The Project Manager should decide which of the project's requirements and constraints are important enough to require an objective monitoring program. Additionally, organizational requirements may be imposed that are related to business needs (cost reduction, time-to-market and productivity improvements), not directly to project needs. Typically, a project manager will want to track the growth in capability and reliability of the software under construction, as well as expenditures (effort, schedule, other resources), and there may be performance and other quality requirements, as well as memory and processor constraints. See Guideline: Metrics for more details. The sources of information for selection of goals include the Vision, Risk List and Business Case, as well as organizational requirements and constraints not specified in the Rational Unified Process.

The Project Manager should review the selected goals with relevant stakeholders to ensure that the focus of the goals selected is correct, that there is adequate coverage of all areas of interest and risk, that it is possible to reduce the goals to collectible metrics and that adequate resources can be committed to the measurement program.

It may be difficult or impossible to formulate direct measures for some high-level or complex goals. Instead it is necessary to decompose such a goal into simpler subgoals, which together will contribute to the achievement of the high-level goal. For example, project costs will not usually be tracked simply through a single overall cost figure, but through some Work Breakdown Structure, with budget allocated to lower levels and cost information collected at this lower level of granularity. The depth of decomposition should be limited to a maximum of two levels of breakdown below the primary or high-level goal. This is to limit the amount of data collection and reduction needed, and because it may become very difficult in deep hierarchies to be sure that tracking the subgoals is really contributing to understanding progress against the high-level goal.

The task here is to associate the subgoals with some entity or work product with measurable properties or attributes. Metrics that are objective and easily quantified are to be preferred.

In this step, the elementary data items, from which the metrics will be derived, are identified. These are the items that will need to be collected.

The Measurement Plan captures the goals, subgoals and the associated metrics and primitive metrics. It will also identify the resources (for example Project Measurements) and responsibilities for the metrics program.

The Project Manager should have the Measurement Plan reviewed by the following:

• people directly engaged in the metrics program (in the default organization, the Assessment Team, see Guideline: Software Development Plan: Project Organization
• the Project Review Authority (PRA)
• a metrics expert external to the project, unless individuals in the Assessment Team are experts

The instructions, procedures, tools and repositories for metrics collection, computation, display and reporting have to be acquired or produced, installed and set-to-work according to the Measurement Plan. This will include the Project Measurements artifact.

See Guideline: Metrics.