In the past, engineering productivity used to be quantified as a ratio of direct engineering work hours to the engineering results (Output). Productivity was reflected in how efficiently the major resources were used to produce the output, and improved productivity acted as an indicator of competitive advantage and increased profit.
Engineering productivity that is related to workers and quantities can be collected and compared at major category, subcategory, and element level.
Git Analytics tools, such as Waydev or Gitprime, provide engineering leaders with quantifiable metrics and a complete overview of their engineering teams' activity, so instead of fiddling around surfacing issues, leaders can focus on making decisions.
Software Engineering Productivity
It is reflected by the customer's satisfaction that forms the basis of evaluating team performance and not just meeting the deadline and timesheets.
Monitoring Development Productivity And Efficiency
Waydev's metrics provide metrics that quantify both the code-level output and code collaboration workflow of engineering teams. Below, you'll find several Agile productivity and efficiency indicators, along with the way Git Analytics tools, such as Waydev, assist engineering leaders in making data-driven decisions.
1) Meeting Times
Sticking to standard time limits for meetings is very necessary as extending the stand-up meeting times regularly implies the team is not preparing sufficiently before the meeting. If the meetings are taking longer than expected, the team needs to rethink and start spending no time discussing during the backlog grooming. Waydev can help you run nondisruptive meetings, by showing you the most convenient time for a meeting. It does this by providing you with a heatmap of your engineers' activity so you can schedule meeting outside their peak productivity times.
2) Dividing Time for Subtasks
An established engineering team should understand the flow and role in advancing the subtask in the project. As a rule of thumb, a subtask should never be estimated at more than 4 hours.
There should be standard rules for alerting the team regarding the completion of the subtask, so that the next subtask can be taken up by the team members.
3) Meeting Clients Expectation
Meeting client's expectations before or on time is an accurate indicator of the team's efficiency and productivity. A successful team provides the client with new features to test, discuss and evaluate on a regular, scheduled basis.
There is a requirement of new features so that continuous advancement can be incorporated into the product within the company or in the marketplace. This enables building trust and improves the client's product market and pitching strategy.
4) Measuring New Feature Completion
With the help of the version report maintenance, the client can be presented a clear picture regarding the progress of the team and the development of a product. Decide on the use of the report to track the projected release date. The product owner works in synchronization with the client to ascertain which new features are required in the version and what tools can be used to discuss with the client, so that the progress and the client's expectations coincide. Use Waydev's Retrospective feature to compare sprints and evaluate release success. Spot outliers and correlate them to events in the Project Timeline, then improve sprint by sprint.
5) Creating Sprints
Sprints are created with a set number of tasks. Use a Burn down chart to understand the progress of the Sprint. If things look "off," the team leader heads to the task board to find out which subtasks may be holding up progress.
6) Raising the Defects
Another efficiency measurement for software in production is how regularly defects arise, and how long they remain unresolved. One of the main causes of defects is an unhealthy code review workflow. Waydev provides a birds-eye view of your team's code review workflow to help you optimize engineer collaboration. One of the metrics that correlates to defects is the percentage of unreviewed pull requests that have been merged.
7) Improving Businesses' Results
According to renowned market leaders, the best measure for the effectiveness of software development is depicted by how quickly the software impacts the business results. Waydev's core metric is 'Impact', which represents the amount of cognitive load carried by an engineer's/ team's output.
8) Client's Satisfaction
Customer satisfaction is certainly one of the most important things for a team. If the customers are happy with the work of the team, the battle is won. Regular check-ins ensure the client's satisfaction level. Also, it indicates the adequate progress being made in the team.
To clarify further, demonstrating progress to clients every two weeks helps engineering teams to stay in a perfect touch-point with them.
9) Bugs Fixation
Bugs are inevitable. The team has to focus not on the amount of bugs, but rather how much time is spend fixing them each week. This includes both fixing issues after being identified and troubleshooting issues when they come up. If more than 20% of your engineering time is invested in bug fixing, there's a quality/architecture problem in the team which is draining productivity. Waydev helps you spot unhealthy amounts of churn, which is an indicator of buggy code. You can also see where your engineers' focus went. Whether it was to creating new code, refactoring old code, or contributing to others' code. Visualize the evolution of your teams' work focus and correlate it to past events to try and replicate good outcomes.
10) Pair Programming
This is a great way to measure software engineering effectiveness. When each person in the team agrees that there is nothing more to improve, the quality of the code becomes much better.
Quick Roundup
As such, these are aspects of Agile software development that require attention if you want to increase engineering productivity and become a data-driven engineering leader. Git Analytics tools, such as Waydev, act as an add-on to the current Agile methodology to provide engineering management with concrete data to back their decisions.
Taylor has worked in various senior roles including, sales, manufacturing, and commercial.
During this time he has gained an invaluable insight into the day-to-day pressures that go with such leadership roles and the expectations to be met.