5 ms·

Since when is a software engineer's output measured in "tickets" per month? That said I agree with the idea that someone that adds value that is some reasonabl

by YZF 4y ago

Since when is a software engineer's output measured in "tickets" per month? That said I agree with the idea that someone that adds value that is some reasonable multiple of their salary gets to keep their job. If they're not adding value because they can't perform their job or don't care they should not keep their job. If they're not adding value because of how they're managed their manager should not keep his job. If this issue is endemic in the company that probably means the CEO shouldn't keep their job... In an ideal world anyways.

boringg 4y ago
TPM - bug squashing/or MBA manager would be my take. Would bounce if ever that was my metric. Its like GPM but for SEs.
- grepfru_it 4y ago
  I got reprimanded for not posting enough comments on issues and then was compared to another engineer.. who didn’t post timely comments on issues. At some point it’s not about trying to determine if you’re an underperformer but just that they want you out. Lots more tales from that crypt but I’m happy where I am at the moment
a4isms 4y ago
This is the best response. I used "tickets" as a rhetorical device because it maps very neatly to pieces of flair from Office Space. In reality, trying to measure software development productivity objectively always makes me whip out a little venn diagram that shows that what matters and what can be measured have but a small intersection. But abstracting away from tickets, as a manager you set some kind of expectation for "the minimum." However it is you rate people from "not meeting expectations" to "meeting expectations" to "exceeding expectations," my contention is that it's the job of a manager to make sure that "meeting expectations" means that an employee's work is a net benefit to the company. Whereas, "dead weight" describes someone who is a net loss to the company. So to me, someone who just meets expectations should not be "dead weight." If they are, I suggest there is a management problem.

by YZF 4y ago

boringg 4y ago

TPM - bug squashing/or MBA manager would be my take. Would bounce if ever that was my metric. Its like GPM but for SEs.

grepfru_it 4y ago
I got reprimanded for not posting enough comments on issues and then was compared to another engineer.. who didn’t post timely comments on issues. At some point it’s not about trying to determine if you’re an underperformer but just that they want you out. Lots more tales from that crypt but I’m happy where I am at the moment

a4isms 4y ago

This is the best response. I used "tickets" as a rhetorical device because it maps very neatly to pieces of flair from Office Space. In reality, trying to measure software development productivity objectively always makes me whip out a little venn diagram that shows that what matters and what can be measured have but a small intersection. But abstracting away from tickets, as a manager you set some kind of expectation for "the minimum." However it is you rate people from "not meeting expectations" to "meeting expectations" to "exceeding expectations," my contention is that it's the job of a manager to make sure that "meeting expectations" means that an employee's work is a net benefit to the company. Whereas, "dead weight" describes someone who is a net loss to the company. So to me, someone who just meets expectations should not be "dead weight." If they are, I suggest there is a management problem.