An analysis of non-observance of best practice in a software measurement program

This paper presents findings from an exploratory analysis of a global software company that has been through a radical measurement program. Our study investigates the level at which non-compliance with best practice can explain the company's disappointing results. We found that a narrow focus on projects, rather than on organizational goals has seriously hindered its success. We also found that the rate of change in the organization as a whole was impinging on the effective implementation of its measurement program. An analysis of the results demonstrates just how challenging software measurement is. The findings provide an evaluation of best practice relative to the literature that is informed by real industry experience.