measuring developer productivity via Humans

src: Measuring Developer Productivity via Humans - 2024-03-19j

Abstract

Measuring developer productivity is a difficult challenge. Conventional metrics focused on development cycle time and throughput are limited, and there aren’t obvious answers for where else to turn. Qualitative metrics offer a powerful way to measure and understand developer productivity using data derived from developers themselves. Organizations should prioritize measuring developer productivity using data from humans, rather than data from systems.

Somewhere, right now, a technology executive tells their directors: “we need a way to measure the productivity of our engineering teams.” A working group assembles to explore potential solutions, and weeks later, proposes implementing the metrics: lead time, deployment frequency, and number of pull requests created per engineer.

Soon after, senior engineering leaders meet to review their newly created dashboards. Immediately, questions and doubts are raised. One leader says: “Our lead time is two days which is ‘low performing’ according to those benchmarks – but is there actually a problem?”. Another leader says: “it’s unsurprising to see that some of our teams are deploying less often than others. But I’m not sure if this spells an opportunity for improvement.”

If this story arc is familiar to you, don’t worry – it’s familiar to most, including some of the biggest tech companies in the world. It is not uncommon for measurement programs to fall short when metrics like DORA fail to provide the insights leaders had hoped for.

There is, however, a better approach. An approach that focuses on capturing insights from developers themselves, rather than solely relying on basic measures of speed and output. We’ve helped many organizations make the leap to this human-centered approach. And we’ve seen firsthand the dramatically improved understanding of developer productivity that it provides.

What we are referring to here is qualitative measurement. In this article, we provide a primer on this approach derived from our experience helping many organizations on this journey. We begin with a definition of qualitative metrics and how to advocate for them. We follow with practical guidance on how to capture, track, and utilize this data.

Today, developer productivity is a critical concern for businesses amid the backdrop of fiscal tightening and transformational technologies such as AI. In addition, developer experience and platform engineering are garnering increased attention as enterprises look beyond Agile and DevOps transformation. What all these concerns share is a reliance on measurement to help guide decisions and track progress. And for this, qualitative measurement is key.

Note: when we say “developer productivity”, we mean the degree to which developers’ can do their work in a frictionless manner – not the individual performance of developers. Some organizations find “developer productivity” to be a problematic term because of the way it can be misinterpreted by developers. We recommend that organizations use the term “developer experience,” which has more positive connotations for developers.

What is a qualitative metric?

We define a qualitative metric as a measurement comprised of data provided by humans. This is a practical definition – we haven’t found a singular definition within the social sciences, and the alternative definitions we’ve seen have flaws that we discuss later in this section.

Figure 1: Qualitative metrics are measurements derived from humans

The definition of the word “metric” is unambiguous. The term “qualitative,” however, has no authoritative definition as noted in the 2019 journal paper What is Qualitative in Qualitative Research:

There are many definitions of qualitative research, but if we look for a definition that addresses its distinctive feature of being “qualitative,” the literature across the broad field of social science is meager. The main reason behind this article lies in the paradox, which, to put it bluntly, is that researchers act as if they know what it is, but they cannot formulate a coherent definition.

An alternate definition we’ve heard is that qualitative metrics measure quality, while quantitative metrics measure quantity. We’ve found this definition problematic for two reasons: first, the term “qualitative metric” includes the term metric, which implies that the output is a quantity (i.e., a measurement). Second, quality is typically measured through ordinal scales that are translated into numerical values and scores – which again, contradicts the definition.

Another argument we have heard is that the output of sentiment analysis is quantitative because the analysis results in numbers. While we agree that the data resulting from sentiment analysis is quantitative, based on our original definition this is still a qualitative metric (i.e., a quantity produced qualitatively) unless one were to take the position that “qualitative metric” is altogether an oxymoron.

Aside from the problem of defining what a qualitative metric is, we’ve also encountered problematic colloquialisms. One example is the term “soft metric”. We caution against this phrase because it harmfully and incorrectly implies that data collected from humans is weaker than “hard metrics” collected from systems. We also discourage the term “subjective metrics” because it misconstrues the fact that data collected from humans can be either objective or subjective – as we discuss in the next section.

Qualitative metrics: Measurements derived from humans
Type	Definition	Example
Attitudinal metrics	Subjective feelings, opinions, or attitudes toward a specific subject.	How satisfied are you with your IDE, on a scale of 1–10?
Behavioral metrics	Objective facts or events pertaining to an individual’s work experience.	How long does it take for you to deploy a change to production?

Later in this article we provide guidance on how to collect and use these measurements, but first we’ll provide a real-world example of this approach put to practice

Peloton is an American technology company whose developer productivity measurement strategy centers around qualitative metrics. To collect qualitative metrics, their organization runs a semi-annual developer experience survey led by their Tech Enablement & Developer Experience team, which is part of their Product Operations organization.

Thansha Sadacharam, head of tech learning and insights, explains: “I very strongly believe, and I think a lot of our engineers also really appreciate this, that engineers aren’t robots, they’re humans. And just looking at basic numbers doesn’t drive the whole story. So for us, having a really comprehensive survey that helped us understand that entire developer experience was really important.”

Each survey is sent to a random sample of roughly half of their developers. With this approach, individual developers only need to participate in one survey per year, minimizing the overall time spent on filling out surveys while still providing a statistically significant representative set of data results. The Tech Enablement & Developer Experience team is also responsible for analyzing and sharing the findings from their surveys with leaders across the organization.

For more on Peloton’s developer experience survey, listen to this interview with Thansha Sadacharam.

Advocating for qualitative metrics

Executives are often skeptical about the reliability or usefulness of qualitative metrics. Even highly scientific organizations like Google have had to overcome these biases. Engineering leaders are inclined toward system metrics since they are accustomed to working with telemetry data for inspecting systems. However, we cannot rely on this same approach for measuring people.

Avoid pitting qualitative and quantitative metrics against each other.

We’ve seen some organizations get into an internal “battle of the metrics” which is not a good use of time or energy. Our advice for champions is to avoid pitting qualitative and quantitative metrics against each other as an either/or. It’s better to make the argument that they are complementary tools – as we cover at the end of this article.

We’ve found that the underlying cause of opposition to qualitative data are misconceptions which we address below. Later in this article, we outline the distinct benefits of self-reported data such as its ability to measure intangibles and surface critical context.

Misconception: Qualitative data is only subjective

Traditional workplace surveys typically focus on the subjective opinions and feelings of their employees. Thus many engineering leaders intuitively believe that surveys can only collect subjective data from developers.

As we describe in the following section, surveys can also capture objective information about facts or events. Google’s DevOps Research and Assessment (DORA) program is an excellent concrete example.

Some examples of objective survey questions:

• How long does it take to go from code committed to code successfully running in production?
• How often does your organization deploy code to production or release it to end users?

Misconception: Qualitative data is unreliable

One challenge of surveys is that people with all manner of backgrounds write survey questions with no special training. As a result, many workplace surveys do not meet the minimum standards needed to produce reliable or valid measures. Well designed surveys, however, produce accurate and reliable data (we provide guidance on how to do this later in the article).

Some organizations have concerns that people may lie in surveys. Which can happen in situations where there is fear around how the data will be used. In our experience, when surveys are deployed as a tool to help understand and improve bottlenecks affecting developers, there is no incentive for respondents to lie or game the system.

While it’s true that survey data isn’t always 100% accurate, we often remind leaders that system metrics are often imperfect too. For example, many organizations attempt to measure CI build times using data aggregated from their pipelines, only to find that it requires significant effort to clean the data (e.g. excluding background jobs, accounting for parallel jobs) to produce an accurate result

The two types of qualitative metrics

There are two key types of qualitative metrics:

1. Attitudinal metrics capture subjective feelings, opinions, or attitudes toward a specific subject. An example of an attitudinal measure would be the numeric value captured in response to the question: “How satisfied are you with your IDE, on a scale of 1-10?”.
2. Behavioral metrics capture objective facts or events pertaining to an individuals’ work experiences. An example of a behavioral measure would be the quantity captured in response to the question: “How long does it take for you to deploy a change to production?”

We’ve found that most tech practitioners overlook behavioral measures when thinking about qualitative metrics. This occurs despite the prevalence of qualitative behavioral measures in software research, such as the Google’s DORA program mentioned earlier.

DORA publishes annual benchmarks for metrics such as lead time for changes, deployment frequency, and change fail rate. Unbeknownst to many, DORA’s benchmarks are captured using qualitative methods with the survey items shown below:

Lead time

For the primary application or service you work on, what is your lead time for changes (that is, how long does it take to go from code committed to code successfully running in production)?

More than six months

One to six months

One week to one month

One day to one week

Less than one day

Less than one hour

Deploy frequency

For the primary application or service you work on, how often does your organization deploy code to production or release it to end users?

Fewer than once per six months

Between once per month and once every six months

Between once per week and once per month

Between once per day and once per week

Between once per hour and once per day

On demand (multiple deploys per day)

Change fail percentage

For the primary application or service you work on, what percentage of changes to production or releases to users result in degraded service (for example, lead to service impairment or service outage) and subsequently require remediation (for example, require a hotfix, rollback, fix forward, patch)?

0–15%

16–30%

31–45%

46–60%

61–75%

76–100%

Time to restore

For the primary application or service you work on, how long does it generally take to restore service when a service incident or a defect that impacts users occurs (for example, unplanned outage, service impairment)?

More than six months

One to six months

One week to one month

One day to one week

Less than one day

Less than one hour

We’ve found that the ability to collect attitudinal and behavioral data at the same time is a powerful benefit of qualitative measurement.

For example, behavioral data might show you that your release process is fast and efficient. But only attitudinal data could tell you whether it is smooth and painless, which has important implications for developer burnout and retention.

To use a non-tech analogy: imagine you are feeling sick and visit a doctor. The doctor takes your blood pressure, your temperature, your heart rate, and they say “Well, it looks like you’re all good. There’s nothing wrong with you.” You would be taken aback! You’d say, “Wait, I’m telling you that something feels wrong.”

The benefits of qualitative metrics

One argument for qualitative metrics is that they avoid subjecting developers to the feeling of “being measured” by management. While we’ve found this to be true – especially when compared to metrics derived from developers’ Git or Jira data – it doesn’t address the main objective benefits that qualitative approaches can provide.

There are three main benefits of qualitative metrics when it comes to measuring developer productivity:

Qualitative metrics allow you to measure things that are otherwise unmeasurable

System metrics like lead time and deployment volume capture what’s happening in our pipelines or ticketing systems. But there are many more aspects of developers’ work that need to be understood in order to improve productivity: for example, whether developers are able to stay in the flow or work or easily navigate their codebases. Qualitative metrics let you measure these intangibles that are otherwise difficult or impossible to measure.

An interesting example of this is technical debt. At Google, a study to identify metrics for technical debt included an analysis of 117 metrics that were proposed as potential indicators. To the disappointment of Google researchers, no single metric or combination of metrics were found to be valid indicators (for more on how Google measures technical debt, listen to this interview).

While there may exist an undiscovered objective metric for technical debt, one can suppose that this may be impossible due to the fact that assessment of technical debt relies on the comparison between the current state of a system or codebase versus its imagined ideal state. In other words, human judgment is essential.

Qualitative metrics provide missing visibility across teams and systems

Metrics from ticketing systems and pipelines give us visibility into some of the work that developers do. But this data alone cannot give us the full story. Developers do a lot of work that’s not captured in tickets or builds: for example, designing key features, shaping the direction of a project, or helping a teammate get onboarded.

It’s impossible to gain visibility into all these activities through data from our systems alone. And even if we could theoretically collect all the data through systems, there are additional challenges to capturing metrics through instrumentation.

One example is the difficulty of normalizing metrics across different team workflows. For example, if you’re trying to measure how long it takes for tasks to go from start to completion, you might try to get this data from your ticketing tool. But individual teams often have different workflows that make it difficult to produce an accurate metric. In contrast, simply asking developers how long tasks typically take can be much simpler.

Another common challenge is cross-system visibility. For example, a small startup can measure TTR (time to restore) using just an issue tracker such as Jira. A large organization, however, will likely need to consolidate and cross-attribute data across planning systems and deployment pipelines in order to gain end-to-end system visibility. This can be a yearlong effort, whereas capturing this data from developers can provide a baseline quickly.

Qualitative metrics provide context for quantitative data

As technologists, it is easy to focus heavily on quantitative measures. They seem clean and clear, afterall. There is a risk, however, that the full story isn’t being told without richer data and that this may lead us into focusing on the wrong thing.

One example of this is code review: a typical optimization is to try to speed up the code review. This seems logical as waiting for a code review can cause wasted time or unwanted context switching. We could measure the time it takes for reviews to be completed and incentivize teams to improve it. But this approach may encourage negative behavior: reviewers rushing through reviews or developers not finding the right experts to perform reviews.

Code reviews exist for an important purpose: to ensure high quality software is delivered. If we do a more holistic analysis – focusing on the outcomes of the process rather than just speed – we find that optimization of code review must ensure good code quality, mitigation of security risks, building shared knowledge across team members, as well as ensuring that our coworkers aren’t stuck waiting. Qualitative measures can help us assess whether these outcomes are being met.

Another example is developer onboarding processes. Software development is a team activity. Thus if we only measure individual output metrics such as the rate new developers are committing or time to first commit, we miss important outcomes e.g. whether we are fully utilizing the ideas the developers are bringing, whether they feel safe to ask questions and if they are collaborating with cross-functional peers.

How to capture qualitative metrics

Many tech practitioners don’t realize how difficult it is to write good survey questions and design good survey instruments. In fact, there are whole fields of study related to this, such as psychometrics and industrial psychology. It is important to bring or build expertise here when possible.

Below are few good rules for writing surveys to avoid the most common mistakes we see organizations make:

• Survey items need to be carefully worded and every question should only ask one thing.
• If you want to compare results between surveys, be careful about changing the wording of questions such that you’re measuring something different.
• If you change any wording, you must do rigorous statistical tests.

In survey parlance, ”good surveys” means “valid and reliable” or “demonstrating good psychometric properties.” Validity is the degree to which a survey item actually measures the construct you desire to measure. Reliability is the degree to which a survey item produces consistent results from your population and over time.

One way of thinking about survey design that we’ve found helpful to tech practitioners: think of the survey response process as an algorithm that takes place in the human mind.

When an individual is presented a survey question, a series of mental steps take place in order to arrive at a response. The model below is from the seminal 2012 book, The Psychology of Survey Response:

Components of the Response Process
Component	Specific Processes
Comprehension	Attend to questions and instructions Represent logical form of question Identify question focus (information sought) Link key terms to relevant concepts
Retrieval	Generate retrieval strategy and cues Retrieve specific, generic memories Fill in missing details
Judgment	Assess completeness and relevance of memories Draw inferences based on accessibility Integrate material retrieved Make estimate based on partial retrieval
Response	Map Judgement onto response category Edit response

Decomposing the survey response process and inspecting each step can help us refine our inputs to produce more accurate survey results. Developing good survey items requires rigorous design, testing, and analysis – just like the process of designing software!

But good survey design is just one aspect of running successful surveys. Additional challenges include participation rates, data analysis, and knowing how to act on data. Below are some of the best practices we’ve learned.

Segment results by team and persona

A common mistake made by organizational leaders is to focus on companywide results instead of data broken down by team and persona (e.g., role, tenure, seniority). As previously described, developer experience is highly contextual and can differ radically across teams or roles. Focusing only on aggregate results can lead to overlooking problems that affect small but important populations within the company, such as mobile developers.

Free text comments are often most valuable

We’ve been talking about qualitative metrics but free text comments are an extremely valuable form of qualitative data. Beyond describing the friction or workflow, developers will have many great ideas to improve their developer experience, the free text allows us to capture those, and identify who to follow up with. Free text comments can also surface areas that your survey did not cover, which could be added in the future.

Compare results against benchmarks

Comparative analysis can help contextualize data and help drive action. For example, developer sentiment toward code quality commonly skews negative, making it difficult to identify true problems or gauge their magnitude. The more actionable data point is: “are our developers more frustrated about code quality than other teams or organizations?” Teams with lower sentiment scores than their peers and organizations with lower scores than their industry peers can surface notable opportunities for improvement.

Use transactional surveys where appropriate

Transactional surveys capture feedback during specific touchpoints or interactions in the developer workflow. For example, platform teams can use transactional surveys to prompt developers for feedback while they are in the midst of creating a new service in an internal developer portal. Transactional surveys can also augment data from periodic surveys by producing higher-frequency feedback and more granular insights.

Avoid survey fatigue

Many organizations struggle to sustain high participation rates in surveys over time. Lack of follow-up can cause developers to feel that repeatedly responding to surveys is not worthwhile. It is therefore critical that leaders and teams follow up and take meaningful action after surveys. While a quarterly or semi-annual survey cadence is optimal for most organizations, we’ve seen some organizations be successful with more frequent surveys that are integrated into regular team rituals such as retrospectives.

Survey Template

Below are a simple set of survey questions for getting started. Load the questions below into your preferred survey tool, or get started quickly by making a copy of our ready-to-go Google Forms template.

The template is intentionally simple, but surveys often become quite sizable as your measurement strategy matures. For example, Shopify’s developer survey is 20-minutes long and Google’s is over 30-minutes long.

After you’ve collected responses, score the multiple choice questions using either mean or top box scoring. Mean scores are calculated by assigning each option a value between 1 and 5 and taking the average. Top box scores are calculated by the percentages of responses that choose one of the top two most favorable options.

Be sure to review open text responses which can contain great information. If you’ve collected a large number of comments, LLM tools such as ChatGPT can be useful for extracting core themes and suggestions. When you’ve finished analyzing results, be sure to share your findings with respondents so their time filling out the survey feels worthwhile.

How easy or difficult is it for you to do work as a developer or technical contributor at [INSERT ORGANIATION NAME]?

Very difficult

Somewhat difficult

Neither easy nor difficult

Somewhat easy

Very easy

For the primary application or service you work on, what is your lead time for changes (that is, how long does it take to go from code committed to code successfully running in production)?

More than one month

One week to one month

One day to one week

Less than one day

Less than one hour

How often do you feel highly productive in your work?

Never

A little of the time

Some of the time

Most of the time

All of the time

Please rate your agreement or disagreement with the following statements:

	Strongly disagree	Disagree	Neutral	Agree	Strongly agree
My team follows development best practices	□	□	□	□	□
I have enough time for deep work.	□	□	□	□	□
I am satisfied with the amount of automated test coverage in my project.	□	□	□	□	□
It’s easy for me to deploy to production.	□	□	□	□	□
I’m satisfied with the quality of our CI/CD tooling.	□	□	□	□	□
My team’s codebase is easy for me to contribute to.	□	□	□	□	□
The amount of technical debt on my team is appropriate based on our goals.	□	□	□	□	□
Specifications are continuously revisited and reprioritized according to user signals.	□	□	□	□	□

Please share any additional feedback on how your developer experience could be improved

[open textarea]

Using qualitative and quantitative metrics together

Qualitative metrics and quantitative metrics are complementary approaches to measuring developer productivity. Qualitative metrics, derived from surveys, provide a holistic view of productivity that includes both subjective and objective measurements. Quantitative metrics, on the other hand, provide distinct advantages as well:

• Precision. Humans can tell you whether their CI/CD builds are generally fast or slow (i.e., whether durations are closer to a minute or an hour), but they cannot report on build times down to millisecond precision. Quantitative metrics are needed when a high degree of precision is needed in our measurements.
• Continuity. Typically, the frequency at which an organization can survey their developers is at most once or twice per quarter. In order to collect more frequent or continuous metrics, organizations must gather data systematically.

Ultimately, it is through the combination of qualitative and quantitative metrics – a mixed-methods approach – that organizations can gain maximum visibility into the productivity and experience of developers. So how do you use qualitative and quantitative metrics together?

We’ve seen organizations find success when they start with qualitative metrics to establish baselines and determine where to focus. Then, follow with quantitative metrics to help drill in deeper into specific areas.

Engineering leaders find this approach to be effective because qualitative metrics provide a holistic view and context, providing wide understanding of potential opportunities. Quantitative metrics, on the other hand, are typically only available for a narrower set of the software delivery process.

Google similarly advises its engineering leaders to go to survey data first before looking at logs data for this reason. Google engineering researcher Ciera Jaspan explains: “We encourage leaders to go to the survey data first, because if you only look at logs data it doesn’t really tell you whether something is good or bad. For example, we have a metric that tracks the time to make a change, but that number is useless by itself. You don’t know, is this a good thing? Is it a bad thing? Do we have a problem?”.

A mixed methods approach allows us to take advantage of the benefits of both qualitative and quantitative metrics while getting a full understand of developer productivity:

1. Start with qualitative data to identify your top opportunities
2. Once you know what you want to improve, use quantitative metrics to drill-in further
3. Track your progress using both qualitative and quantitative metrics

It is only by combining as much data as possible – both qualitative and quantitative – that organizations can begin to build a full understanding of developer productivity.

In the end, however, it’s important to remember: organizations spend a lot on highly qualified humans that can observe and detect problems that log-based metrics can’t. By tapping into the minds and voices of developers, organizations can unlock insights previously seen as impossible.