Comment by icambron

The horrifying part of this is

> Instead we would measure stories delivered, or it may have been story points (it turns out it doesn’t matter), because these represented business value. We were using something like Jira, and people would put their name against stories, which made it super easy to generate these productivity metrics.

I have never worked anywhere where middle management measured individual engineers via issue-tracker metrics. That seems almost implausibility dysfunctional. It’s not just measuring a hilariously wrong thing at the wrong level of granularity, it’s also disempowering the line manager from evaluating their own people. Is this a real thing companies do?