You want to create some metrics. More importantly, someone has told you that you need to create some. How do you know if you’re just making work for yourself or if you’re just putting a spin on the same old data?
Ask yourself what the goals are.
In trying to determine what to measure in order to achieve those goals, I recommend using a Goal-Question-Metric (GQM) paradigm. It can actually be applied to all life-cycle products, processes, and resources. I’ve been using this process for years and it really helps me create a quality metric, independent of processess lifecycle.
The GQM paradigm is based on the theory that all measurement should be  goal-oriented i.e., there has to be some rationale and need for collecting measurements, rather than collecting for the sake of collecting. Each measurement collected is stated in terms of the major goals.  Questions are then derived from the goals and help to refine, articulate, and determine if the goals can be achieved.  The metrics or measurements that are collected are then used to answer the questions in a quantifiable manner.
Here is an example of the GQM in action:
Maintain a maximum level of customer satisfaction
Question 1 – What is the current help desk ticket trend?
|Metric 1||Number of help desk tickets closed|
|Metric 2||Number of new help desk tickets open|
|Metric 3||Total number of help desk tickets open|
|Metric 4||% tickets outside of the upper limit|
|Metric 5||Subjective rating of customer satisfaction|
Question 2- Is the help desk satisfaction improving or diminishing?
|Metric 6||Number of help desk calls abandoned|
|Metric 7||Number of help desk calls answered|
|Metric 8||Number of help desk calls sent to voicemail|
|Metric 9||Subjective rating of customer satisfaction|
As the great Lord Kelvin once said, “If you can not measure it, you can not improve it.”