There was a paper from Hitachi (I think) decades ago.
Their thesis was one should devise a metric to solve a problem, and discard it once the problem was solved. Then on to the next problem.
Their thesis was one should devise a metric to solve a problem, and discard it once the problem was solved. Then on to the next problem.
This advice covers 80-99% of actual bugs. Real bugs don't reappear once fixed -- if they do, it means they were never fixed. Metrics designed for a bug that was fixed may be relevant but specifically ARE NOT TARGETED at any new bugs.
Though all of this really highlights the core problem with metrics and dashboards and such in the corporate world: if the problem were a problem and not just a convenient political puppet, we'd have solved it by now instead of talking about what thinking about solving it looks like.