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They shouldn't measure either of those things: they should find a valid proxy for those things, such as the output you produce. Frankly, if they're measuring th
by elohesra 13y ago
They shouldn't measure either of those things: they should find a valid proxy for those things, such as the output you produce. Frankly, if they're measuring the process instead of the output, then they're likely to just ultimately be micro-managing.
A decent manager should make themselves available to the team, but not interfere with the team unless something's going wrong, or appears to be going down the path of 'going wrong'. They should measure the team by their output, and use that to determine whether things are going wrong, or are about to go wrong.
Attempting to measure a team by their process makes the assumption that the manager is capable of understanding both the current process, and the maximally optimal process against which to compare the current process. It's far safer for both the manager and the team for the manager to avoid such endeavours, and instead measure the output itself against the optimal version of the output, because the output should meet business/product goals against which it can be assessed.
- dreamfactory 13y agoAgile PM would actually put process first and simply measure output because poor processes impact everything else and give you no chance of sustained success. You should be trying to optimise the conditions for optimal outcomes via facilitation. That's the reason you measure, to understand and improve your success as a facilitator for the whole team, not to track individual productivity. You shouldn't reward or penalise anybody on outcomes themselves but on ability and diligence (which should be blindingly obvious to a technical manager given any degree of engagement with the development process).