We have tried to present metrics that might be found more commonly
and used more effectively at certain stages of organizational sophistication.
n n n n n
A Boatload of Metrics n 219
However, just because a metric appears in a process area at Level 3, and you are just
trying to reach Level 2, if that metric will help you, then use it. This list is arranged
somewhat arbitrarily. Some readers will say, ???Hey, that metric goes better in a different
process area (process area X)!??? That??™s OK, since this list is just to get you thinking
about measurements that can be of help to you and your organization.
These are by no means the only measurements to collect in an organization.
They are simply representative of those measures we have found collected most
frequently. We used Generic Practice 2.8 Monitor and Control the Process of the
CMMI as the basis for these metrics, supplemented by metrics our users have used
in their own organizations. You should also note that most of the organizations we
have assisted in their process improvement efforts and in their metrics programs
began by reviewing the metrics documented in the CMM and CMMI, and then
decided whether these metrics would work for them.
Pages:
454
455
456
457
458
459
460
461
462
463
464
465
466
467
468
469
470
471
472
473
474
475
476
477
478