Velocity metrics helped build a culture of transparency on his team.
Chris started creating structure around code reviews and mentoring, as well as encouraging managers to be transparent about team-wide strengths and weaknesses.
The whole teams uses Velocity metrics to show that every contributor, every team, and the org as a whole has opportunities to improve. Chris tells us, “We made it clear that we expect failures on this team. I have them, team leaders have them. What’s important is how we handle the recovery process.”
Each week, Chris sends out screenshots of key Velocity reports, such as Activity Log, showing workload distribution, and Pull Request throughput, indicating efficiency. The teams then used these reports to discuss progress or problems in their daily standups.
Chris also encouraged managers to share key individual metrics with their team. Management emphasized that these metrics would never be used punitively, but rather to create concrete benchmarks for improvement.
One of the software engineers tells us she prefers metrics to her experience on other teams that only relied on qualitative measures of performance. “I love having the metrics, because I know exactly what I have to do to grow at Tangoe. At previous jobs, I had no idea why or when I’d be promoted.”
Over time, the team was able to boost retention and grow senior engineers and engineering managers through their data-driven coaching and mentoring program.