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The engineers on your team should understand their success metrics very well. Leaders need to understand that their teams never exist in a vacuum and are always affected by factors outside of only technology.",[],{"type":425,"text":599,"spans":600},"High performing organisations invest in software delivery success and organisational success. When it comes to organisational success, the folks behind the book \"Accelerate: The Science of Lean Software and DevOps\" have been pushing new research on scaling high performing technology organisations. The whole idea behind this research is to not even start with measuring as a goal, instead we need to ensure that the company has in place at least a dozen key capabilities that are proven to increase both delivery and organisational performance. Evelina lists some common examples of these capabilities:",[601],{"start":602,"end":603,"type":478,"data":604},161,214,{"link_type":429,"url":605},"https:\u002F\u002Fitrevolution.com\u002Faccelerate-book\u002F",{"type":517,"text":607,"spans":608},"Continuous delivery: CI, version control, automated deployments, test automation etc.",[609],{"start":17,"end":610,"type":498},19,{"type":517,"text":612,"spans":613},"Architecture: loosely coupled, test and deploy on demand, empowered teams which can change their tools",[614],{"start":17,"end":615,"type":498},12,{"type":517,"text":617,"spans":618},"Product & Process: continuously gathering customer feedback, ensuring that teams have good visibility into the work flow and the value their deliver, working in small batches",[619],{"start":17,"end":620,"type":498},17,{"type":517,"text":622,"spans":623},"Lean management & Monitoring: lightweight change approval process, monitoring across the application, code reviews",[624],{"start":17,"end":625,"type":498},28,{"type":425,"text":627,"spans":628},"Once these capabilities are in place, we can begin to choose the metrics that we care about. We need to be careful about how we use these metrics and break them down accordingly as well. No matter how many metrics we know and we employ, Evelina thinks leaders should understand that blockages are not caused by technology and code, they are caused by people.",[],"rich_text$f849af03-1cf3-4fa3-a8a7-aca3b5b80204",{"variation":435,"version":469,"items":631,"primary":632,"id":666,"slice_type":505,"slice_label":13},[],{"body":633},[634,637,649,654,657,660,663],{"type":441,"text":635,"spans":636},"Anti-patterns",[],{"type":425,"text":638,"spans":639},"Evelina recommends the article \"When Incentives Fail. A Story about Rats, Cobras, Nails, and Atrocities\". This article provides many examples from human history of Goodhart's law, which states:",[640,644],{"start":563,"end":641,"type":478,"data":642},104,{"link_type":429,"url":643},"https:\u002F\u002Fwww.roxanamurariu.com\u002Fwhen-incentives-fail-a-story-about-rats-cobras-nails-and-atrocities\u002F",{"start":645,"end":646,"type":478,"data":647},164,178,{"link_type":429,"url":648},"https:\u002F\u002Fen.wikipedia.org\u002Fwiki\u002FGoodhart%27s_law",{"type":425,"text":650,"spans":651},"\"When a measure becomes a target, it ceases to be a good measure\"",[652],{"start":17,"end":653,"type":498},65,{"type":425,"text":655,"spans":656},"Evelina summarises at least 3 types of anti-patterns:",[],{"type":517,"text":658,"spans":659},"Having metrics for the sake of metrics",[],{"type":517,"text":661,"spans":662},"Having metrics imposed externally",[],{"type":517,"text":664,"spans":665},"Having metrics that are linked to the wrong incentives",[],"rich_text$062213dc-7f16-4be7-afe6-852097a9a345",{"variation":435,"version":469,"items":668,"primary":669,"id":716,"slice_type":505,"slice_label":13},[],{"body":670},[671,674,682,687,690,693,698,701,704,707,710],{"type":441,"text":672,"spans":673},"High performance",[],{"type":425,"text":675,"spans":676},"Less than half of startups achieve both organisational and delivery success. Evelina points us to The SPACE of Developer Productivity framework, which has the headline:",[677],{"start":678,"end":679,"type":478,"data":680},98,133,{"link_type":429,"url":681},"https:\u002F\u002Fqueue.acm.org\u002Fdetail.cfm?id=3454124",{"type":425,"text":683,"spans":684},"There's more to it than you think.",[685],{"start":17,"end":686,"type":498},34,{"type":425,"text":688,"spans":689},"Most technology leaders, which have limited exposure to research, often only emphasise activity metrics, completely disregarding people metrics. The lack of organisational performance leads to loss of productivity, burnout and attrition. Both of these need to be considered if we want to see an impact on performance.",[],{"type":425,"text":691,"spans":692},"How do you phrase high performance? Evelina thinks of it as:",[],{"type":425,"text":694,"spans":695},"High performance = Workplace satisfaction * Intrinsic motivation",[696],{"start":17,"end":697,"type":498},64,{"type":425,"text":699,"spans":700},"As technology leaders, we can focus on providing the two factors to this equation:",[],{"type":517,"text":702,"spans":703},"Workplace satisfaction through meaningful work, psychological safety, good feedback, recognition and reward etc.",[],{"type":517,"text":705,"spans":706},"Intrinsic motivation through coaching other people to increase their own motivation",[],{"type":425,"text":708,"spans":709},"Evelina thinks we lack good metrics for measuring the motivation and satisfaction in the technology industry. We often think of happiness as a soft metrics, when in fact happiness at work is directly translatable to revenue because software is written by humans - happy people are motivated to deliver good products that others love!",[],{"type":425,"text":711,"spans":712},"The SPACE framework recommends measuring invisible work as well. Aside from activity metrics, we need to look at communication and collaboration, as well as satisfaction and well-being. We need to learn to communicate timely, accurately and succinctly. This is not an art, it's a science. Very few technology companies invest in communication training, which is especially important for fully remote companies.",[713],{"start":402,"end":714,"type":478,"data":715},9,{"link_type":429,"url":681},"rich_text$ddcb17fd-bbf7-4544-8fdf-d1e68d672c52",{"variation":435,"version":469,"items":718,"primary":719,"id":748,"slice_type":505,"slice_label":13},[],{"body":720},[721,724,731,734,737,740],{"type":441,"text":722,"spans":723},"Technical debt",[],{"type":425,"text":725,"spans":726},"Evelina thinks referring to technical debt by this term diminishes our understanding of it. Technical debt is in fact scale work and risk work. Prioritising technical debt is a Goldilocks problem: doing it too early limits our opportunity to do work and gain the market, while doing it too late will degrade performance, again leading to a loss of market share. We need to find the just right moment. It has at least three steps:",[727],{"start":728,"end":729,"type":730},382,399,"em",{"type":517,"text":732,"spans":733},"Identify the use-case",[],{"type":517,"text":735,"spans":736},"Identify the right outcomes and compare them to other work",[],{"type":517,"text":738,"spans":739},"Set some reasonable thresholds",[],{"type":425,"text":741,"spans":742},"Evelina has written an interesting 2-part series on \"Data-driven negotiation with SLIs, SLOs and Error Budgets\", which you can read on her blog.",[743],{"start":744,"end":745,"type":478,"data":746},52,111,{"link_type":429,"url":747},"https:\u002F\u002Fmedium.com\u002Fjump-start\u002Fdata-driven-negotiation-with-slis-slos-and-error-budgets-1-2-8b23603b570e","rich_text$0ca4d695-f0be-4bcc-9dc1-e8258d8f36a1",{"variation":435,"version":469,"items":750,"primary":751,"id":774,"slice_type":505,"slice_label":13},[],{"body":752},[753,756,759,762,765,768,771],{"type":441,"text":754,"spans":755},"Summary",[],{"type":425,"text":757,"spans":758},"Evelina ends with five highlights for engineering leaders:",[],{"type":517,"text":760,"spans":761},"Expand your knowledge and understanding outside technology",[],{"type":517,"text":763,"spans":764},"Understand where the technology function sits within a company, and how it relates to other functions",[],{"type":517,"text":766,"spans":767},"Combine the different types of engineering success to build a high performing organisation",[],{"type":517,"text":769,"spans":770},"Find the right use-cases, outcomes and metrics, but use them only as a to tell us the trend and the direction we are moving",[],{"type":517,"text":772,"spans":773},"There are two sides of high performance, activity side and the people side",[],"rich_text$16054ef4-370f-4754-a97d-a64c3eb3b977",1788466508580]