is a full enough overview of an engineer's output in a crude manner.
if you implement a feature that makes 10$s per user for 100M users in 2 lines of code you're the best developer out there..... if you write 10000 lines of code to ship something that makes 0.005ct for 100 users ... you should not be employed.
As an engineering manager I advice every developer to find a way to learn to measure their output because that is a good way for them to know their value (ask for a raise, move to a different company ...)
If one line of code produces $1M of impact, should it be considered inferior or superior to a developer who produced a 100k line codebase with a couple thousand commits?
But measuring direct impact to the bottom line for a developer is just confusing the roles of the business development team / sales team and the devs. As a manager, do you choose who works on which feature? If so, doesn't that make your subjective choice (on who gets to make the $$$ feature) the only metric that matters?
impact (feature $value * users using it) / change rate (frequency * volume)
is a full enough overview of an engineer's output in a crude manner.
if you implement a feature that makes 10$s per user for 100M users in 2 lines of code you're the best developer out there..... if you write 10000 lines of code to ship something that makes 0.005ct for 100 users ... you should not be employed.
As an engineering manager I advice every developer to find a way to learn to measure their output because that is a good way for them to know their value (ask for a raise, move to a different company ...)