Main activities of project management for the development of complex software-intensive systems are currently (a) to plan the project by selecting processes, methods and resources, and (b) to control the project by monitoring mainly cost and schedule, the so-called "earned values". Concentrating solely on these values bears the disadvantage that other important measures are not under observation. These often neglected measures comprise e.g. requirements clarity, which also contributes to the "system value" as it will be recognized by its stakeholders. Therefore the meaning of the term "value" has to be extended, taking also into account less-and non-monetary values and their monitoring has to start at early project phases (e.g. during requirements engineering). This paper describes a fivestep method which enriches the "earned value" concept with other important value aspects. This shall support Project Managers in their value-based planning and monitoring of systems engineering projects, thus increasing the value for the addressed stakeholders.

Measurement frameworks for process control and process improvement, with all their objectives and indicators, are frequently not linked to organizations strategies. Without these links it will not be possible to find out which process measures are really important for achieving the organization's strategic objectives. This paper describes the deployment of a process measurement framework based on the Balanced Scorecard approach from strategies down to process objectives. Further, as an example for a process measure, it details the integration and evaluation of the failure cost of the Software development process. These measures can subsequently be used for process control and process improvement.

No abstract