TABLE OF CONTENTS The 3Ms was implemented at a large software corporation when Dr. Schnapper was quality manager of the Global Project Management Service Line (GPMSL). This service line was created to baseline 18 categories of project management metrics. The company was losing the consulting business that should have been the follow-up to the sales of its software. Too many customers were buying the software and engaging other consulting firms to install and implement the applications.
The corporation did not have a clear picture of what areas of its project management delivery were creating this bad reputation in the marketplace. To remedy the situation, it created the GPMSL and decided to use the 3Ms as a way to get a clear metrics-based picture of current performance and create project management metrics.
Project managers were faced with:
Incompatible systems for measuring project performance
No corporate hierarchies of objectives
A corporate culture that did not support metrics
A reward system not aligned with performance metrics
Some of the more imaginative project managers could visualize having:
Total clarity about what they were getting paid to produce
Improved metrics-based contracts with supervisor, co-workers, subordinates, clients, and others relevant...
