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They're useful to measure in that _changes_ to them are indications that something might be happening. Use them as canaries. For example, your velocity has cha

They're useful to measure in that _changes_ to them are indications that something might be happening. Use them as canaries. For example, your velocity has changed. Why has it changed? Are you bringing new people up to speed? Have you suddenly hit some unexpected complexity? Your mean time to resolve issues has gone down. Are you releasing code with simple bugs you should have caught? Have your team started picking them up sooner? Whenever something changes there's questions you can ask, the answers to which might well help you do better. Using metrics as an early indicator of change can help.

djcapelis 8y ago
1) If you need metrics to answer those questions you have a larger problem than metrics can solve. 2) That's an argument for literally any possible metric. You could make an equally passionate argument that looking at and keeping track of free/busy times on calendars or soda consumption or how full the garbage cans are on the floor as an indication and early warning sign that something changed. It doesn't mean those are good things to track. Pay attention to the things that matter. Align whole teams and organizations around those things. Don't let them get distracted with metrics that don't matter. 3) Metrics are a double edged sword and influence behavior. If you're tracking the wrong things, you will get the wrong things.
- ozim 8y ago
  People would like to have simple proxies for measurements instead of doing actual work. I totally agree all those metrics are useless and only real indicators are "is it working yet" and "are users finding it useful". Because I can make loads of pull requests that are perfect but are not working for end users, and have 80% test coverage for functionalities users never use. Funny is that as project leader one should click through project as in using it to see if it is working instead of wasting time on finding proxies. If leader/manager does not know how to use system or never clicks through then he is useless...

djcapelis 8y ago

1) If you need metrics to answer those questions you have a larger problem than metrics can solve. 2) That's an argument for literally any possible metric. You could make an equally passionate argument that looking at and keeping track of free/busy times on calendars or soda consumption or how full the garbage cans are on the floor as an indication and early warning sign that something changed. It doesn't mean those are good things to track. Pay attention to the things that matter. Align whole teams and organizations around those things. Don't let them get distracted with metrics that don't matter. 3) Metrics are a double edged sword and influence behavior. If you're tracking the wrong things, you will get the wrong things.

ozim 8y ago
People would like to have simple proxies for measurements instead of doing actual work. I totally agree all those metrics are useless and only real indicators are "is it working yet" and "are users finding it useful". Because I can make loads of pull requests that are perfect but are not working for end users, and have 80% test coverage for functionalities users never use. Funny is that as project leader one should click through project as in using it to see if it is working instead of wasting time on finding proxies. If leader/manager does not know how to use system or never clicks through then he is useless...