Evolution of Process and Product Metrics Based on Information Needs

Summary form only given. Measurement & analysis is one of the key areas for successful organizations. Process & product metrics are the main units for an effective measurement & analysis process. This study describes about the evolution of STM's process & product metrics based on information needs. Decisions leading to ineffective organizational measurement system, lessons learned gathered, and responses of the stakeholders will be shared. STM did not have clear business objectives to apply GQM (Goal Question Metric) analysis. However, we need to define some metrics to apply in the project level and organizational level. There were so many ways around us to search and define metrics like internet, attending in various conferences, benchmarking. 52 process & product metrics were defined for the purpose of gathering data, performing analysis, making decisions based on. Besides these, we ran the GQM (Goal Question Metric) in reverse, as MQG (Metric Question Goal) to define business goals to be able to have traceability from business goals to metric definitions. After having its applications in projects, we achieved CMMI-Dev Level-3 and ISO 9001 certifications; the primary mission of the measurement & analysis system had been completed. However, process improvement was among the other requirements of CMMI-DEV and ISO 9001. Measurement & analysis process was the potential candidate for process improvement. In fact, it was evolution, not a process improvement. A detailed analysis had been performed and some weaknesses had been detected. Solution for each weakness had been searched, and measurement & analysis process had been improved by taking some actions. We reached an effective and efficient measurement system by means of new metrics, and more benefits provided to the stakeholders.