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From: kambic@iccgcc.decnet.ab.com (George X. Kambic, Allen-Bradley Inc.)
Newsgroups: comp.software-eng
Subject: Re:  use of metrics (was: Re: bridge building and discipline)
Message-ID: <1991Jun13.171937.4857@iccgcc.decnet.ab.com>
Date: 13 Jun 91 22:19:37 GMT
References: <24527@unix.SRI.COM> <4707.284370a9@iccgcc.decnet.ab.com> <795@tivoli.UUCP> <35121@mimsy.umd.edu> <801@tivoli.UUCP>
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In article <801@tivoli.UUCP>, alan@tivoli.UUCP (Alan R. Weiss) writes:
> In article <35121@mimsy.umd.edu> cml@cs.umd.edu (Christopher Lott) writes:
[...]
> 
>>It's naive to think that a group manager doesn't know already who are
>>the stellar performers and who are already not so hot -- metrics, if they
>>are given, will only confirm this knowledge.  The point is that the metrics
>>must NEVER be used as evaluatory tools FOR PEOPLE.  This is the idea that
>>management has to buy into (to use b-world jargon) before a metrics program
>>can succeed.  You want to use metrics to evaluate your processes and products,
>>not your personnel.
> 
> This has been said many times.  We all agree on this.

Once again, how does a group manager get to know who the stellar performers
are?  What are their skills in particular areas?  Where do they need 
training?  What do YOU use to evaluate employees?  Do you use nonquantitative
goals?  Do you measure their output in some manner?  If you do not use 
metrics, what do you use, and how do you use it, especially when you are 
deciding the amount of increase each employee should receive?  Fun 
questions.  I am still not saying that I am using or advocate using metrics
to evaluate software engineers.  But I want to know if they differ in any 
significant manner from other employees who are evaluated on quantitative
targets, and if so, how they are different, and then how they should be 
evaluated on these differences.  I still haven't seen these answers.  I have 
my own crazy ideas, on which I shall currently keep silent.
> 
BTW, Humphrey worked at IBM for many years. (20?)
> Don't misunderstand me:  I LIKE the SEI, and I wish them well.  But, IMHO
> and experience they need to handle the business case better, and they need
> to address the hellaciously short product life cycles before they get
> widespread adoption in the software biz.  As Joe Friday says, "just the facts."
> 
Very good point.  A lot of what they do is/will be useful.  Just takes time.

GXKambic metric disclaimer