TABLE OF CONTENTS This chapter discusses the general topic of measurement within the CMMI. This chapter serves as an introduction to our next three chapters about measurement: Chapter 17, "A Boatload of Metrics"; Chapter 18, "Statistical Process Control"; and Chapter 19, "A High Maturity Perspective." Chapter 9, "Alignment of Multiple Process Improvement Initiatives," also discussed measurement by describing an overall Measurement Program.
The CMMI has increased its focus on measurement by creating the Measurement and Analysis process area (PA), emphasizing measurement within the Engineering process areas, and expanding the importance of high-maturity concepts in Level 4 and Level 5. We discuss each of these areas and summarize the decisions organizations make that lead to success or failure when implementing measurement programs.
Organizations that used the family of CMMs learned that measurements need to be aligned to business objectives to provide benefit, used regularly to justify effort and cost, well defined so people could understand and use measurements correctly, and communicated in an unbiased manner. Some organizations just went through the motions or paid lip service to collecting measurements. They performed measurement activities superficially (in order to pass an appraisal of some type or to impress the boss that a measurement program was in effect in his organization) with little or no benefit resulting from these activities. The Measurement and Analysis PA refocuses...
