Usually these practices are emphasizing on measuring where we are today, what is our process performance baselines, how we are compared to industry, what are the root causes, what changes should we bring to the process.
During this progression organizations intent to rollout various tools, data collection mechanisms, setup metrics counsels, Measurement database, banners, dashboards, trainings, measure success using rating scales, etc. Sometimes there might be too much done and that may hamper the teams productivity and focus towards the measurement data. Also some of the pitfalls include not having proper operational definitions for metrics, unnecessary measurement of some of the sub processes, inferences that were incorrectly drawn, continuously beating on numbers/productivity, etc.
All these if not done, may seriously impact the organization vision to get high maturity and will take even longer.
Metrics if not identified, measured and analyzed correctly would lead to waste. So it is required to rightly understand the correlations and do map to organization goals, deploy only the prioritized lean set of metrics.
Process@IT 