1.8 PRINCIPLE NUMBER SIX-CULTURE SHOCK

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1.8 PRINCIPLE NUMBER SIX—CULTURE SHOCK!

This is more a fact of life than a principle. We must realize that implementing Software Metrics is about changing the way in which people work and think.

The software engineering industry is maturing. Customers are no longer willing to accept poor quality and late deliveries. Management is no longer willing to pour money into the black hole of IT, and more management control is now a key business requirement. Competition is growing. We, as IT professionals, have to change and mature as well, and this can be a painful experience as we find tenets of our beliefs being challenged and destroyed. Some simple statements that could be made by many in our industry together with my interpretation of current management trends will illustrate the point:

• Software development is so complex it cannot be managed like other parts of the organization. 'Forget it, it will be managed or the business will find developers and managers who will manage that development!'

• I am only six months late with this project. 'Fine, you are only out of a job!'

• But you can't put reliability constraints in the contract. 'Then you don't get the contract!'

The list is almost endless and the message is clear. We will grow up or we will cease to grow. Like any organism, no growth means no life.

Software Metrics cannot solve all our problems but they can enable managers to improve their processes, to improve productivity and quality, to improve the probability of survival. But this is not an easy option. Many metrics programs fail. One reason for this is that organizations and individuals who would never dream of introducing a new computer system without a structured approach ignore the problems of introducing change which is inherent in Software Metrics implementation. Only by treating the implementation of Software Metrics as a project or program in its own right with plans, budgets, resources and management commitment can such an implementation succeed.

Some organizations have already bitten the bullet and now have Software Metrics programs running successfully. From their experiences and my own, I have formed the opinion that the introduction of Software Metrics has a lifecycle not unlike that of other projects. It is that lifecycle model that we will investigate further in section 2 of this book. Before that we will look at some specific applications of Software Metrics in more detail.

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