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USING NUMBERS AS PROXY

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Influence of KPIs & Metrics on Team Dynamics and Software Productivity

A reliable strategic model will inherently incorporate Key Performance Indicators (KPIs) for gauging success. Peter Drucker’s philosophy, “What gets measured gets managed,” resonates with managers and leaders across all industries, including software engineering. Over time, various metrics have been explored to encapsulate the progress, outcomes, and business value of software. However, the question remains: which are the most valuable and appropriate ones?

This paper reflects on experiences, insights from leaders and peers, and scholarly articles on Metrics, Observation/Monitoring, and their impact. While we will delve into ‘good’ metrics, this is not a magic list of metrics. We aim to help you understand how to design metrics that are valuable in your context by exploring the intersection of Psychology, Engineering, and Business.

  • The cobra effect
  • Campbell’s law
  • Goodhart’s law
  • Lines of code committed
  • Jira stories/tickets
  • Individual velocity
  • Defects reported against code
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USING NUMBERS AS PROXY
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A reliable strategic model will inherently incorporate Key Performance Indicators (KPIs) for gauging success. Peter Drucker’s philosophy, “What gets measured gets managed,” resonates with managers and leaders across all industries, including software engineering.

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