I know exactly what happens when you have people focus on their individual output. I’ve measured the outcomes. I can only assume that McKinsey doesn’t understand “systems thinking.” The outcome is what I call a “pandemonium of developers.” You have a group of people all working on the same backlog but not acting as a team. Code review suffers, mentoring sufferers, pairing is impossible, work decomposition suffers, etc. Anything that requires more than one person, including helping someone get unstuck, will be deprioritized. Never measure individual output: ever.
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As for “if a quality assurance tester has enough work to do,” tell me you don’t understand what QA should be doing on a team without telling me. Their job isn’t to test. Their job is to improve how testing is done.
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For example, one company found that its most talented developers were spending excessive time on noncoding activities such as design sessions or managing interdependencies across teams. In response, the company changed its operating model and clarified roles and responsibilities to enable those highest-value developers to do what they do best: code.
Ахаха, это цитата из того самого McKinsey отчета, который в статье обсуждается. Кодер должен кодить. Тчк. Ибо нефиг, остальное - "неэффективное расходование ресурсов".
Как определить компанию, где может работать продуктивность по МакКинзи - картинка в комментах.
#metrics
