Software process improvement is seen by many as a viable strategy for overcoming the software crisis. It is, however, difficult to determine the actual effect of such improvement efforts. This paper reports from an organization that is implementing a software metrics program with the expressed purpose of measuring the effects of their improvement project. The metrics program is intended to measure key indicators of all completed projects and to summarize progress information in a quarterly management report. The paper describes important events during the implementation of this metrics program. The process turned out to be long and complex, and the software organization found itself confronted with dilemmas based on contradictory demands and value conflicts. The paper interprets the implementation process from two complementary perspectives. First, it is viewed as an additional engineering process in which a metrics program is constructed and put to use. Second, it is seen as an evolutionary cultivation process in which the basic values of the software organization are confronted and transformed. This analysis leads to practical advice on how to implement metrics programs as part of software management practices.