While EEBO Metrics offer insights into engineering excellence, let us delve into two critical anti-patterns: the misuse of EEBO Metrics for detailed analysis and their unwarranted growth, reflecting organizational complexities rather than efficiency.
While EEBO Metrics are valuable for assessing overall engineering excellence, they may not be suitable for analyzing specific scenarios or identifying bottlenecks. To gain a comprehensive understanding, it's crucial to complement EEBO Metrics with drill-down metrics and engage in meaningful conversations with developers for a root cause assessment.
EEBO Metrics should be a small set. Often Metrics keep growing due to fear of missing out (FOMO), pressure to show progress or to accommodate representation of teams, departments or leadership.
This anti-pattern can also be understood as adjacent to Conway’s Law. In 1968, computer programmer Melvin Conway made an observation that has since become known as Conway's Law. It states that "organizations which design systems... are constrained to produce designs which are copies of the communication structures of these organizations." In other words, the way that a company is structured will inevitably shape the way that its products and systems are designed.
Thus metrics keep growing to reflect each layer and slice of the organisation and its line of communication.
