Abstract
Before we can improve, we need to understand where we are. One pillar of Lean thinking is to understand what is of value and what is not. What is of value and what is not is defined by the organizational goals and by the strategy the organization uses to achieve its goals. This chapter discusses first Goal Question Metric approach, which is our tool to obtain meaningful and valid data, and then how to link the collected data to organizational goals to support decision making using GQM+Strategies.
…pergis pugnantia secum
frontibus adversis conponere: non ego avarum
cum veto te, fieri vappam iubeo ac nebulonem:
est inter Tanain quiddam socerumque Viselli:
est modus in rebus, sunt certi denique fines,
quos ultra citraque nequit consistere rectum!
You keep on comparing issues that
are irreconcilable: when I advise you
not to be greedy I do not encourage you to throw away your money!
There is something between Tania and the father in law of Visellius:
there is a always a balanced way to do things, there are limits
beyond which nothing can be right!
Horace, Satires, 1, 1, 102–107
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Notes
- 1.
Notice that we consider also the brand as measurable. It is measurable in the sense that we can attach to it a clearly identified value belonging to a set of possible values. It is what is called “nominal” measure by metrologists.
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Janes, A., Succi, G. (2014). The GQM+Strategies Approach. In: Lean Software Development in Action. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-00503-9_7
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