The importance of gathering metrics is undeniable. Metrics provide insight into what goes well and goes poorly within projects – gives management insight into what problems are developing or are being avoided, and help the entire organisation more readily “ramp up” to larger project challenges through a shared experience and repository of knowedge. This PDF by René Braungarten, Martin Kunz, Ayaz Farooq, and Reiner R. Dumke examines the importance of metrics, why it's important to develop and record only the metrics that are valuable, and different processes and frameworks for helping create and maintain meaningful metrics. For example, the pdf describes organizational structure and it's impact on resource availablity: PMBOK describes the structure of an organization to have a remarkable influence on the availability of resources to a project or on the terms under which they become available. Since measurement according to ISO/IEC 15939 involves two different roles apart from the virtual measurement user, namely a measurement analyst and librarian, administrative resources additional to the executive project staff causing extra (also financial) effort have to be provided. Even though ISO/IEC 15939 might not serve as foundation for an organization, measurement does cause effort, anyhow. The degree of how much a project manager or person with similar tasks is disburdened from measurement and other administrative tasks can be read off from the organizational structure (cf. table 4). The more time and resources are spent for measurement, one can almost act on the assumption that the better the quality of the measurements gets. The pdf lists a series of commonly used infrastructures for gathering metrics, the benefits and drawbacks of each, and how they can be used by organisations. The article specifically introduces the Metrics Data Base Maturity Model(MDBmm) an how it can help apply more meaningful metrics databases.