ABSTRACT
This chapter aims to specify exactly what a process measurement is. Process measurement is about finding ways of monitoring quantitatively the performance of a set of related activities that we can distinguish and around which we can draw a boundary. The real control at the working level, though, comes from moving further left on our measurement continuum and taking routine measurements of the performance of individual processes. People need to see that spending time in the collection and analysis of data on their processes produces real benefits. There can be a variety of disadvantages to setting a strong culture of process measurement within the organization. One drawback is the tendency to become too devoted to the idea of measuring. Good measurements are chosen to be meaningful and to represent data that can be collected without appreciable disruption of the process. It is obvious that, in a measurement regime, good reporting of results is vital.
