What do software stakeholders want?

Software stakeholders, such as customers, managers, and developers, want predictable work. At present, a certain proportion of software organizations have achieved this goal. They prove the existence of this goal, as scientists claim: Orderly software development can be achieved. This is not to say that it is easy to implement, but to say that it is possible.
What do we mean by predictability? What we mean is that a project organization with a certain level of productivity can consume the amount of effort planned under the scheduled time framework ), complete the required functions ). Here we refer to the work result, that is, the product, will be able to reach the reliability level in the plan. These five elements (indicated in italic) can be measured. Therefore, we call them metric ). Obviously, these measurements will bring predictability.
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Stakeholders have low expectations for software, that is, predictability. This shows that our software has not done well for a long time. In fact, we are not doing well in management. Only a few do well, either common or especially superior.
For example, budget and final accounts, how many enterprise final accounts can well meet the budget?
To be predictable, We need to install various measurements throughout the process. By measuring these data, we can understand the progress of the project. At this time, four problems will occur.
1. How to find these measurements
2. How to measure these measurements
3. Are these measurements credible?
4. How to improve the process through these measurements
From qualitative to quantitative, we generally need to consider these four problems, but we often only pay attention to the second one. Ignoring the three absolutely equally important and even more important issues, namely, 1, 3, and 4.
Targeting 1, the most important thing to find a proper measurement volume is to combine the actual situation of an enterprise or a project. This is the first step in quantitative management. We will often copy the information, ignoring the importance of this step. Directly using the so-called experience of other enterprises will inevitably lead to the failure of such experience. Directly applying some measurement basis may cause great waste.
Targeting 3, the reliability of the measurement volume directly determines the measurement quality. Quantitative Management in the form is actually the biggest obstacle to quantification. For example, to quantify the working hours of employees, we need to actually measure the specific working hours of employees when they are put into work more than a certain percentage of P. P = 1 is the total working time, P = 0 is the normal working time, P = 0.5, may be called the effective working time, and so on, for different enterprise characteristics, our P selection will be very different. In fact, P's choice affects 1st problems.
For the purpose of quantitative management, question is: How many companies, how many projects, and the real application of these quantitative results?