Metrics from previous years
- # daily deploys
- Cycle time
- Time to recover
- # change related failures
Here’s a great capability summary diagram for SDO performance (software delivery and operational performance)
Psychological safety: can team members take calculated risks (What does this mean in practice? What are the limits to risk taking and how do people know they might be taking a larger leap than maybe they should at this point in time?), and can they be transparent with each other without worry of reprisal? [Culture]
Software delivery org’s effectiveness as a contributor to an organization’s overall goals / outcomes
Eg Organization metrics
- Customer satisfaction
- Market share
- Number of customers
There’s a big focus on individual, team productivity in this year’s report. Neat.
A definition of productivity that isn’t a count of lines of code or story points completed in a sprint. More it relates to a measure of our ability to dig in to complex tasks with minimal interruption. Hrm. Interesting. There are several contributing factors:
Productivity, burnout, and work juggling sidebar: as a general goal work to limit work in progress and context switching. Do this through process improvement and automation largely. Want … repeatable, reliable, fast, auditable systems changes always. <- These added capabilities that come from our tools dramatically increase our capacity to take on new work.
Internal search: how is the information from day to day conversations between team mates and diagrams, etc captured in a way that is easily retrievable in the future by maybe somebody who didn’t participate the original conversation? A knowledge base or radiator is hugely important. People join teams all the time. How long does it take them to get up to speed?
Cute. Technical debt as defined by Ward Cunningham is more nuanced that I guess I gave it credit for. Architecture, coding practice, complexity were in but not much else. There’s a nice list of stuff here though …
“Work Recovery” A thing I have struggled with in the past. You can create a context where people can leave work at work and achieve balance in life that contributes to overall wellbeing. Or not. Discourage this at your peril.
How new practices, ideas, tools spread through an org: community of practice, grassroots. (How teams transform.)