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Issue No.03 - May/June (2001 vol.18)
pp: 41-45
ABSTRACT
Implementing software measurement is difficult if it fails to align with an organization's market strategy. Using Michael Treacy and Fred Wiersema's The Discipline of Market Leaders as a guide, the author shows how traditional software measurement, like traditional software process improvement, is misaligned with two of the three basic strategies-customer intimacy and product innovativeness. Measurement initiatives can succeed if you understand your organization's strategic objectives and then tailor your measurement practices to fit.
CITATION
Stan Rifkin, "What Makes Measuring Software So Hard?", IEEE Software, vol.18, no. 3, pp. 41-45, May/June 2001, doi:10.1109/52.922724
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