In engineering - cross-functional teams, DevOps echo the same observations.
- QA teams assessed for bugs caught -> quality is not built in
- Project / Release managers: Release coordination needed, coupling needed -> No incentive to optimise for flow
- Dev story points: writing code and features without thinking about bets and costs as a business and effects for other functions (ops, finance, recruiting, etc...)
- Recruitment: Number of conversions or rate of recruitment can apply pressure on fitness
- UX: designing for "experience" or "edge cases" without factoring costs and upside
In engineering - cross-functional teams, DevOps echo the same observations.
- QA teams assessed for bugs caught -> quality is not built in
- Project / Release managers: Release coordination needed, coupling needed -> No incentive to optimise for flow
- Dev story points: writing code and features without thinking about bets and costs as a business and effects for other functions (ops, finance, recruiting, etc...)
- Recruitment: Number of conversions or rate of recruitment can apply pressure on fitness
- UX: designing for "experience" or "edge cases" without factoring costs and upside
Jeff Bezos articulated similar concerns with measuring the wrong thing in his “skeptical view of proxies”.