The measurement techniques for organizations which have achieved the Software Engineering Institutes CMMI Maturity Levels 4 and 5 are well documented. On the other hand, how to effectively measure when an organization is Maturity Level 3 is less well understood, especially when there is no consistency in tool use and there is extensive tailoring of the organizational software processes. Most organizations fail in their attempts to generate, collect, and analyze standard process improvement metrics under these conditions. But at JPL, NASA's prime center for deep space robotic exploration, we have a long history of proving there is always a solution: It just may not be what you expected. In this paper we describe the wide variety of qualitative and quantitative techniques we have been implementing over the last few years, including the various approaches used to communicate the results to both software technical managers and senior managers.
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