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Information Resources Management Association
Advancing the Concepts & Practices of Information Resources Management in Modern Organizations

Integrating the Balanced Scorecard and Software Measurement Frameworks

Integrating the Balanced Scorecard and Software Measurement Frameworks
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Author(s): Nancy Eickelmann (Motorola Labs, USA)
Copyright: 2001
Pages: 13
Source title: Information Technology Evaluation Methods and Management
Source Author(s)/Editor(s): Wim Van Grembergen (University of Antwerp – Antwerp Management School, Belgium)
DOI: 10.4018/978-1-878289-90-2.ch016


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This chapter describes the integration of the Capability Maturity Model (CMM) and ISO-9126 software measurement frameworks with the National Aeronautics and Space Administration Independent Verification and Validation Facility (NASA IV&V). Balanced Scorecard IV&V is a unique aspect of software development practice as it provides a service of independent and objective lifecycle evaluation of the software product and processes used for development. To accomplish this rigorous task a sophisticated measurement program is desirable. This chapter describes the application and integration of strategic measurement (BSC) with organizational measurement (CMM) and product measurement (ISO-9126). The CMM is a measurement model of ordinal ranking of an organization’s software process variability and repeatability. As an organization’s process becomes more mature it may traverse the scale from a level one to a level five organization. The CMM provides a basis for collecting accurate and timely measures of process performance. The international standard ISO/IEC-9126 focuses on information technology and software product evaluation through measurement of software quality characteristics. The development of a core set of metrics for implementing the Balanced Scorecard is the most difficult aspect of the approach. Developing metrics that create the necessary linkages of the operational directives with the strategic mission prove to be fundamentally difficult as it is typical to view organizational performance in terms of outcomes or results. The metrics must address performance drivers or the measures that provide feedback concerning day to day progress.

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