How to Build a Team That Embraces Metrics

When we talk about metrics in software delivery, a lot of developers think of execution metrics — things like throughput, delivery and number of deploys. But in reality, those metrics don’t motivate anyone — at least not without connecting them to a bigger picture.

I’ve worked in software for 23 years. I’m a three-time founder and four-time CTO, responsible for leading a 200+ member distributed engineering organization. I’m passionate about metrics because they can tell me a lot about where things are working and where they are not. On the other hand, there’s a risk that operating metrics become the focus, taking attention away from measures of business value.

Getting your developers to embrace metrics isn’t about hand-selecting specific metrics to track. It’s about disseminating the bigger picture and sharing measures of business impact that allow your team to see progress against those larger, shared goals.

When developers understand how their day-to-day work directly impacts the company’s goals and vision, they’re able to understand their impact, too, and will want to do better. When they want to do better, they want execution metrics to get them there.

Clarify Your Goals

If you want your developers to not only track their metrics but be excited to use them, there are a few things you need to do first:

• Get clarity on the goals you’re trying to accomplish as a team and as an organization
• Figure out how you’re executing against those goals
• Find out what’s getting in the way

Developers shouldn’t be obsessing over execution metrics. Rather, you need them to understand what the company is trying to achieve. What is the outcome you’re aiming to deliver to customers and for the business overall?

If your developers have clarity on the company’s mission and vision, they understand how their work directly impacts the customer and the success of the organization, which is highly motivating.

Individual contributors will start asking for access to more information so they can diagnose their own problems and improve their work.

Are we spending too much time on technical investment? Does it feel like we have too many incidents, issues and escalations from customers? Are we far off on our estimates? By answering these questions, your team can determine which metrics to track.

Don’t Make These Mistakes

Using one metric to rule them all. A lot of engineering organizations try to rally entire departments around the same execution metrics. Velocity, or throughput, for example, is a great tool to expose other issues, but consistent velocity is not a guarantee of delivering business value. In fact, targeting consistent velocity is likely to result in tradeoffs you didn’t anticipate, like taking shortcuts to get things out the door.

Treating the metric as the goal. Meeting a metric shouldn’t be the goal; rather, metrics should be viewed as a way to ensure your team is meeting their goals. Organizing around business value is what really helps your team understand the purpose of their work. If you’re just rallying around how many times you can deploy per day, then sure, you can be an amazing software-deploying machine — but you might be deploying changes all day that have nothing to do with the actual goals of the business.

Being a blocker. Developers need autonomy and flexibility to do their jobs well. Give teams a high-level objective and let them determine which metrics they need to push, instead of giving everybody the same metrics and telling them to get better.

If engineers don’t have the autonomy to make their own decisions, then they’re going to feel like they’re just part of the machine. As engineers, and as humans, problem solving is what motivates us, along with the knowledge that our skills are contributing to a larger, shared goal.

A Team That Embraces Metrics: Putting it Into Practice

There are three channels that are essential to communicating business-value metrics to teams. At the company level, executives will introduce their high-level goals at all-hands meetings — where the company is trying to go this year, how you differentiate in the market — the things that really matter to a business.

One level down, during organizational or department meetings, is where to communicate how teams should think about the goals from a product and engineering perspective, while still thinking about them within that overall business context.

It’s also important that this is understood down through the management chain. An engineering manager should be able to explain to their team the overall business goals with local-level reinforcement and how it all ties together.

When you have that knowledge as a team, you know what you’re capable of executing because you understand what you’re trying to achieve for the company and the customer. That’s when developers start asking for more metrics because they want to understand how to get there faster.

If You’re Not Hitting Your Goals, You Should be Asking for the Data

The only real failure is not learning from failure. It should be okay to not hit your numbers. Set a bold target and push yourself, then learn something from your misses. Figure out what you didn’t understand, what got in your way and why.

Estimation is hard. Trying to plan work is hard. But if you know how much you were able to deliver last quarter, you can focus on getting something similar done this quarter instead of assuming this will be the one quarter where there are no interruptions, your initiatives will all be perfectly defined and nobody will get sick.

If you’re not hitting your business goals and you’re not looking at your historical data, then you’re missing your opportunity to improve.

Your Team Embraces Metrics. Now, How Do You Get Them Excited?

The first time I started using continuous deployment (CD), I was truly amazed at how quickly it allowed my team to put new functionality into the hands of our customers. We could instantly find out if they liked it, and if they didn’t, we would build another version tomorrow.

As an engineer, CD is a great way to feel more connected to your customers because you get to put something you built in front of them the same day you complete it. You also become interested in a different form of metrics: usage and adoption.

The connection between your work and the ultimate value to the user is much clearer when the feedback cycle is shorter. CD allows you to get that feedback from customers directly and really see the impact you have on them. That gets people excited.

There’s no Shortcut

You can try to drive an entire organization by execution metrics, but it simply won’t be fulfilling for anyone. If your team is aligned around what they’re trying to achieve, they will recognize the value of execution metrics and they will come looking for them.

There’s no shortcut.

If you start with the reason and you end with the numbers, you know you’re on the right track. You’ll know you’re getting there because you’ll see the numbers moving, your team will be excited by that, and they’ll be motivated to do even better.