Path: utzoo!utgpu!news-server.csri.toronto.edu!rpi!dali.cs.montana.edu!milton!uw-beaver!Teknowledge.COM!unix!CRVAX.Sri.Com!hlavaty From: hlavaty@CRVAX.Sri.Com Newsgroups: comp.software-eng Subject: Re: bridge building and discipline Message-ID: <24563@unix.SRI.COM> Date: 21 May 91 16:43:36 GMT Sender: news@unix.SRI.COM Organization: SRI International Lines: 48 In article , jgautier@vangogh.ads.com (Jorge Gautier) writes... >In article <4639.283807a0@iccgcc.decnet.ab.com> kambic@iccgcc.decnet.ab.com (George X. Kambic, Allen-Bradley Inc.) writes: >I'm not saying I don't want to know quantitative information, but I >think qualitative information is much more valuable and reliable. >Assuming you can interpret it, which requires knowledge about and >experience in software development and usage. Decision making by >numbers is a poor substitute for qualitative judgement, although it >makes for good entertainment if you can afford the time. Noooooooooooo! I totally disagree with this. Quantitative information must by definition be more valuable and reliable than qualitative information. Whatever numbers make up the quantitative information are indisputable (assuming the data was gathered correctly) - they become a fact. What the numbers *mean* is usually still open to interpretation, but at least two or more people have a common reference point from which to discuss things. The problem with qualitative information is that it is NOT reliable as soon as more than one person enters the discussion. I do not have your values, experiences, or knowledge (at least, not necessarily) so I can not possibly accept qualitative information/decisions from you with the same impact that the information has on you. How do *I* know your right? Why do I care? What if it's my job to care? Am I supposed to accept your "feelings" on a multi- million dollar development? If you had a fine track record on a similar project in the past, I just might do that. But if I am not familiar with your past history, or this project is new for you, I cannot in good conscience accept your unsubtatianted opinion. Where qualitative judgements really break down is when two people with different opinions view the same situation differently. Who's right? Many times you just wind up in a pissing contest (to think how many meetings I've sat in and watched that happen!). Qualitative information is by definition only reliable to yourself. If that's all that matters in your organization (if so, I would assume it to be small), you can get away with it. I would still say your missing an oportunity, however. The advantage of metrics is that they facilitate a common ground for discussion between people and organizations. You may disagree with me what the numbers mean, but we now have a common reference point. The real trick to metrics is really just to start measuring *something*. After trial and error you will arrive at "things" to track that will work for you and your organization (all of which are peculiar, IMHO). What you are after are "early warnings" of impending problems that allow you time to fix them up front - before they are problems. I would argue that someone with a lot of experience that isn't using metrics consciously is actually using them unconsciously (or intuitively). Jim Hlavaty Standard Disclaimers Apply