Help! My manager is asking me for KPIs !
summary
Three real cases: a top‑down mandate for 80% code coverage, a subsidiary told to hit 200 velocity points, and a push to adopt DORA metrics (lead time for change measured from commit ID to tagged release, and deployment frequency). Workshop turns practices into observable actions and measures, a 6‑point Likert anonymous survey surfaces an obsolete codebase and costly test integration, evidence persuades management to drop the arbitrary target, scale DORA telemetry and fund refactoring, and the team keeps momentum instead of gaming numbers.
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chapters (14)
- 0:00KPIs and challenges
- 1:23Managers ask for KPIs pitfalls
- 6:04Kevin’s top-down KPI dilemma
- 15:17Empiricism and feedback culture
- 16:24DORA metrics actionable
- 19:39Invisible team performance drivers
- 25:09Practices to delivery performance
- 26:58Unrealistic KPIs fail buy-in
- 27:38Feedback forms for teams
- 33:36Kevin’s sandwich technique
- 35:46Manager feedback scaling
- 38:14Bottom-up evidence strategy
- 40:21Criteria for meaningful KPIs
- 41:30KPIs keep people inspired
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