- Кто зафакапил сроки и релиз?
- Тестировщики долго тестировали!
- У нас нет тестировщиков.
- Чёрт, такая хорошая отмазка, а не прокатывает!

Several of my clients want to plan the product roadmap and then “work to the plan.” They think the roadmap is the long-term goal.
But roadmaps aren't goals. Instead, they are tactics for achieving a long-term goal.

...effective strategy is never really “done.”

Дед Сергеич: - Это про то фиксят или нет, объем кода вторичен тут. Хорошо стреляет на командах которые регулярно делают бизнес-рывочек.
Григорич: - Ну 10 багов на 100 строк и 10 багов на 1000 - это разные 10 багов. Не?
Сергеич: - Неа. Потому что модульность/микросервисы/кафка-мать-её-в-сраку и вот это вот все. Плотность багов на единицу строк кода тогда и сейчас - это арифметически одно и то же , а по природе разные вещи.

Сергеич: - Это ещё один маркер того, что команда тонет в бизнесовых задачах или успевает выгребать тех долг
Григорич: - или просто код херовый пишет :)

Ответ Сергеича "Оно работает в паре - если ты на проде вылавливает больше Critical и Blocker чем на тесте - значит у тебя уже есть проблема."

If you're thinking without writing, you only think you're thinking.
(с) Leslie Lamport

If bonuses are necessary
Bonuses are about more than just business metrics. Focus on what truly matters.

It’s no surprise most companies prioritize business metrics when assessing bonuses. This isn’t the right approach. If a bonus system is essential to your company’s culture, consider the following metrics structure:

• Roadmap focus (40%): Contributions to top priorities (~60% to roadmap).
• Initiative completion (30%): Timely and quality project delivery.
• Business metrics (15%): Company financial performance.
• Product stability (15%): Keeping the product stable with minimal outages.

This way, you primarily reward engineers based on their contributions to what matters most, not just the organization’s overall financial success.

If you don’t have clearly defined metrics, your team will turn against you.

Make sure these metrics are clearly defined and communicated to avoid misunderstandings. You’ll lose your team’s trust if they interpret them differently or feel they’re inconsistently applied.

Watch out for these traps
• Don’t link engineer compensation too closely to variables they can’t control. Performance-based incentives can backfire as engineers have limited influence on product outcomes.
• Align incentives with what engineers can impact. Missing targets can result in lost motivation and talent.
• Focusing on OKRs can boost metrics but create a culture where people prioritize their products/projects at the expense of others — where everyone looks out for themselves instead of working together.

“Leadership is the art of getting someone else to do something you want done because they want to do it.”