Top 10 CSFs for metrics programmes

Some preliminary thoughts about what will help make a success of a metrics programme. Most are not about metrics at all, though - which should not be too surprising, given that the main problems with metrics programmes are much the same as for any other management programme:

1. Work out what you are measuring for. More precisely, make sure that every metric is tied to a goal you are trying to achieve. More precisely still, make sure that every measurement is explicitly tied to a key performance indicator that is explicitly tied to a critical success factor that is explicitly tied to a goal you are trying to achieve.
2. Conversely, ensure that you have the sponsorship needed to force/enforce action. If your boss doesn't' want it enough to make it happen, it won't survive.
3. Measurement is not the first step in management. It assumes at least a fairly mature management environment. If you don't have that, and if the problems, data, tools and techniques you use are not at least fairly well established, then your measurements will mean practically nothing.
4. A measurement programme is not just a technical tool, it's a whole management programme. And as with every management programme, success comes from spreading awareness, commitment and involvement.
5. Things must be seen to improve following metrics-based reports. Otherwise what is it for, and why should anyone collaborate?
6. Conversely, only measure things you can really change. Discovering that you are really bad at something you have no choice about (regulations, things that are too expensive or not politically acceptable to change, and so on) is a waste of effort, creates aspirations to improve in areas you don't control and is just plain depressing.
7. The programme must serve the interests of those who collect the data. Otherwise collecting it will be hard work and the quality of the the data will be poor.
8. Don’t use metrics to single out individual culprits. They will soon start to massage the figures, and personal problems are usually only symptoms of system problems.
9. Measures must be unambiguously defined, fully understood and consistently applied.
10. This isn't trivial. Investment, training and tools must all be provided.