Measurement Programs in Software Development: Determinants of Success
IEEE Transactions on Software Engineering
Software practice is social practice
Social thinking
Predicting acceptance of Software Process Improvement
HSSE '05 Proceedings of the 2005 workshop on Human and social factors of software engineering
Why do programmers avoid metrics?
Proceedings of the Second ACM-IEEE international symposium on Empirical software engineering and measurement
ICSE '09 Proceedings of the 31st International Conference on Software Engineering
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
Ensuring Reliability of Information Provided by Measurement Systems
IWSM '09 /Mensura '09 Proceedings of the International Conferences on Software Process and Product Measurement
Investigating the impact of a measurement program on software quality
Information and Software Technology
Information and Software Technology
The adoption of software measures: A technology acceptance model (TAM) perspective
Information and Management
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Software process improvement is seen by many as a viable strategy for overcoming the software crisis. It is, however, difficult to determine the actual effect of such improvement efforts. This paper reports from an organization that is implementing a software metrics program with the expressed purpose of measuring the effects of their improvement project. The metrics program is intended to measure key indicators of all completed projects and summarize progress information in a quarterly management report.The paper describes important events during the implementation of this metrics program. The process turns out to be long and complex and the software organization finds itself confronted with dilemmas based on contradictory demands and value conflicts. The paper interprets the implementation process from two complementary perspectives. First, it is viewed as a rational, engineering process in which a metrics program is constructed and put into use. Second, it is seen as an evolutionary, cultivation process in which basic values of the software organization are confronted and transformed. This analysis leads to practical advice on how to implement metrics programs as part of software management practices.