When a Key Performance Indicator is quantitative, involving direct mea-surement, a form of metric is required. A metric is a measurement of some-thing. Something tangible, such as an error count, can be measured directlyand objectively. Something intangible, such as customer satisfaction, mustfirst be made tangible—for example, through a survey resulting in ratingson a scale—before it can be measured. A metric can be binary (somethingexists or does not exist), it can be more complex (such as a scaled rating),or it can be monetary (such as financial return). Figure 3-2:Key Performance Indicators (KPIs) confirm the attainment of Outcomes3.4 DEPENDENCIES AMONG BEST PRACTICES ANDCAPABILITIESTo ascertain the existence of a Best Practice—and, therefore, to assess theorganization’s maturity accurately—an organization must understand thedependencies among Best Practices and Capabilities. One type of dependency is represented by the series of Capabilitiesleading to a single Best Practice. In general, each Capability builds uponpreceding Capabilities, as illustrated in Figure 3-3.