Practice: Managing Performance through Measurements |
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This practice leverages the use and analysis of data from the Performance Measurement System to better support key business decisions. |
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Purpose
Without measures, the management team is hampered in its ability to make mid-course corrections toward the achievement
of key goals. Implementing measures improves management's ability to visualize and communicate the affect of changes in
an organization or development lifecycle. In the absence of objective and quantifiable data, some organizations make
decisions based on what is "thought" to be right. This typical decision-making through emotions needs to be
replaced with a mechanism that facilitates an informed decision-making process. A well-constructed Performance
Measurement System supports the management team in the decision-making process of achieving desired business results.
Measuring results in some amount of change. As data is presented to the management team for analysis, decisions must be
made about the measure itself. Either the measure helps the management team make informed decisions or the measure
needs modified or deleted. If measures are added, modified, or deleted, the management team must determine the impact
on the organization. If the impact is acceptable, they then determine the effort required to make the changes.
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How to read this practice
The best way to read this practice is to first familiarize yourself with its overall structure: what is in it and how
it is organized.
Begin by making sure that the management team and those involved in implementing the measurement system
understand what the key concepts are, such as:
Next, read how the various participants collaborate in using a performance measurement system.
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The management team evaluates the results of the performance measures, makes decisions based on the measures, and
provides feedback for updating the performance measurement system.
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The measurement team maintains the performance measurement system.
Review how these groups collaborate when they perform the following tasks:
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Additional Information
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Harbour, Jerry L. The Basics of Performance Measurement. Productivity Press, 1997
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McGarry, John; Card, David; Jones, Cheryl; Layman, Beth; Clark, Elizabeth; Dean, Joseph; and Hall, Fred.
Practical Software Measurement: Objective Information for Decision Makers. Addison-Wesley, 2002
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Relationships
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