In other words, you get what you measure. This is one of the reasons I discourage measuring team performance in terms of bug counts or lines-of-code. The former lead to what some call "issue-tennis" and informal fixes, and the latter lead to code bloat. After years of trying, I've finally concluded that "key performance indicators" attached to individuals or teams (as opposed to artifacts and periods) usually leads t…
Here's the obligatory Dilbert -> http://dilbert.com/strips/comic/1995-11-13/ This sounds like a cheating problem, not a measuring problem. The same things happens when people try to measure schools. My sense is you can't give up on measuring things, because you can't scale an organization without metrics. You just have to balance them with understanding what is really going on. Or rather you need to have the metrics…
I think you have this a bit backwards - the cheating is actually the symptom of people trying to measure stuff in schools and then make those measures directly affect social status and future success of students. Cheating exists because the system doesn't reward you for learning the material, but for passing a test.