Book,

Measuring and Managing Performance in Organizations

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Dorset House Publishing, New York, (1996)

Abstract

Understand the sometimes negative effects of performance measurement systems: Based on an award-winning doctoral thesis at Carnegie Mellon University, 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.

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