Chapter 3. Metrics for improvement
This chapter covers
- Using metrics to guide process improvement
- Metric dependencies on development, process, and delivery
- Common anti-patterns or inappropriate uses of metrics
Several of the metrics we’ll cover in this chapter were described in chapter 2 in the context of steering work in progress. In this chapter, we’re concerned with using the same metrics to inform process-improvement efforts. You’re looking for different information from the metrics, and you’ll take different actions in response to the information than in chapter 2.
Delivery-performance metrics that have no dependencies on software development methods are useful for monitoring the effectiveness of process-improvement efforts because they have the same meaning regardless of how the work is carried out. On the other hand, metrics that depend on development approach, process model, or delivery mode will break if you change any of those factors as part of your improvement program. This means metrics derived from the Lean school of thought are equally useful for steering and for process improvement.