Jerry Landsbaum wrote the book of his life in 1991/2. It reported on about 6 years of work at Monsanto - where they took a 'backwater' - the CIS maintenance programming area where new work was 'frozen' - and not only kept it viable, but got their management to appreciate them and their efforts.
Quote (p58, Section 3.3: What we Accomplished)
If we had no improvement in productivity, and had simply experienced the increases in salaries over that period, the cost to support a module in the fifth year would have been $1,232.
If we multiply this by the number of modules supported in Year 5, the budget would have been $11,400,000. This amount less the actual budget of $3,200,000 is a saving to Monsanto of $8,200,000. This alone proved our worth to our management, but we went further.
As a result of giving the staff greatly increased accountability, they generated over $600,000 in savings due to various projects they initiated.
CIS evaporated when Monsanto was taken over.
Jerry retired then and pursued his love of Jazz Music before passing away in 1999.
Jerry's work life started as a Mechanical Engineer for a railroad company - he knew what it took to deliver safe, sound, reliable and cost-efficient systems. He understood that Quality is a mindset, that it pervades every activity and comes before anything else. There's no point in building something if it's not going to stand up! There's no point in writing programs if they don't produce correct results. There's no point in offering business systems if they're not available when they're needed...
Jerry defined a set of metrics, in business terms, they provided to their management in their annual report. Excerpts follow.
Section 3.3 "What we Accomplished"
PATHVU Software Complexity Scores
| Average Score |
|---|
| Complex | Architecture | Maintain | No Pgms | Average Lines of Code |
|---|
| Year 5 | 104 | 93 | 157 | 3521 | 1372 |
| Year 6 | 96 | 92 | 145 | 4482 | 1465 |
| Percent change | -7.6% | -1% | -7.6% | 27.00% | 6.80% |
| MSA adds | 76 | 109 | 145 | 456 | 1190 |
| New programs | 76 | 50 | 100 | 515 | 1500 |
| Deletes | | | | 10 | |
| AOB Year 5 | 190 | 127 | 235 | 174 | 3,418 |
| AOB Year 6 | 158 | 97 | 191 | 198 | 3.25 |
| Percent change | -17.00% | -24.00% | -19.00% | 14.00% | -5.00% |
CIS Statistics
Basic Statistics | Year 4 | Year 5 | Year 6 |
|---|
| Programmer-Analysts (P-A) | 35 | 31 | 31 |
| Management | 6 | 6 | 5 |
| Secretarial | 3 | 2 | 2 |
| Total staff size | 44 | 39 | 38 |
| Expenses, w/o 0/H(2), $MM/year(3) | $3.80 | $3.50 | $3.20 |
| Overhead, $MM/year | NA | $1.80 | $0.80 |
| Total expenses | $3.80 | $5.30 | $4.00 |
| Number of modules supported | 8,950(4) | 9,250 | 9,775 |
| Number of programs supported | 4,300 | 4,950 | 4,950 |
| MM lines of code | 5.4 | 5.4 | 5.75 |
| $MM of inventory @ $25 | $135 | $135 | $144 |
| Average lines per module(5) | 604 | 584 | 590 |
| Programs moved to production | 4,400 | 5,525 | 6,760 |
| Compiles/year, batch | 40,000 | 30,163 | 25,342 |
| Compiles/program/year, batch | 9.3 | 6.1 | 5.1 |
| Batch processings/year | 45,000 | 43,763 | 59,864 |
| Abends/year, batch(6) | 2,400 | 1,715 | 1,971 |
| Contractors/professionals(7) | 0.4 | 0.4 | 0.2 |
| Systems supported | 106 | 100 | 90 |
| Jobs supported | 2,100 | 2,250 | 1,825 |
| On-line programs | 1,000 | 1,200 | 1,255 |
| Transactions/year (MM) | 39.6 | 45 | 46.5 |
| Repairs (emergency) | 1,400 | 1,000 | 977 |
| Enhancements | 1,065 | 1,000 | 732 |
| Consultations | 8,100 | 11,400 | 10,377 |
| Staff utilization percent | 64.90% | 73.80% | 69.70% |
2 w/o 0/H = without Overhead (the cost of upper management, flowed to all appropriate departments below).
3 MM = Million.
4 1 stack of paper 67 feet high, stretches out to 25 miles.
5 Modules = programs + .JCL files + data files.
6 Abend = abnormal program termination (did not run right)
7 Professionals = Programmer-Analysts + Managers.
8 P/A = Programmer-Analyst.
Quality Indicators | Year 4 | Year 5 | Year 6 |
|---|
| Abends/batch production run | 0.053 | 0.039 | 0.033 |
| Abends/month/production module | 0.023 | 0.015 | 0.017 |
| Abends/month/programmer-analyst | 5.7 | 4.6 | 5.3 |
| PATHVU maintainability score | NA | 157 | 145 |
Productivity Indicators | Year 4 | Year 5 | Year 6 |
|---|
| Modules supported/staff member | 203 | 237 | 257 |
| Batch processings/P-A(8) | 1286 | 1412 | 1931 |
| Transactions/year (MM)/P-A | 1.13 | 1.45 | 1.5 |
| Repairs (emergency)/P-A | 40 | 32 | 32 |
| Enhancements/P-A | 30.4 | 32.3 | 23.6 |
| Consultations/professional | 198 | 308 | 288 |
| Production moves/module | 0.5 | 0.6 | 0.7 |
| Programs to production/month/P-A | 10.5 | 14.9 | 18.2 |
| Compiles per P-A, batch | 1,150 | 973 | 817 |
| Compiles/program moved, batch | 9.1 | 5.5 | 3.7 |
| Maintenance cost/year/module | $425 | $378 | $327 |
| $MM inventory/professional | $3.3 | $3.6 | $4.0 |
Basics - Percentage Changes | Year4/Year5 | Year5/Year6 | Year4/Year6 |
|---|
| Programmer-Analysts (P-A) | -11.40% | 0.00% | 11.4% |
| Management | 0 | -16.7 | -16.7 |
| Secretarial | -33.3 | 0 | 33.3 |
| Total staff size | -11.40 | -2.6 | -13.6 |
| Expenses, w/o 0/H, $MM/year | -7..9 | -8.6 | -15.8 |
| Overhead, $MM/year | NA | ~-44.4 | NA |
| Total expenses | NA | -24.5 | NA |
| Number of modules supported | 3.4 | 5.7 | 9.2 |
| Number of programs supported | 15.1 | 0 | 15.1 |
| MM lines of code | 0 | 6.5 | 6.5 |
| $MM of inventory @ 825 | 0 | 6.7 | 6.7 |
| verage lines per module | -3.3 | -1.0 | -2.3 |
| Programs moved to production | 25.6 | 22.4 | 53.6 |
| Compiles/year, batch | -24.6 | -16.0 | -36.6 |
| Compiles/program/year, batch | -34.4 | -16.4 | -45.2 |
| Batch processings/year | -2.7 | 36.8 | 33 |
| Abends/year, batch | -28.5 | 14.9 | -17.9 |
| Contractors/professionals | 0 | -50.0 | -50.0 |
| Systems supported | -5.7 | -9.0 | -14.2 |
| Jobs supported | 7 | -18.9 | -13.1 |
| On-line programs | 20 | 4.6 | 25.5 |
| Transactions/year (MM) | 13.6 | 3.3 | 17.4 |
| Repairs (emergency) | -28.6 | -2.3 | -30.2 |
| Enhancements | -6.1 | -26.8 | -31.3 |
| Consultations | 40.7 | -9.0 | 28.1 |
| Staff utilization percent | 13.7 | -5.6 | 7.4 |
Quality Indicators - Percentage Changes | Year4/Year5 | Year5/Year6 | Year4/Year6 |
|---|
| Abends/batch production run | -26.4 | -15.4 | 37.7 |
| Abends/month/production module | -34.8 | 13.3 | -26.1 |
| Abends/month/programmer-analyst | -19.3 | 15.2 | -7.0 |
| PATHVU maintainability score | NA | -7.6 | NA |
| Modules supported/staff member | 16.7 | 8.4 | 26.6 |
| Batch processings/P-A | 9.8 | 36.8 | 50.2 |
| Transactions/year (MM)/P-A | 28.3 | 3.4 | 32.7 |
| Repairs (emergency)/P-A | -20.0 | 0 | -20.0 |
| Enhancements/P-A | 6.3 | -26.9 | -22.4 |
| Consultations/professional | 55.6 | -6.5 | 45.5 |
| Production moves/module | 20 | 16.7 | 40 |
| Programs to production/month/P-A | 41.9 | 22.1 | 73.3 |
| Compiles per P/A, batch | -15.4 | -16.0 | -29.0 |
| Compiles/program moved, batch | -40.0 | 32.7 | 59.3 |
| Maintenance cost/year/module | -11.1 | 13.5 | 23.1 |
| $MM inventory/professional | 9.1 | 11.1 | 21.2 |
CIS Annual Report
II. MANAGEMENT SUMMARY
A. Organization Profile and Metrics
| Staff | Monthly average |
|---|
| Managers | 6.25 |
| Professionals | 33.50 |
| Secretaries | 2.25 |
| Co-ops | 4.75 |
| Contractors | 12.00 |
| Per Diem | 1.00 |
| Total | 59.75 |
| Staff movement | for the year |
|---|
| Promotions, In | 4 |
| Promotions, Out | 1 |
| New Hires | 5 |
| Lateral, Out | 10 |
| Lateral, In | 4 |
| Terminations | 3 |
| Co-op Terms | 10 |
| Charge-out Rate | 96.60% |
B. Business Profile and Metrics
| Quantity |
|---|
| Major Business Groups Supported | 65 |
| Systems | 100 |
| Jobs | 2,250 |
| Programs | 4,950 |
| All Modules | 9,250 |
| Lines of Code | 5,400,000 |
| Replacement Cost | $135,000,000 |
| On-line Transactions | 45,000,000 |
| Asset Dollar Responsibility | $26,000,000,000 |
C. Business Results and Metrics
| Number of Occurrences | Man-days | Dollars |
|---|
| Emergency Calls | 1,000 | 600 | $270,000 |
| Consultations | 11,000 | 800 | $370,000 |
| Miscellaneous items | 200 | 1,050 | $560,000 |
| Enhancements | 1,000 | 4,200 | $2,000,000 |
| Totals | 13,200 | 6,650 | $3,200,000 |
| CISS-initiated Cost Savings | 33 | | $570,000 |
No comments:
Post a Comment