One piece of advice I continue to want people to hear is: Keep trying to achieve _goals_ instead of the metrics you put in place to reach those goals.
This is all pretty well summed by Goodhart's law, btw:
@edwardloveall You're saying "when a metric becomes a target, it ceases to be a good metric." I strongly agree with you about focusing on goals. But here's what I'm wondering. If I focus on the goals I'm trying to achieve, how do I keep those goals from becoming target metrics? This is where it's more an art than a science.
@mildbeard Great question. I think some argue that it's impossible. One thing I've been thinking about is keeping multiple, competing goals in balance, and continually evaluating their efficacy as a whole. e.g. "DRY + easy for new comers + easy to change" instead of only "DRY".
Attempting to measure more artful metrics can be useful too. How fast can a new hire get up-to-speed? How quickly can we fix prod issues? How confident are we that we can deploy with no issues every time?
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