

Rate this


  • The Evolution of the Metrics
    • Computing Nuclear Weapons Effects
    • Computer Budgets in the Pentagon
    • Applying the Rayleigh Concept to New Projects
    • The Rayleigh Concept Leads to the Software Equation
    • Second Key Relationship: Manpower Buildup Equation
    • The Rayleigh Curve As a Process Control Vehicle

Part I What Software Stakeholders Want

Chapter 1 Some Software Organizations Are Doing Very Well

  • Maturity Assessments Reflect Hope
  • Has Software Development Mired Down?
  • Way Down Low
  • Intelligence Can Guide Us

Chapter 2 A Finite Planet Makes Measurement Essential

  • What Makes Metrics Effective?
    • What the Right Metrics Are
    • How the Core Metrics Relate
  • The Management of Software Projects Is Very Difficult
    • Specifications
    • Capability Maturity Model
    • Process
  • Measure What Has Been Done
  • These Five Metrics Work Together

Chapter 3 Integrate Metrics with Software Development

  • Metrics Meter Limited Resources
  • What Is the Process?
    • Phase One: Inception
    • Phase Two: Elaboration
    • Phase Three: Construction
    • Phase Four: Transition

Chapter 4 "I Want Predictability"

  • The Software Situation Is Serious
  • Department of Defense Calls for Predictability
  • The Underlying Reasons Are Complex
  • Competition Stirs the Pot
  • The Limits of the Possible
  • There Are Certain Limits

Part II The Metrics Needed for Effective Control

Chapter 5 The Measurement View

  • The Profound Difference
  • One Fact Is Minimum Development Time
  • The Core Measurements Underlie "Getting Work Done"
  • The Key Concepts
  • Expressing the Key Concepts in Metrics
    • Time
    • Effort
    • Quality
    • Amount of Work
    • Process Productivity

Chapter 6 Estimating Size as a Measure of Functionality

  • Shannon's Path
  • Representing the Amount of Functionality
  • Sizing Functionality by Calibration
  • Sizing Implications of Reuse
  • Estimate Size
    • Get the Facts
    • Get the People
    • Get the Data
    • Allow Time
    • Employ an Estimating Method

Chapter 7 Penetrating the Software Productivity Jungle

  • Finding the Right Relationship
    • The Relationship of Time to Size
    • The Relationship of Effort to Size
    • The Software Equation
  • The Effect on Productivity
    • Conventional Productivity Varies Widely
    • Schedule Is a Factor in Productivity
    • How Conventional Productivity Behaves
    • How Process Productivity Behaves
  • Obtain Process Productivity by Calibration
  • Don't Do It This Way!
  • Do It with Process Productivity

Chapter 8 Defect Rate Measures Reliability

  • The Fifth Core Metric
  • Software Development Is in Trouble
  • Why Do We Commit Errors?
  • Plan Projects to Minimize Error-Making
    • Limit Functionality
    • Allow Sufficient Schedule Time
    • Allow Sufficient Effort
    • Improve Process Productivity
  • Find Defects
  • Some Defects Remain at Delivery

Part III Control at the Project Level

Chapter 9 Do the Hard Stuff FirstEstablish Feasibility

  • The Vision Comes First
  • What to Build
    • Risk
    • Economic Constraints
    • An Endless Task
  • How We Got into This Leaky Boat
  • The Inception Phase Establishes Feasibility
    • Delimit Scope
    • Select an Architecture Possibility
    • Mitigate Critical Risk
    • A Feasibility Decision, 150 Years Later
  • Make the Business Case
    • Where Do the Resources Come From?
    • Were Our Ancestors Shrewder?

Chapter 10 Do the Tough Stuff NextFunctional Design

  • The Tough Stuff
  • Meshing the Activities
  • Formulating Requirements Is No Longer Simple
    • Difficulties Fixing Requirements
    • What We Need to Do
  • Key Requirements Lead to Functional Design
  • Identify Significant Risks?
  • The Business Case at Phase Two
  • Supporting Phase Two Itself
  • Nearing the Bid Decision

Chapter 11 The Power of the Trade-Off

  • Avoid the Impossible Region
  • Stay Out of the Impractical Region
  • Trade-Off Time and Effort
  • Trade-Off Time and Defects
  • Small Is Beautiful
  • Once More with Emphasis: Small Is Beautiful!
  • Selecting the Software Relationship
    • There Must Be a Relationship
    • The Relationship Must Be Reasonably Accurate
    • Management Must Use the Relationship
  • The Bid Is Different from the Estimate

Chapter 12 Turning Your Range Estimate Into Your Client's Point Bid

  • The Uncertainty Drivers
  • The Time-Effort Curve Is Uncertain
  • Estimators Face Constraints
  • Manage Estimating Risk
    • Get Out of the Uncertainty Trap
    • Work with Uncertainty, Not in Defiance of It

Chapter 13 The Main Build Leads to Operational Capability

  • Staff Allocation
  • Projecting Functionality
  • Detecting Defects in Test
  • Apply Statistical Control to the Core Metrics
  • Track System Size
  • Track Defects
  • The Essential Point: Control

Chapter 14 The Operation and Maintenance Phase

  • Where Does Phase Four Begin?
  • What Goes On in the Phase?
    • Find and Fix Defects
    • Improve Reliability
    • Adapt the System
    • Modify the System
  • When Does the Phase End?
  • How to Estimate the Phase

Chapter 15 Replan Projects in Trouble

  • The Award Differs from the Original Estimate
  • The Award Reflects the Estimate
  • Replan Troubled Projects
  • Replan Periodically

Part IV Control at the Organization Level

Chapter 16 A Telecommunications Company Evaluates Its Software Suppliers

  • Lessons from Construction
  • Lack of Facts Leads to Pain
  • Lower Tier, the Same
  • PTT Telecom BV Gets Real
    • The PTT Faces Competition
    • The Telecom Considers What to Do
    • How to Do It?
    • Purchasing Alerts Management
    • The Telecom Gets Results
    • Results on Sample Projects

Chapter 17 Evaluate Bids on the Facts

  • The Reality Is Research and Development
  • Getting to the Facts
  • The Bidder Cooperates
    • The Evaluators Consider Schedule
    • The Evaluators Consider Effort
    • The Evaluators Consider Reliability
  • The World of Wild Bidding
    • The Vendor Tries to Buy In
    • The Vendor Gold Plates
  • Experience Supports the Factual Approach
  • Who Needs the Facts?

Chapter 18 Managing a Portfolio of Projects

  • A Senior Manager Can Master-Plan
  • Good Project Plans Underlie a Good Master Plan
  • What a Master Plan Does
    • The Master Curve Shows Declining Staff
    • The Master Curve Shows Increasing Staff
    • Control of Project Backlog
    • Coping with Powerful Project Managers
  • Planning Staff at the Enterprise Level

Chapter 19 Improving the Software Development Process

  • Performance Comes from the Entire Process
    • Pre-Phase: Needs
    • Inception Phase (or Feasibility)
    • Elaboration Phase (or Functional Design)
    • Construction Phase (or Main Build)
    • Transition (or Operation and Maintenance)
    • Phases Are Implemented by Workflows
  • Process Improvement Comes Hard
    • Process Productivity Rises Slowly
    • Process Productivity Extends Over a Great Range
  • Why Has Process Improvement Been Hard?
    • Trapped in the Economy
    • Need for Client Participation
    • Software Development Is Difficult
  • Some Organizations Are Improving Their Process
  • The Place to Start Is Where You Are

Chapter 20 Managing Reusable Components

  • The Five Stages of Reuse
    • Hip-Pocket Reuse
    • Reuse from a Repository
    • Product-Line Reuse
    • ERP Systems Are a Form of Reuse
    • Architecture-Wide Reuse
  • What Are the Essential Supports for Reuse?
    • Architecture Accommodates Components
    • Interfaces Enable Inter-Component Communication
    • Variation Mechanisms Multiply Adaptability
    • Process Provides Locations for Selection
    • Modeling Language Provides the Means
    • Tools Implement These Needs
    • Internet-Hosted Services
  • Estimating in the Age of Reuse
    • Components from a Repository
    • Product-Line and ERP Reuse
  • Any Metric Measuring Functionality Will Do
    • Finding That Metric
    • Calibration to the Rescue
    • Fundamental Principle Reinforced
  • Architecture-Wide Components Increase Reuse
  • Functionality or Process Productivity?
    • Size Adjustment Seeks "Effective" Size
    • Second Approach Adjusts Process Productivity

Chapter 21 Metrics Backstop Negotiation

  • Negotiation Bridges Gaps
    • The Principal Gaps
    • Different Interests at Stake
    • A Job for Negotiation Man!
  • The Core Metrics Support Negotiation
    • Software Development Depends on Negotiation
    • Negotiation Depends Upon Metrics

Chapter 22 Motivating Participants in the Software Development Process

  • People Are the Ultimate Resource
    • Hire Good People
    • Build Organizations
    • Keep People
    • Give People Time
  • Five Essential Motivating Factors
  • Extending Estimating Wisdom More Widely
  • Ten Great Truths
    • The Five Great Truths About Metrics
    • The Five Great Truths About Software Development

Appendix A Good Enough Is Better Than Floundering

Appendix B Behavior of the Core Metrics

  • Study Results
    • Size
    • Effort
    • Time
    • Staff
    • Process Productivity
    • Mean Time To Defect
  • Will the Next Period Reverse Again?




Excerpt: "What Software Stakeholders Want"

Excerpt: "Intelligence Can Guide Us"

Excerpt: "Ten Great Truths"

Author Interview

Dorset House Catalog, 8/07 (~1.3MB PDF)
This Book's Flyer (PDF)

Also Recommended

Adaptive Software Development: A Collaborative Approach to Managing Complex Systems, by James A. Highsmith III

Measuring and Managing Performance in Organizations, by Robert D. Austin

The One Minute Methodology, by Ken Orr

Productivity Sand Traps & Tar Pits, by Mike Walsh

Software State-of-the-Art: Selected Papers, edited by Tom DeMarco and Timothy Lister

How to Order

To order this book by credit card directly from Dorset House in New York, please call (800) 342-6657 or (212) 620-4053, weekdays, 9am to 6pm. Alternatively, print out our Faxable Order Form and fax to (212) 727-1044.

To order this book from an online bookstore, please see above.

To purchase at a bookstore, contact our Recommended Booksellers to verify availability. Any store can order from Dorset House using the book's title and ISBN number. Also, bookstores can order our books through Baker & Taylor.

We'd like to make it easy for you to order, so please contact us at any time for help!

New: 3143 Broadway, Suite 2B    New York, New York 10027    USA
1-800-DH-BOOKS or 212-620-4053, fax 212-727-1044
Copyright © 1996-2008 by Dorset House Publishing Co., Inc. All rights reserved.
Home | Blog | Savings | Stores | Features | Titles | Authors | Subjects | Orders | About | Contact | Legal