The following is a template you can use to create an adoption plan for rolling out engineering analytics in your organization.
This template is one part of the adoption process. Please see the full Engineering Analytics Adoption Guide for more information.
This template covers most of the questions that typically come up during the adoption process, and is geared toward organizations that are fully rolling out minware to their whole engineering organization.
If you’d like, we are happy to walk through questions about your organization on a brief call and customize this plan for you, or adapt it more extensively if it doesn’t match your use case, just let us know!
As we grow, it is important to mature our processes and continually improve our engineering capabilities. We need to get better at meeting our commitments and predictably delivering value to our customers. These goals are crucial for the business, but will also improve developer experience and enable everyone to have a greater impact.
We will provide the engineering team access to minware to help quantify, focus, and target continuous improvements to how we work. This is a tool aimed at helping us get good at the fundamentals of effective software delivery for our current size, and it will set us up to further grow without slowing down.
minware is an engineering analytics platform designed to monitor and improve various aspects of our software development process health, ranging from source control and ticketing to sprint effectiveness and technical debt management. minware’s Scorecard provides a detailed breakdown of areas that need improvement, with information about specific branches, tickets, sprints, and projects.
minware’s scorecard will help us standardize our processes, run more effective sprints, and deliver software more predictably with high quality. Software is the backbone of our organization. This effort will help us build it more easily, and make the process smoother for everyone.
In particular, the scorecard will help us in these areas:
Focused Continuous Improvement - We need to constantly improve, and the scorecard gives us a common language for focusing on the improvements that will have the biggest impact.
While improving the way we work is critical, it's only a piece of the larger puzzle. We need to improve in a number of other areas too. Getting these basics right is necessary (but not sufficient) for our overall success.
The scorecard is one tool among many that we have which facilitates the right coaching conversations around team/individual performance, succession planning, and workload allocation. It does not reduce engineering effectiveness to a single number but provides a basis for conversation about where we can improve.
All engineers will gain access to this minware starting on [date]. After that, teams should review the scorecard data collectively once per sprint.
You can read the Walkthrough Documentation for information about how to use each report.
minware will be made available for all teams at once. To ensure everyone understands how to interpret and act upon the data:
All engineering team members will have access to their own data[, the data of their immediate team members,] and summary-level data for other teams and the entire organization.
Managers and engineering leaders will be able to view [all data].
[Others outside the engineering team will be able to view summary-level data for teams, but not individual data.]
The scorecard is meant to be reviewed by members of a Scrum team during the sprint retrospective to identify opportunities for improvement.
No, apart from administrative functions, there are no restricted sections aside from account administration pages. However, within the reports, individual and team data that people do not have permission to access will be hidden.
The data for minware is derived from commit and pull request activity [GitHub], and ticket/project activity in [Jira].
No, the scorecard is not intended to rank or compare team members or teams against each other. Its primary purpose is to help individuals and teams improve over time and to align team activities with organizational objectives.
No. Even though you may have read about Uber doing this, we believe it is a naive view of engineering performance. However, you and your manager may set individual targets using the scorecard metrics based on your role.
The scorecard serves as one of several tools in our performance management process. It offers objective metrics that guide discussions about strengths and areas for improvement during one-on-one meetings with your manager. The goal is not punitive action but to identify pathways for individual growth and development.
You should talk to your manager if you find yourself in this situation. In short, processes are designed to handle the common case well, but might lead to bad outcomes under unusual or unanticipated circumstances. Also, fretting about being perfect 100% of the time may not be worthwhile. So, not trying to optimize metrics may make sense some of the time, which is why a lot of the passing targets for the scorecard are 95% and not 100%.
That being said, while overriding a process might lead to better results in a specific situation, it can lead to a worse global outcome over time. This can happen by eroding trust in the predictability of workflows across teams, or by preventing leaders from having the visibility they need to make better strategic decisions. So, it is important to discuss this broader context with your manager in this situation.
No, the scorecard is just one aspect of a broader performance evaluation framework, which may include [peer reviews, self-assessments,] manager assessments, and other forms of qualitative feedback.
The scorecard metrics are meant to be reviewed at least once per sprint as part of the team's regular activities. However, they will also be part of the ongoing performance discussions that happen in your one-on-one meetings with your manager.
The scorecard can contribute to such decisions but only as a part of a multi-faceted evaluation process. It can identify areas of strength or necessary improvement, which might be considered in the broader context of career development and growth.
Absolutely. The scorecard is an excellent tool for setting specific, measurable, achievable, relevant, and time-bound (SMART) goals. For example, if one of the metrics reveals an area for improvement, you and your manager can set a SMART goal to address it.
If you have concerns about how the scorecard is representing your work, it's essential to discuss these issues openly with your manager during your one-on-one meetings. The aim is to ensure that the scorecard is a constructive tool for everyone.
By the end of [Q4], we aim to achieve passing scores at the organizational level for two main categories: ["Version Control Hygiene" and "Ticketing."]
[While the later metrics are important as well, the first two categories will be our immediate focus, and we are likely to set goals for other metrics in subsequent quarters.]
You can first look at the documentation in the scorecard report by hovering over the help icon, which provides a general explanation of how the metric is calculated and how to make it pass.
If you have deeper questions about things like how to split a complex task up into smaller pull requests, talk to your manager or a senior team member for advice about what to do.
This may happen with particular metrics like use of epics, or estimates for tickets where someone else has more knowledge about the task. You should reach out to the person who wrote the ticket and ask them how to fix it, then apply the fix. If this happens repeatedly, let your manager know. You should not fill in values that you’re unsure of just to make the scorecard metrics pass, which would be counterproductive.
These [two] areas are foundational for effective and efficient software development. Achieving consistency in [Version Control and Ticketing] will improve our development process and contribute to the broader organizational goals.
We aim to reach these organizational goals by the end of [Q4].
Achievement will be measured by attaining passing scores in the specified engineering scorecard categories. We'll also collect qualitative feedback through sprint retrospectives and one-on-one meetings to assess our team's understanding and implementation of best practices.
The plan involves an initial assessment, specialized training and resources, check-ins by managers during each one-on-one meeting, and ongoing reviews during sprint retrospectives and one-on-one meetings. The plan will be adjusted based on our progress and feedback.
Yes, all team members contribute to these organizational goals. Progress will be regularly reviewed by engineering leadership[ and reported to the CEO].
While these are organizational goals, progress toward them will be a part of individual performance discussions. Successfully contributing to these objectives can be a positive indicator in performance reviews.
For more in-depth questions or clarifications, consult minware’s documentation, or reach out to your manager, who may contact firstname.lastname@example.org for technical questions.