This is the digital version of the printed book (Copyright © 1996).
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 computer 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.
A practical model for analyzing measurement projects solidifies the text–don’t start without it!
Table of Contents
- About This eBook
- Title Page
- Copyright Page
- Also Available from DORSET HOUSE PUBLISHING CO.
- Dedication Page
- Permissions Acknowledgments
- Chapter One. An Introduction to Measurement Issues
- Chapter Two. A Closer Look at Measurement Dysfunction
- Chapter Three. The Intended Uses of Measurement in Organizations
- Chapter Four. How Economists Approach the Measurement Problem
- Chapter Five. Constructing a Model of Measurement and Dysfunction
- Chapter Six. Bringing Internal Motivation into the Model
- Chapter Seven. Three Ways of Supervising the Agent
- Chapter Eight. Designing Incentive Systems
- Chapter Nine. A Summary of the Model
- Chapter Ten. Measurement and Internal Motivation
- Chapter Eleven. Comparing Delegatory and Measurement-Based Management
- Chapter Twelve. When Neither Management Method Seems Recommended
- Chapter Thirteen. Purely Informational Measurement
- Chapter Fourteen. How Dysfunction Arises and Persists
- Chapter Fifteen. The Cynical Explanation of Dysfunction
- Chapter Sixteen. Interviews with Software Measurement Experts
- Chapter Seventeen. The Measurement Disease
- Chapter Eighteen. Societal Implications and Extensions
- Chapter Nineteen. A Difficult But Solvable Problem
- Appendix. Interview Methods and Questions
- Author Index
- Subject Index
- Title: Measuring and Managing Performance in Organizations
- Release date: July 2013
- Publisher(s): Addison-Wesley Professional
- ISBN: 9780133488425