Abstract
The need for a coherent approach towards technical controlling of software projects has been prevalent for years. Many software projects, however, are still characterized by a more intuitive than reproducible decision-making approach. Although metrics are collected occasionally, they are not used for driving decisions because they are inconsistent and focus on the wrong topics. Practical experience of the more successful players in the field clearly indicates the benefits of technical controlling; progress metrics of work products and process metrics related to ongoing activities provide insight into projects and at the same time into process improvements. This article focuses on introducing and maintaining a corporate metrics program in a highly distributed large organization. Experiences are shared that show how the metrics program closely supports an ongoing SPI initiative. Results from Alcatel’s Switching System Division are included to show practical impact. Copyright © 1998 John Wiley & Sons, Ltd.
Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
