As a CIO/CTO, what metrics do you use to evaluate the performance of developers or development team?

47k views5 Upvotes33 Comments

CTO in Software, 11 - 50 employees
First, it's really about productivity instead of performance as the latter tends to focus on metrics such as "lines of code written" or "number of bugs fixed". Those aren't always indicative of high performance. Productivity is about tracking the work completed indexed by the importance of that work relative to overall goals. The *type* of work being done and delivered is what's truly important.
Group Chief Information Officer in Construction, 5,001 - 10,000 employees
Similar to any project cost,Time and quality are some of KPIs we used and also the satisfaction of users on functionality, manuals, trainings, support and overall experience
CIO in Education, 1,001 - 5,000 employees
At this point, I'm really looking to ensure that any deliverable or commitment is met.
Blockchain Developer, Cryptography Application Engineer, Devops, Self-employed
I'm a big fan of story points and sprints to determine a teams velocity and feed that into planning future development. It also avoids lengthy debates where folks like the CEO asks for the moon by tomorrow, and engineering gives a seat-of-the-pants perspective of "that's not reasonable" but has no data to back it up.
Chief Strategy Officer in Finance (non-banking), 51 - 200 employees
Moving the project forward is key for me. Progress towards decision making (positive or negative) helps in efficiency of the entire group and foster an agile culture. The biggest negative for anyone in my team is holding up the project - that is a big no no.
VP - Technology in Services (non-Government), 201 - 500 employees
1. On time delivery
2. adaptation of latest technology in project
3. intelligent utilization of available resources
CIO in Finance (non-banking), 1,001 - 5,000 employees
Each organization needs to be able to define for themselves what makes a high performing athletic development team. A lot of people use velocity, lines of code, defects etc as performance metrics but to me they don’t tell you if your team is evolving and learning over time. Quantitative metrics like budgets, scope and time might give you a pulse for the project but qualititave metrics like lessons learnt, business productivity, CSAT with the teams give you a sense of not only how your teams are doing as far as adaptability, scalability and nimbleness but also how you are doing as a leader in the organization.
CIO in Finance (non-banking), 201 - 500 employees
What is the motivation for the evaluation? Is it politically driven to justify ..... The real measurement is whether they get sh*t done. And that involves many intangibles - innovative thinking, mentoring, teamwork, etc. Some of your best developers may have mediocre or bad metrics/stats. Believe it or not everyone on the team knows the pecking order except the manager who in many cases have favoritisms and often create a toxic environment eventually leading to the departure of the “capable” team members.
CIO & VP of Global IT in Software, 2 - 10 employees
We use agile sprint model, one way we measure is developers performance is number of bugs found by QA per developer & getting first time right I.e. no return of same bugs
Senior Director, Quality Engineering Services in Energy and Utilities, 10,001+ employees
Cultural transformation involves Innovative mindset to execute things different to complement productivity and cost

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