Measuring and managing performance in organizations
The book presents a captivating analysis of the perils of performance measurement systems. 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
Print Book, English, ©1996
Dorset House Publishing., New York, ©1996