Measuring and Managing Performance in OrganizationsUnderstand the Sometimes Negative Effects of Performance Measurement Systems Based on an award-winning doctoral thesis at Carnegie Mellon University, Measuring and Managing Performance in Organizations presents a captivating analysis of the perils of performance measurement systems. In the book's foreword, Peopleware authors Tom DeMarco and Timothy Lister rave, "We believe this is a book that needs to be on the desk of just about anyone who manages anything." Because people often react with unanticipated sophistication when they are being measured, measurement-based management systems can become dysfunctional, interfering with achievement of intended results. Fortunately, as the author shows, measurement dysfunction follows a pattern that can be identified and avoided. The author's findings are bolstered by interviews with eight recognized experts in the use of measurement to manage software development: David N. Card, of Software Productivity Solutions; Tom DeMarco, of the Atlantic Systems Guild; Capers Jones, of Software Productivity Research; John Musa, of AT&T Bell Laboratories; Daniel J. Paulish, of Siemens Corporate Research; Lawrence H. Putnam, of Quantitative Software Management; E.O. Tilford, Sr., of Fissure; plus the anonymous Expert X. |
Contents
An Introduction to Measurement Issues | 1 |
A Closer Look at Measurement Dysfunction | 10 |
The Intended Uses of Measurement in Organizations | 21 |
Copyright | |
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achieved activities agent's effort allocation Armen Alchian assumptions Baldrige behavior believe best-mix path Blau example Capers Jones Chapter choice path contract cost of measurement critical dimensions customer wants delegation costs delegatory management DeMarco disutility Dorset House Publishing economic Economist effort dimensions effort expenditure effort level employees employment evaluation expend explanation of dysfunction external firms full supervision goals Harvard Business Review important incentive system increase individual informational measurement internal motivation interview Japanese Mason and Swanson Material reprinted measurement costs measurement problem measurement system measurement-based management ment methods motivational measurement observed optimal organizational measurement Ouchi outcomes partial supervision payment schedules performance measurement preferences principal's problem questions redesign referral requires result revenues rewards Ridgway same-value lines situation software development software measurement software metrics standards surement targets task Theory Timothy Lister tion tional tive Tom DeMarco tomer unsupervised allocation workers