Quality software management: volume 4: anticipating change
Quality software management: volume 4: anticipating change
Conceptual simplicity meets organizational complexity: case study of a corporate metrics program
Proceedings of the 20th international conference on Software engineering
Qualitative Methods in Empirical Studies of Software Engineering
IEEE Transactions on Software Engineering
Lessons Learned in Building a Corporate Metrics Program
IEEE Software
Implementing Effective Software Metrics Programs
IEEE Software
Measurement Programs in Software Development: Determinants of Success
IEEE Transactions on Software Engineering
Lessons from Implementing a Software Metrics Program
HICSS '00 Proceedings of the 33rd Hawaii International Conference on System Sciences-Volume 7 - Volume 7
Acceptance Issues in Metrics Program Implementation
METRICS '05 Proceedings of the 11th IEEE International Software Metrics Symposium
Gauging acceptance of software metrics: Comparing perspectives of managers and developers
ESEM '09 Proceedings of the 2009 3rd International Symposium on Empirical Software Engineering and Measurement
Early empirical assessment of the practical value of GQM+ strategies
ICSP'10 Proceedings of the 2010 international conference on New modeling concepts for today's software processes: software process
SAS: a tool for the GQM+Strategies grid derivation process
PROFES'10 Proceedings of the 11th international conference on Product-Focused Software Process Improvement
Metric techniques for maintenance programmers in a maintenance ticket environment
Journal of Computing Sciences in Colleges
EvoJava: a tool for measuring evolving software
ACSC '11 Proceedings of the Thirty-Fourth Australasian Computer Science Conference - Volume 113
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Software process improvement initiatives such as metrics programs have a high failure rate during their assimilation in a software organization. Social and organizational issues are some of the factors affecting the adoption and acceptance of metrics, and these issues have not been discussed in detail in existing metrics literature. We undertook an interview-based study with the purpose of studying factors that influence the buy-in of metrics. We interviewed 12 members of the metrics team of a large multi-national corporation, with a thriving metrics program. We found that there was some resistance to standardization of corporate metrics processes introduced by the metrics team. This resistance centered on the metrics data collection and reporting processes. One cause of resistance was the presence of sub-cultures and native data collection and reporting processes within organizational units that were independent businesses before they were acquired. Some of the pushback manifested itself through begrudging compliance, and avoidance activities like scripting and gaming of metrics. In this paper, we present the perspectives of developers, managers and upper-level management to emphasize that each stakeholder in the metrics initiative has a valid viewpoint that should be taken into account while implementing a metrics program and that each metrics effort is inextricably enmeshed with the organizational context. We provide actionable recommendations to understand the different perspectives and to adapt the metrics effort accordingly.