And then, after discussing the pros and cons
of each metric, we begin with a very small list. After seeing that the metrics really
do help an organization (after several very difficult months), the managers are glad
that we collect those metrics. Then we begin to suggest that there are more metrics
that will help them, and we must begin the battle all over again.
The purpose of metrics is not to drive everybody crazy. It??™s to look at the numbers
as indicators of how your project is doing and how all of the projects are doing.
If the numbers are not what you expected, is there a problem? Where did the problem
occur? Where was that problem injected originally? Understanding the metrics
and what they mean are critical elements for successfully running an organization.
Selecting Metrics for Your organization
One place to begin looking for metrics to collect that will benefit your organization
is the CMMI. In the CMMI, an entire process area is devoted to metrics; that is
Measurement and Analysis. It resides at Maturity Level 2 in the staged representation,
and in the Support process category in the continuous representation.
Pages:
447
448
449
450
451
452
453
454
455
456
457
458
459
460
461
462
463
464
465
466
467
468
469
470
471