blocks|key|1020633|text|考虑以下事实:您将准确地得到您所测量和监视的内容。考虑到这一点：|type|unstyled|depth|inlineStyleRanges|entityRanges|data|1020634|可怕的东西来测量|header-two|1020635|代码行-优雅的代码具有简洁的性质。代码行鼓励膨胀、复制和粘贴代码，甚至更糟的是，为了代码而鼓励代码。|1020636|快速完成的时间到解决方案代码包含了许多错误。|1020637|Bug修复--这与“解决问题的时间”一起进行。不要因为程序员编写错误的代码而奖励他们，尤其是不要因为他们一开始就解决了问题而奖励他们！|1020638|什么，IMHO，你应该测量|1020639|冲击。唯一重要的是您的开发人员做什么。你写了一个提高效率10%25的工具吗？自动执行一项过去需要3个小时的任务怎么样？如何重构这个粗糙的库，这样现在团队中的每个人都可以更容易地使用它？|1020640|您应该衡量在编写代码之后发生了什么，以及这些贡献对您的业务/公司目标有多重要。注意，有可能产生负面影响。|entityMap^0|0|0|0|0|0|0|0^^$0|@$1|2|3|4|5|6|7|R|8|@]|9|@]|A|$]]|$1|B|3|C|5|D|7|S|8|@]|9|@]|A|$]]|$1|E|3|F|5|6|7|T|8|@]|9|@]|A|$]]|$1|G|3|H|5|6|7|U|8|@]|9|@]|A|$]]|$1|I|3|J|5|6|7|V|8|@]|9|@]|A|$]]|$1|K|3|L|5|D|7|W|8|@]|9|@]|A|$]]|$1|M|3|N|5|6|7|X|8|@]|9|@]|A|$]]|$1|O|3|P|5|6|7|Y|8|@]|9|@]|A|$]]]|Q|$]]

Consider the following truth: you will get exactly what you measure and monitor. With that in mind:

Terrible things to measure

Lines of code - Elegant code has a concise nature to it. Lines of code encourages bloat, copy and paste, or even worse, code for the sake of code.

Time-to-solution - Code done quickly contains lots of bugs.

Bug fixes - This goes with 'time to solution'. Don't reward programmers for writing slopping code, and especially don't reward them for fixing the problems they caused in the first place!

What, IMHO, you should measure

Impact. The only thing that matters is what your developers do. Did you write a tool that improves efficiency by 10%? What about automating a task that used to take 3 hours? What about refactoring that gnarly library so it is now easier to use for everyone on the team?

You should measure what happens after code has been written, and how valuable the contribution is towards your business/company's goals. Note it is possible to have a negative impact.

blocks|key|4761800|text|📷|type|atomic|depth|inlineStyleRanges|entityRanges|offset|length|data|4761801|哪扇门代表你的密码？哪个门代表你的团队或你的公司？我们为什么在那间屋子里？这只是一次正常的代码评审，还是我们在运行后不久就发现了一系列可怕的问题？我们是否在恐慌中调试，仔细研究我们认为有效的代码？顾客成群结队地离开，经理们在我们脖子上喘着气。|blockquote|4761802|(罗伯特·C·马丁，清洁代码+-以上图开头的书)|unstyled|entityMap|0|IMAGE|mutability|IMMUTABLE|imageUrl|https://i.stack.imgur.com/a0bTh.jpg|imageAlt|1|LINK|MUTABLE|url|http://rads.stackoverflow.com/amzn/click/0132350882^0|0|1|0|0|0|A|4|1^^$0|@$1|2|3|4|5|6|7|W|8|@]|9|@$A|X|B|Y|1|Z]]|C|$]]|$1|D|3|E|5|F|7|10|8|@]|9|@]|C|$]]|$1|G|3|H|5|I|7|11|8|@]|9|@$A|12|B|13|1|14]]|C|$]]]|J|$K|$5|L|M|N|C|$O|P|Q|-4]]|R|$5|S|M|T|C|$U|V]]]]

<img src="https://i.stack.imgur.com/a0bTh.jpg" alt="http://i.stack.imgur.com/a0bTh.jpg" title="The only valid measurement of code quality: WTFs/minute">

<blockquote>
 Which door represents your code? Which door represents your team or your company? Why are we in that room? Is this just a normal code review or have we found a stream of horrible problems shortly after going live? Are we debugging in a panic, poring over code that we thought worked? Are customers leaving in droves and managers breathing down our necks..
</blockquote>

(Robert C Martin, <a href="http://rads.stackoverflow.com/amzn/click/0132350882" rel="noreferrer">Clean Code</a> - book that opens with above picture)

blocks|key|1020505|text|假设你雇了一个聪明的人，他们应该把事情做好。除此之外，当你测量员工(特别是程序员)时，你就得到了你所测量的东西。|type|unstyled|depth|inlineStyleRanges|entityRanges|data|1020506|简而言之，监控项目是否在团队的标准范围内完成。|entityMap^0|0^^$0|@$1|2|3|4|5|6|7|E|8|@]|9|@]|A|$]]|$1|B|3|C|5|6|7|F|8|@]|9|@]|A|$]]]|D|$]]

Assuming you've hired someone smart, they should be getting things done. Beyond that, when you measure employees (especially programmers), you get exactly what you measure.

In short, monitor that projects are getting done within the standards of the team.

blocks|key|4761850|text|效率如何(工作已完成/人力资源)？这可以用波莫多罗技术来测量。看看这份报告。|type|unstyled|depth|inlineStyleRanges|entityRanges|offset|length|data|4761851|一旦您跟踪您的柚子估计和实际执行的每个任务，然后您可以测量现实因素，这个工具称为柚子为您做。这个现实因素可以总结出你的评估结果有多好，你的效率有多高；为了评估效率，我只会坚持做2项波波多罗任务。|4761852|我发现抱佛罗斯的目标(基于个人的基础)，因为每一个都意味着一个固定的集中的工作，他们是一个很好的措施，为您改进，IMHO是真正的目的，任何这类度量的重要。|entityMap|0|LINK|mutability|MUTABLE|url|http://www.pomodorotechnique.com/|1|http://www.slideshare.net/alimenkou/effective-time-management-with-pomodoro-technique|2|http://code.google.com/p/pomodairo/^0|L|6|0|X|4|1|0|14|2|2|0^^$0|@$1|2|3|4|5|6|7|S|8|@]|9|@$A|T|B|U|1|V]|$A|W|B|X|1|Y]]|C|$]]|$1|D|3|E|5|6|7|Z|8|@]|9|@$A|10|B|11|1|12]]|C|$]]|$1|F|3|G|5|6|7|13|8|@]|9|@]|C|$]]]|H|$I|$5|J|K|L|C|$M|N]]|O|$5|J|K|L|C|$M|P]]|Q|$5|J|K|L|C|$M|R]]]]

How about efficiency (work done/hr)?. This can be measured with the <a href="http://www.pomodorotechnique.com/" rel="nofollow">pomodoro technique</a>. Take a look at <a href="http://www.slideshare.net/alimenkou/effective-time-management-with-pomodoro-technique" rel="nofollow">this presentation</a>.

Once you are tracking your pomodoro estimations and the actual executed pomodoros per task, you can then measure the reality factor, which this tool called <a href="http://code.google.com/p/pomodairo/" rel="nofollow">pomodairo</a> does for you. This reality factor can sum up how good are your estimates and how efficient you are; for evaluating efficiency I'd stick to no more than 2 pomodoro tasks.

I find pomodoros objective (on an individual basis) because each one mean a fixed ammount of focused work and they are a good measure for you to improve, which IMHO is the real purpose of any metric of these sorts that matters.

blocks|key|4761828|text|我们刚在我的工作中经历过这件事。试图找出我们的KPI应该是什么，然后我们的KPI将是什么(因为它们被证明是难以衡量的)。|type|unstyled|depth|inlineStyleRanges|entityRanges|data|4761829|KPI应该是一种及时解决业务需求的方法。如果有人知道衡量这个的好方法，请告诉我。:)|4761830|我们结束了决定使用#的特性实现。我们的客户签署了每个用户面临的功能，他们是公开的优先(这样人们可以争取他们的第一次)。我们认为这将是一个简单的方法来衡量我们是否表现良好。我们会看到..。|entityMap^0|0|0^^$0|@$1|2|3|4|5|6|7|G|8|@]|9|@]|A|$]]|$1|B|3|C|5|6|7|H|8|@]|9|@]|A|$]]|$1|D|3|E|5|6|7|I|8|@]|9|@]|A|$]]]|F|$]]

We just went through this at my work. Trying to figure out what our KPIs should be, and then what our KPIs were going to be (since they turned out to be hard to measure).

THE KPI should be a measure of solving the business requirements in a timely fashion. If someone knows a good way to measure this let me know. :)

We ended deciding to use # of features implemented. Our customers sign off on every user facing feature and they are publicly prioritized (so people can fight for theirs to go first). We figured that was going to be a simple way to measure if we are performing well. We will see.....

blocks|key|4761884|text|几乎没有业务指标可供您使用。你必须把程序员当作数学家或科学家看待。唯一衡量的是思想/代码的影响或潜在影响。你能数一数数学家写的证明中的一行数吗？|type|unstyled|depth|inlineStyleRanges|entityRanges|data|4761885|即使您确实使用了一个度量，它也将被程序员视为一个优化问题，取决于它是否决定了他们的工资。另一点是，程序员的生产力每天都在变化，有些时候有很多代码被写出来，有些时候没有新的设计思想，等等。|4761886|高管或经理的一些关键绩效指标是什么？也许您应该尝试将这些应用于程序员，因为我们也会处理想法和思想问题。|entityMap^0|0|0^^$0|@$1|2|3|4|5|6|7|G|8|@]|9|@]|A|$]]|$1|B|3|C|5|6|7|H|8|@]|9|@]|A|$]]|$1|D|3|E|5|6|7|I|8|@]|9|@]|A|$]]]|F|$]]

There are almost no business metrics that you can use. You have to treat the programmer as a mathematician or scientist. The only thing that's measured there is the impact or potential impact of the ideas/code. Would you count the number of lines in a proof written a mathematician?

Even if you do use a measurement, it will be treated as an optimization problem by the programmer depending on if it determines their wages. Another point is that programmer productivity varies from day to day, some days there's a lot of lines of code written, other times no new design ideas are thought of, etc.

What are some of the key performance indicators for an executive or manager? Maybe you should try using those for programmers since we also deal with ideas and thought-stuff.

blocks|key|1020835|text|对于一个工业程序员来说，在我看来，节省(或挣来的)+$/hr是唯一有意义的商业指标。|type|unstyled|depth|inlineStyleRanges|entityRanges|data|1020836|软件类型因具有游戏思维而臭名昭著(电脑游戏、钢笔和纸张、谜题等)。不要采取与业务需求不一致的激励行为。|1020837|例如，如果您认为kLOC/week是关键指标，您将看到对于相同的特性，您将得到更多的kLOC。|1020838|示例：|1020839|int+foo()+{
+++return+blah;
}|code-block|syntax|javascript|1020840|完全可以转化为：|1020841|int
foo()
{
+++return+
++++++blah;
}|1020842|同样的特征。这是一个2倍的LOC增长。如果你主要根据LOC对我的生产力进行排名，你最好相信我会评估我是否想得到基于生产力的奖金/晋升。|entityMap^0|0|0|0|0|0|0|0^^$0|@$1|2|3|4|5|6|7|T|8|@]|9|@]|A|$]]|$1|B|3|C|5|6|7|U|8|@]|9|@]|A|$]]|$1|D|3|E|5|6|7|V|8|@]|9|@]|A|$]]|$1|F|3|G|5|6|7|W|8|@]|9|@]|A|$]]|$1|H|3|I|5|J|7|X|8|@]|9|@]|A|$K|L]]|$1|M|3|N|5|6|7|Y|8|@]|9|@]|A|$]]|$1|O|3|P|5|J|7|Z|8|@]|9|@]|A|$K|L]]|$1|Q|3|R|5|6|7|10|8|@]|9|@]|A|$]]]|S|$]]

For an industrial programmer, $/hr saved (or earned) is, in my opinion, the only meaningful business metric.

Software types are notorious for having a gaming mindset (computer games, pen and paper, puzzles, etc). Don't incentive behavior that is not aligned with the business needs.

E.g., if you consider kLOC/week to be the key indicator, you're going to observe that for the same feature, you're getting many more kLOC.

Example:

<pre><code>int foo() {
 return blah;
}
</code></pre>

Can well be turned into:

<pre><code>int
foo()
{
 return 
 blah;
}
</code></pre>

For the same feature. That's a 2x LOC increase. If you rank my productivity primarily based on LOC, you better believe I'm going to evaluate whether I want to get that productivity-based bonus/promotion.

blocks|key|1020869|text|我想说的是，您需要将度量从业务单元调整到编程。程序员不想那样做，因为他们觉得业务单位会搞砸，看起来也不太好。|type|unstyled|depth|inlineStyleRanges|entityRanges|data|1020870|我的答案是:老兄--或者说杜德特--与你的商业用户合作，为他们制造出令他们精力充沛的工具，使他们高效，他们的成功将是你的成功。|entityMap^0|0^^$0|@$1|2|3|4|5|6|7|E|8|@]|9|@]|A|$]]|$1|B|3|C|5|6|7|F|8|@]|9|@]|A|$]]]|D|$]]

I would say that you need to align metrics from the business units to the programming. Programmers don't want that because they feel the business unit will screw up and they won't look good. 

My answer is: Dude--or Dudette--work with your business users and make awesome tools for them that will make them ultra productive and their success will be your success.

Do you know any Key Performance Indicators for Developers? What should be measured and monitored?

KPI's for Programmers

翻译质量差，导致语言生硬或混乱。

没有提供实际的解决方法或示例。

解答不清晰，无法理解或解决问题。

页面排版不美观，阅读体验差。

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你知道开发人员的主要性能指标吗？应该测量和监测什么？

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Software Engineering用户

可怕的东西来测量

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回答 8

Software Engineering用户

可怕的东西来测量

什么，IMHO，你应该测量

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