boorak.фиеста55.рф - the best free porn videos on internet, % free. In 16 years I've never actually found a workable metric of the sort you're looking for. Essentially to be useful anything would need to be measurable, representative and ungameable (that is the system can't be played by clever developers). The Shepherd Gate Clock showed GMT first. The Shepherd Gate Clock was the first clock to show GMT directly to the public. It is mounted on the wall outside the gate of the Royal Observatory building in Greenwich, London.
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So my matured follow-up question is this:. This question has been asked before and already has an answer.
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If those answers do not fully address your question, please ask a new question. There are simply too many variables within software development to make it measurable as piece work in this way. The closest you get is progress against estimates - that is how many tasks are they completing within the agreed estimates. Why are remote programmers different to other programmers when it comes to measuring productivity?
How do you measure the productivity of non-remote programmers? But would you use the same metric for a family doctor and a heart surgeon?
How about for Michelangelo painting the Sistine Chapel, and some guy in Mexico cranking out black velvet Elvis paintings? Louis de Broglie wrote a doctoral thesis that was so short, the examiners were going to reject it - except de Broglie was a highly-placed aristocrat, and they needed a good excuse.
Some days, I crank out lines of code. If I had to fix a bug in a Linux kernel driver, I might spend all day on debugging, and not write a line of new code.
Then you can measure points-per-week productivity for each team member. Many people want productivity estimates so they can do schedule planning. I have never, ever seen that work - there are just too many unknowns. The only metric I use is the amount of working software he produces for a given amount of money I invested. So it has a direct on how it is built and quality of work produced but not bound to any source code line metrics. You need an experienced developer or teamleader who is not associated with those remote programmers to estimate how long some task may take, and the effectiveness is measured by comparing their required time against the estimates.
To be sure that the estimates are good, you could randomly pick a few tasks and have them executed by an in-house team you have under control. Another interesting way to measure productivity would be to count automatable tests reviewed by a manager per day. The developer gets:. Another big benefit to the manager is that he can bring on new developers and know that they will not be able to deliver code that silently breaks the system because the regression test suite catches that.
The big downside to the manager is that it forces him to admit that his system is more complex than it seems on the 1-page description of the feature. The other downside is that the transparency of this method will make it hard to blame developers for business failure.
It certainly is possible to devise all kinds of intricate metrics to evaluate performance, but at the end of the day a significant part of your judgment has to rely on subjectivity and input from people who are close to the codebase.
For example, it is quite possible for some team to crank out internally hideous unmaintainable slop at a very fast rate, and this might even meet the required deadline and specification. But is the technical debt accrued from that kind of working style worse than if the team had churned out something robust and maintainable but slipped the deadline a few weeks? It depends.
If the purpose of the question is to resolve some type of productivity problem, I would say that what the manager actually does to facilitate the work of the team is as or more important than any measuring technique used to evaluate the team. It is a two-way street. In other words, I am saying that metrics are fine but if you want more out of any team the ultimate question is whether or not the manager doing everything possible to ensure the team can be productive.
This goes far beyond writing a spec, finding a team, throwing the spec "over the wall" and clicking a stopwatch. Measure in the same way as you are measured by the customer. In terms of functional code, but on a smaller scale. Make short goals - a week or two - and see if the programmers fulfill the goals, and do so in a satisfactory way. Use a methodology, whereby the written documentation marries up to the code written.
Start the week deciding on what needs to be done, get an agreement, then wait till the end of the week to see if its been done or not. Keep tasks small and measurable as in how many days.
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Second part to this solution would be peer-to-peer code reviews which is backed up by some sort of Versioning system that makes who did what and when traceable. If the consensus is that the code is good then your onto a winner, if bad, then find out why and how it could be improved. Time and motion studies are a no no as far as I am concerned, some code such as Regexes or some really hard logic can take days to develop but may only form a couple of lines of code.
The only true measurement is deliverables on time, on an agreed time. Home Questions Tags Users Unanswered. Metric by which to hold developers accountable [duplicate] Ask Question.
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This question already has an answer here: How to tell whether your programmers are under-performing? Kyle Kyle 1 1 gold badge 4 4 silver badges 10 10 bronze badges. How do you measure the effectiveness of non-remote programmers?
Why do you think it needs to be different? Measuring "lines of code removed" as a positive is a better metric than "lines of code added". Wonko the sane: I think the question applies to both camps equally.
Можно ли перевести деньги с моментальной карты на другую
Jon, true I just meant to clarify that I was without a mechanism to actually talk to them one-on-one in a room. Jon Hopkins Jon Hopkins See for example: lesswrong.
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We had to special-case it out of certain warning diagnostics that are not allowed in the rest of our code, and now we want to change it some. Also account for the fact that different code and tasks might have a different "par" for a given metric.
If a developer is involved in deep changes to a core system that is convoluted and poorly documented then I would expect a high number of bugs from that developer. I think a perfect estimate is one that has no bias.
I completely understand the desire to measure productivity. Measuring programmer productivity is very, very, very subjective. Bob Murphy Bob Murphy They work on an assembler line. First laugh of the morning! Perhaps calling programming a "creative discipline" is painting with too broad strokes: every job that requires a thinking cap is by your words then "creative".
Or get them to quantify "work" done on that proof.
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Though good luck quantifying the "amount" of working software The notion of "amount" is totally ambiguous, as is the number of features. What is "similarly sized"? I use excel exactly like you, but instead of putting line of code of function points , I put completed user story points with a well defined Definition Of Done. Completed story points per month is how I calculate the productivity of a team.
I will never calculate their productivity by the amount of line of code, classes or even function point. Roopesh: time is bound to money.
The developer gets: a point for writing an automatable test and passing review and adding it to the regression test suite, a point for making them pass, while not causing any other regression test failures.
The developer and manager can jointly improve the system by: jointly agreeing on the important areas of development and testing independently reviewing and running the test suite. The most productive line of code is one that you decided not to write because it delivers no business benefit. The developer cannot game the metric because: redundant tests will be blocked by manager review.
The manager cannot game the metric because: rejecting too many tests will lead to developer attrition. The developer cannot screw the manager because Each delivered unit of functionality with tests must also pass the regression suite. This forces the developer to develop carefully without breaking other code.
Any claim of work must be provable by passing new tests and regression tests. The manager cannot screw the developer because.
Each requested unit of functionality must include key test cases, and an estimate of the number of test cases needed to finish the work. Jay Godse Jay Godse 1, 6 6 silver badges 11 11 bronze badges.
This is just another game to play. Angelo Angelo 1, 12 12 silver badges 9 9 bronze badges. When the company hit a speed bump, B had better "productivity metrics" so A got laid off first. StasM StasM 3, 2 2 gold badges 19 19 silver badges 28 28 bronze badges. Bugs fixed is a notoriously poor measure. It actually encourages shipping of poor software giving them more bugs to fix and be rewarded for.
Jon you are right, this should be correlated with the source of the bugs thus e. But unfortunately bugs do happen, so somebody has to fix them. I would strongly suggest peer review of code, as this allows you to catch bad code up front. The business wants to sell the product or maybe service, same difference for this So if that is what you want, measure it.
Now adopt this metric and programming team will want to interact with sales guy for two reasons. Promsing underliverable Not selling product to customers effectively. Tim Williscroft Tim Williscroft 3, 1 1 gold badge 17 17 silver badges 25 25 bronze badges.
Or you know, if they actually produce working code and solutions that fix problems?