14

There is nothing wrong with this type of scoring. This type of customer confidence score is the same general idea as NPS and a multitude of other score. Whether or not it is healthy is largely dependent on how it is used. First, it is important to understand what this score is and is not. It is a satisfaction score. It tells you about the individual's ...


14

All work is probabilistic. It has an extremely improbable best case result, an extremely improbable worst case result, and an extremely probable most likely result. That probabilistic distribution is driven by both random and non-random variables and a PM, no matter how talented, can do absolutely nothing about the random variables and can likely affect ...


13

Do other companies do this? Is it considered Agile? Can it show real insight? No. No. No. Why not? Because it's completely pointless. You said you have sprints. I guess they have tickets or stories in them. So you already have an objective measurement how you did. 8 of 10 stories done? 95 of 98 story points finished? There you go. Objective measurement. ...


12

checking SVN in a daily basis to review codes and to assess how much codes have been committed by each developer is a good way. is it fair and used in industry? The proposed metric is utterly unfair, regrettably is used in some organisations and is in my personal opinion a recipe for disaster. HasaniK and Jakub have already identified some very valid ...


11

I have seen almost any day but Monday and Friday, because people want to leave early on Friday (assuming you have flex time) and might come in unpredictably late on Monday if they are contractors that went home over the weekend and only arrive in your city on Monday morning. Those days are also prime targets for single days off to have a long weekend and in ...


9

TL;DR You already know you shouldn't do this. However, if you must do it, focus on team integration and support of team values, rather than trying to perpetuate the 100% utilization fallacy or applying irrelevant metrics like lines of code written or bugs stomped per iteration. If the person makes the team better or the process more effective, then they ...


9

checking SVN in a daily basis to review codes and to asses how much codes have been committed by each developer is a good way. is it fair and used in industry ? This is definitely not a correct measurement for a PAR for Software Engineers. As Jakub has also mentioned, design takes time,sometimes there are blockers which prevent dev team from finishing a ...


8

Yes, a project manager is responsible for completing a project on time. However, "on time" is a date that will often move during the life of the project, and it is the agreed date that the PM should be measured against - not necessarily the original date. The initial date may be agreed by all concerned, however requirements may change, issues are ...


7

Read this answer with enthusiasm and an open heart :) I'll answer the question “how to ensure that developers voice slow developers -or. In general any issue-“ instead of “how to detect slow developers” as I think that's not the underlying issue. The way to accomplish this in a nutshell is: Create a safe environment. Everyone should feel safe about ...


6

Context Matters Acronyms and initalisms are useful shorthand when discussing a problem domain with others who share the same lexicon. However, such shorthand is highly contextual. For example, an "R.A." might mean Risk Analysis in an information security context, but a Residential Assistant in a college dormitory. Inspect-and-Adapt Your Communications Plan ...


6

I can definitely feel your pain on this one. Unfortunately, it seems like the organization hasn't grasped the team concept of Agile. If your role is the SM, I would encourage you to educate the managers and directors on working differently. Agile/Scrum changes everything about the way we work, even the way we manage and review individuals. An example you ...


6

The good news is that money has been shown to be a very weak motivator in many studies. The increase one may exhibit by money is short lived. A guy named Daniel Pink argued that motivation is intrinsic and can be divide into three factors: autonomy mastery purpose Start your research here. This doesn't mean you can ignore the money. You need to meet ...


6

A project manager has the overall responsibility for the project's success. But what is project success, you may ask? Many executives see project success as delivering software on time, on budget and packed with features, which history has shown, time and time again, that for most projects it's impossible to do. Even if you have the right kind of people and ...


6

The three main reasons why a late project ends up later if more people are added to it are - as pointed out in the Wikipedia page: The new people need to learn, so they take time away from the existing people in the team for help. So less resources to do the work while the new people become productive and actually start contributing something. ...


5

A previous answer that I wrote here on Project Management Stack Exchange provides high/low/nominal values for source lines of code written based on project type per staff-month. More specific data is always better - using historical data from your past experiences or past projects at your company of similar size and scope - would be more relevant. As you can ...


5

I agree with other answers here about the slower person. But why is other person person faster? I once had someone on my Scrum Team who was so much faster than anyone else: They wasted no time validating their ideas with colleagues (e.g. testers). They were unemcumbered by team agreements e.g. test-driven development (TDD) approach is much to be slower ...


5

You are entering dangerous territory here. Why? Because programming is an art. If you start measuring things like lines of code written then instead of writing clever code, they will write verbose code. If you start measuring things like tasks finished then they will finish lots of tasks, but ignore quality, like implementing corner cases. If you start ...


5

Since you ask if this is considered Agile, I'll provide an answer in that direction. And the answer is "most likely no". All the individuals involved (business owners, managers, stakeholders) except the team itself gauge how they felt the team did using a score. If the score is higher, they performed better and produced more, if its lower they didn't. ...


5

I agree with the other two answers, but I'd phrase it slightly differently. The Project Manager's primary responsibility is to manage the expectations about the project's completion date. This can involve Working with the project team to ensure that work is accomplished to bring the project to completion at/under/near the estimated completion date. ...


4

So right now, as an Engineer, I take a single task, mull over it for 4 weeks, make sure it contains no bugs at all and I am the best worker you ever had. Despite the fact that it took me 4 weeks to deliver such a simple task. On the other hand, you have QA, who is wildly dependent on getting a crappy Engineer assigned. The crappier the engineer, the more ...


4

None. Any individual performance metrics should only be used for the benefit of the employee. Otherwise you're committing teamicide. Do you want to have your team members help each other out on problems? Coach each other on technologies? Do you want them to give you their best estimates? And just work on what is next on the list? Do you want them to ...


4

It sounds like an assessment performed by people outside the team. How do you expect that the score will be received by the team members? What is expected from the team when they receive the score? Is it only a number or will it be accompanied by a motivation (then it could potentially give more insight)? Who will give the score to the team, how is it ...


4

I can only speak for software projects. The team as a whole ought to be responsible for success and timely delivery. If you are dependent on a PM to get the project done on time then you surely have a dysfunctional or disengaged team. If you wanted to single out one person having a greater part of the accountability for success then it should be the Product ...


3

There's more to estimating/evaluating a project than just the lines of code that need to be (or were) created/modified. Size and nature of the modification/addition, complexity of the code, code re-use, programming language, verbosity of the code (you can have one line do the exact same thing as five lines - and this may be good or bad depending on situation ...


3

One of the best solutions is to build in incentives and penalties tied to the schedule. You can have a T&M, Cost plus, or fixed price and still have a part of their fee at risk. If they finish early, provide a bonus. If late, some type of penalty. If you are working at a daily fixed rate, you are providing an incentive for the work to continue. ...


3

One of the benefits of properly embracing and executing the Agile philosophy is truly collaborative teams, not a group of individuals assigned to work "together" (i.e. answer each others' questions) under a single manager. The team works toward creating quality, valuable products. Framing things on individuals can be an impediment to team development and ...


3

This is a very broad question and right on the verge of being off-topic as both too broad and an opinion poll. Having said that, I've been in this position and it is daunting. The only advice I would give you is this- Do. Nothing. The worst thing you can do as a new manager of an incumbent team is wade in on an obvious witch hunt making snap decisions and ...


3

Because it isn't. You can either have a team that performs at the cost of individual goals or individuals that perform at the cost of common goals. You cannot have both. Individual goals will always supercede common goals. The idea behind self-organizing teams is that they know best what needs to be done, what goals need to be achieved and can/will tell ...


3

TL;DR Successful leaders measure project outcomes rather than individual productivity. Measuring individual productivity is generally an anti-pattern that obfuscates deeper structural problems. Do you have too many bugs? Turn your teams loose on reducing the amount of bugs released into production. Are bugs taking too long to fix? Get your developers and ...


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