Linked by snydeq on Thu 17th Nov 2011 22:47 UTC
General Development Fatal Exception's Neil McAllister discusses why code analysis and similar metrics provide little insight into what really makes an effective software development team, in the wake of a new scorecard system employed at IBM. "Code metrics are fine if all you care about is raw code production. But what happens to all that code once it's written? Do you just ship it and move on? Hardly - in fact, many developers spend far more of their time maintaining code than adding to it. Do your metrics take into account time spent refactoring or documenting existing code? Is it even possible to devise metrics for these activities?" McAllister writes, "Are developers who take time to train and mentor other teams about the latest code changes considered less productive than ones who stay heads-down at their desks and never reach out to their peers? How about teams that take time at the beginning of a project to coordinate with other teams for code reuse, versus those who charge ahead blindly? Can any automated tool measure these kinds of best practices?"
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You need to look at the big picture
by OzzyLondon on Fri 18th Nov 2011 10:20 UTC
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Back when I was working for Storagetek (during the Sun takeover) we had a Sun Fellow come and talk to us. I was lucky to talk to him one on one and he had some very interesting things to say that completely turned my view of this matter around 180.
The mangement process is not meant to serve the developer, it serves the company. Another way of putting it is its role is to create a champion team. And a champion team always beats a team of champions.
Mangement of the developer might lower the individuals productivity but by helping the larger group work together total relevant productivity is increased. This becomes more important the larger the team gets.
Of course like all things a bad manager/process/metrics only screws things up, but then a bad anything (developer?) will screw things up too.

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