When engineering companies start to talk about improving engineering processes, it isn’t very long before someone mentions ROI — Return On Investment. When this happens, it is important to understand the motivation. Is there truly a desire to make sure spending on process improvement is valuable? Or is it a way to delay inevitable changes? Some people are resistant to change; they find it easy to wave the “ROI” flag with a subconscious hope it means Run Off Immediately.
In the classic guide to software-based engineering improvement, ROI of Software Process Improvement, D.F. Rico works through the internal processes that always seem to take place when companies re-examine workflow. Rico wants the reader to realize the metrics of software-based process improvements don’t have to be complicated. In other words, if you are looking at ROI, be sure to KISS! (Keep It Simple, Stupid!)
Rico says the initial assessment is the key, and if a company follows three simple rules the assessment will go smoothly and offer meaningful insights:
Define goals before measuring. Too often, engineering departments struggle to establish well-defined goals that work for both senior management, and the technical managers and staff.