Measurements should generate value, rather than data [software metrics]

Success factors for software measurement programmes, as identified in the literature, typically focus on the "internals" of the measurement programme: incremental implementation, support from management, a well-planned metrics framework, and so on. However, for a measurement programme to be successful within its larger organizational context, it has to generate value for the organization. This implies that attention should also be given to the proper mapping of some identifiable organizational problem on to the measurement programme, as well as the translation of measurement results back to organizational actions. In this paper, we present a generic process model for measurement-based improvement, which does cover the latter issues as well. We describe a number of common uses for measurement programmes in software organizations, from which we derive additional "external" success factors. In addition, we propose a number of activities that organizations can use to implement value-generating measurement programmes.