Measuring and Managing Performance in Organizations

Nonfiction, Computers, Programming, Software Development
Cover of the book Measuring and Managing Performance in Organizations by Robert D. Austin, Pearson Education
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Author: Robert D. Austin ISBN: 9780133488401
Publisher: Pearson Education Publication: July 15, 2013
Imprint: Addison-Wesley Professional Language: English
Author: Robert D. Austin
ISBN: 9780133488401
Publisher: Pearson Education
Publication: July 15, 2013
Imprint: Addison-Wesley Professional
Language: English

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!

 

View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart

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!

 

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