In some organizations, establishing a metrics program can be a huge challenge. The organizational culture may regard metrics as a threat to well-regarded or powerful individuals or teams. However, by tying the metrics to process improvement and organizational goals, rather than productivity or performance evaluation, the reported measurements will likely be more accurate (Kaner & Bond, 2004).

 

Keep this and your knowledge about managing with metrics in mind when helping Jessie again in the following scenario:

 

While you are getting settled in front of your computer again, after taking a break from your work, Jessie walks up to your desk and says, "I want to thank you for being willing to help me last time."

 

You reply, "It was nothing! I was just happy to help."

 

Jessie smiles and says, "I'm glad you said that because I need your help again on the same project. Looking at the same Excel workbook as last time, I need your help controlling the project."

 

You respond, "I'll look it over and send you my advice."

 

 

• Explain several strategies Jessie should use to control the project.
• Explain and justify each strategy, including the advantages and disadvantages associated with the strategy.
• Explain which metrics should be used to monitor process, project, and product. and justify each metric.