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    New Blog Address: management.curiouscatblog.net

    Saturday, October 08, 2005

    Measuring and Managing Performance in Organizations

    Forward (by Tom DeMarco and Timothy Lister) to Measuring and Managing Performance in Organizations:

    measurement is almost always part of an effort to achieve some goal. You can't always measure all aspects of progress against the goal, so you settle for some surrogate parameter, one that seems to represent the goal closely and is simple enough to measure. So, for example, if the goal is long-term profitability, you may seek to achieve that goal by measuring and tracking productivity. What you're doing, in the abstract, is this:

    measure [parameter] in the hopes of improving [goal]

    When dysfunction occurs, the values of [parameter] go up comfortingly, but the values of [goal] get worse.


    Previous post on this topic:
    Tom DeMarco and Timothy Lister are authors of the excellent Peopleware: Productive Projects and Teams

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