5 ms·

I've struggled with this as well. While open bugs (and length of time open) seems like a useful metric, that would be a problem if management regularly tells de

I've struggled with this as well. While open bugs (and length of time open) seems like a useful metric, that would be a problem if management regularly tells development to not work on bugs (new features instead). I suppose that could work if you had some way of marking the bug as "blocked by management" or something. Cycle time measurement would be wonderful. But that would seem to require 1) a reliable and fast build/QA/Release pipeline and 2) either consistent-sized "chunks" of work or a weighting factor. We're working on getting the former right, and the latter seems like it could be gamed in either direction. Another issue that comes up is how do you deal with KPIs impacting salary when your environment trends towards chaos? For instance, if you have a big client who must be pleased - should they find something that displeases them, it could easily pull people off of other work until they are happy again. If KPIs are based on cycle time, now developers are being penalized simply because the client exists and has more leverage than the development team. I'm wondering if KPIs are the answer, rather than simply having rewards at milestones. One concern I have with a KPI-based approach is how to deal with efficiency improvements. Say the team figures out how to double the amount of work they can reasonably do in a sprint (for example). Now that's the new baseline, so now it becomes harder to improve one's personal KPIs to stand out. Done badly, the team ends up caught under a productivity asymptote and feels less motivated rather than more. Another concern with individual KPIs is how they can sometimes cause the team not to work together. A senior dev under a bad KPI system might be incentivized not to mentor and support the junior devs, because doing so damages their KPIs in favor of the juniors. Team-based KPIs can lead to resentment too, as some team members won't carry their weight and will end up being resented. I've really been thinking about this a lot lately and the harder I look, the fewer answers I have that might be correct. Thank you for responding and thanks to OP for asking the original question - it comes at a perfect time for me.

ljf 8y ago
As I allude to above - if your release cycle etc isn't great today, then today is a great time to start tracking cycle time. One you can show people how bad things are today ('look, idea to dev complete is 2 weeks, but idea to live is 2 months'), and you can also show how well the small changes you make to the release process, actually went towards improving things. Also don't forget - try not to measure the 'amount of work' - instead focus on the amount of value released. x10 developers don't do 10 times as much work/code/releases - but figure out and engage in what they can do to make the company more money, and the most benefit - /with the LEAST/ work. Focus your team on the problem at the heart of the user story, and not on the solution too early.
- klenwell 8y ago
  The distinction you mention here (idea-to-dev vs idea-to-live) could be really useful for us as we've been debating two paths for an MVP that we're currently working on. It's actually the management team that has been putting off release in favor of a more fully-formed MVP, whereas my team is eager to get a more minimal working version (that we're pretty sure our users would appreciate and is ready for production) into our users' hands. One of my big concerns is that if I devote my time to focusing on figuring out these metrics (which still feel somewhat academic for our team at this point) then I'm going to be pulled away from more pressing concerns like reviewing PRs, providing technical guidance for the team, and simply working to get shit (or, rather, software of acceptable quality) out the door.
  - ljf 8y ago
    I'd argue that you are in a 'strong' place if the mgmt is putting off releases - not the team. If you can be in 'can we release yet, can we release yet' frame, rather than 'when will this be ready to release?' frame, then you have a strong feature/value focused team. Again measuring the delays that are caused by mgmt, rather than you and you team, is really valuable. And as to time to sort out these metric - lean on jira etc to create these reports automatically - metrics and reporting should be as easy and as simple and as valuable as possible, or people simply won't track them - or care about reviewing them.

ljf 8y ago

As I allude to above - if your release cycle etc isn't great today, then today is a great time to start tracking cycle time. One you can show people how bad things are today ('look, idea to dev complete is 2 weeks, but idea to live is 2 months'), and you can also show how well the small changes you make to the release process, actually went towards improving things. Also don't forget - try not to measure the 'amount of work' - instead focus on the amount of value released. x10 developers don't do 10 times as much work/code/releases - but figure out and engage in what they can do to make the company more money, and the most benefit - /with the LEAST/ work. Focus your team on the problem at the heart of the user story, and not on the solution too early.

klenwell 8y ago
The distinction you mention here (idea-to-dev vs idea-to-live) could be really useful for us as we've been debating two paths for an MVP that we're currently working on. It's actually the management team that has been putting off release in favor of a more fully-formed MVP, whereas my team is eager to get a more minimal working version (that we're pretty sure our users would appreciate and is ready for production) into our users' hands. One of my big concerns is that if I devote my time to focusing on figuring out these metrics (which still feel somewhat academic for our team at this point) then I'm going to be pulled away from more pressing concerns like reviewing PRs, providing technical guidance for the team, and simply working to get shit (or, rather, software of acceptable quality) out the door.
- ljf 8y ago
  I'd argue that you are in a 'strong' place if the mgmt is putting off releases - not the team. If you can be in 'can we release yet, can we release yet' frame, rather than 'when will this be ready to release?' frame, then you have a strong feature/value focused team. Again measuring the delays that are caused by mgmt, rather than you and you team, is really valuable. And as to time to sort out these metric - lean on jira etc to create these reports automatically - metrics and reporting should be as easy and as simple and as valuable as possible, or people simply won't track them - or care about reviewing them.