Decision making purely based on such metrics is wrong. It's management by numbers, and similarly like coloring by numbers, while relatively easy, will not produ

Decision making purely based on such metrics is wrong. It's management by numbers, and similarly like coloring by numbers, while relatively easy, will not produce great results. At the same time, metrics do have a place. Even flawed metrics, like the ones this article describes can provide value. When used together with qualitative evaluation and thoughtful analysis, it provides a more complete picture of what is going on in a team. Metrics such as these provide an addition perspective on a team. A manager knows what their team should be doing. A good manager should have an intuitive feel of what is going on. A manager should have a good qualitative idea of how their team is doing. If the metrics do not align with the other perspectives, something may be off. If a manager believes a person should be coding, the person is not bringing up any challenges, is reporting progress, and they produced 3 small commits over the past month, it is time for a conversation to find out more about what is going on.