A PM I work with asked me the following question:
“How can someone who is not close to the engineering read the tea-leaves about the engineering quality of a given project.”
I love this question because it shows the PM cares about engineering quality despite not having engineering expertise. I’m much more accustomed to having to argue that non-technical folks should care about engineering quality. Now I have someone who does care and wants help knowing what to look for. How do I help this person? I have some starting ideas. Some of my favorite engineering manager metrics are easily adaptable for non-technical PM’s.
- Does the team rely on manual testing? In my opinion manual testing adds little value. It’s impossible to do a complete regression. There is no future benefit to the effort beyond the immediate release. It’s slow. If you want to remove waste from the delivery pipeline, invest in test automation.
- What is the defect/user story ratio in the backlog?
- How often are new defects discovered and added to the backlog?
- How does the team react to the idea of asking for a near-zero cycle time for defects? To achieve this the team would need:
a. To have relatively few defects
b. To receive new defects on an infrequent basis
c. To have confidence that correcting any defect would take hours instead of days
e. To have deep knowledge of a well-engineered system so that the exact nature of the problem can be identified quickly
f. To have confidence that they can pass the system through their quality gates and get into production in less than an hour
The idea that you can have zero defects is sometimes shocking for both PM’s and engineers to consider. It can be an uphill battle to convince them that this is achievable in reality. If your team can’t accept this as a reality, see if they can accept is as a goal and move in this direction.
- Is Lead Time increasing? That could indicate that the team can not respond to work as quickly as it arrives. You will also need to know what Lead Time you want. If you want to plan your roadmap in three-month increments, your Lead Time should be between 45 and 180 days–depending on how often you update your roadmap.
- Is Cycle Time increasing? If so, it probably means the system is difficult to work in.
- Is Cycle Time close to Lead Time? If so, it could indicate a lack of planning, or an inability to work on the plan due to emergent issues.
- How long does it take to correct a defect in production? Ideally, this would be ~1hr from discovery.
- How much do we spend on support for this service through all channels? (E.g., service desk, engineering time, etc.)
This list is not exhaustive and none of these measurements would be conclusive on their own. As diagnostics however they could be quite useful to draw your attention to potential problems. Most would have to be tracked over a longer period of time to be meaningful.
If you’ve got ideas of your own, please leave them in the comments. This is an important piece of the communication between product management and engineering.