Most everyone who has worked in a large organisation and has seen Metrics programmes implemented has experienced the strange organisational (mis)behaviour that these programmes seem to engender. Why does this happen, and what can we do about it? What does it make sense to measure on a software project, and how can we ensure that measurement reflects reality?
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Nigel has shepherded the success of a wide variety of projects drawn from many business sectors and also has had the privilege of spending 5 years of his life working on the largest IT disaster in history, the £22bn white elephant known as NPfIT.
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