While working at a big corporation we had a velocity initiative supposedly aimed to lead the company toward continuous integration.
"How long a PR stays open" was one of the KPI in a dashboard.
I said: "Be careful with that!"
People started to close PRs and reopen new PRs with the same code.
Middle managers and sometimes the person in the division that was the point of contact for the velocity initiative were asking to do that.
The script measuring this KPI was improved to look at the branch and the diff of the code. Result? people changing branch and EOL encoding in the new PR
Learnings?
B and C players with questionable ethics screw companies quite rapidly.
If you do not have an outstanding company culture, KPI and aligning them with company values is futile.
"How long a PR stays open" was one of the KPI in a dashboard.
I said: "Be careful with that!"
People started to close PRs and reopen new PRs with the same code.
Middle managers and sometimes the person in the division that was the point of contact for the velocity initiative were asking to do that.
The script measuring this KPI was improved to look at the branch and the diff of the code. Result? people changing branch and EOL encoding in the new PR
Learnings? B and C players with questionable ethics screw companies quite rapidly.
If you do not have an outstanding company culture, KPI and aligning them with company values is futile.