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> Translate each line item into approximate value created for the company, How you do value things in the following cases 1) are opinion (eg Fixed a bug, or 30

> Translate each line item into approximate value created for the company, How you do value things in the following cases 1) are opinion (eg Fixed a bug, or 300) or 2) things that have no direct value (wrote a microservice that supports a microservice that alerts users if a microservice is neither micro or servicing) or 3) You delivered exactly what was asked of you, FeatureX say, but FeatureX was poorly researched/designed and received no traction? Nonetheless I will try to do as you've suggested, I see a lot of value in being able to deliver what you're pointing at.

kadabra9 8y ago
You don't necessarily need to quantify the value for every item in this case, or in some cases for quantifying achievements I'd look for other measurements outside of a $ impact or estimate of time saved. For example, for something like fixing bugs, if its difficult to peg it to a financial or resource benefit, measure how quickly you closed your issues, point out that all of your fixes had no further issues, etc. If you delivered FeatureX but FeautureX received no traction, use this as a starting point to have a discussion about your expanded role in the company. Perhaps after you've received the promotion/raise you could take a more active role in the design/research phase, and have some ideas available offhand.
misterbwong 8y ago
Try to value the results of your work, not the work itself. 1. If you fixed a bug, what problem did it solve? Was it costing the company money or time? Your customers? Be a partner to the business, not a code-monkey. 2. Fixing a line of code has no value (gasp!) in a vacuum. What happens if that microservice uptime alert doesn't go out? How did your work prevent THAT from happening? 3. You delivered exactly what you asked for. Full stop. You executed (well, presumably) and worked with the business to build to address an opportunity. Not all opportunities pan out but all opportunities go to waste if not acted upon.

kadabra9 8y ago

You don't necessarily need to quantify the value for every item in this case, or in some cases for quantifying achievements I'd look for other measurements outside of a $ impact or estimate of time saved. For example, for something like fixing bugs, if its difficult to peg it to a financial or resource benefit, measure how quickly you closed your issues, point out that all of your fixes had no further issues, etc. If you delivered FeatureX but FeautureX received no traction, use this as a starting point to have a discussion about your expanded role in the company. Perhaps after you've received the promotion/raise you could take a more active role in the design/research phase, and have some ideas available offhand.

misterbwong 8y ago

Try to value the results of your work, not the work itself. 1. If you fixed a bug, what problem did it solve? Was it costing the company money or time? Your customers? Be a partner to the business, not a code-monkey. 2. Fixing a line of code has no value (gasp!) in a vacuum. What happens if that microservice uptime alert doesn't go out? How did your work prevent THAT from happening? 3. You delivered exactly what you asked for. Full stop. You executed (well, presumably) and worked with the business to build to address an opportunity. Not all opportunities pan out but all opportunities go to waste if not acted upon.