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One free scan finds every outdated or missing driver and matches the right update for your exact hardware.Free scan · exact hardware matchTo make KPIs useful without turning them into punishment, hold team leads accountable for the systems and processes they can influence—not for a slice of an outcome they cannot control alone. Pair recurring responsibilities with a few short-term improvements, set thresholds from current data, and use a red result to ask what is blocking progress.
Why assign ownership to systems instead of outcomes?
A business outcome matters, but a single lead rarely controls all the factors that produce it. Assigning that person a fraction of a company-level result can create an unclear or unfair test—and encourage people to optimize the metric rather than improve the work.
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Mansur Fattakhov describes the alternative this way: “The central decision everything rests on: a lead is responsible not for the final business metric, but for the system and the processes that make the outcome inevitable.” That is the premise of his approach, based on his experience leading a game-development project with six teams. It is a practitioner’s account, not an independently evaluated framework.
In this model, a QA lead might own a current regression suite, release verdicts, and review of escaped defects. An infrastructure lead might own meaningful alerts, runbooks, and efforts to reduce recovery time. The outcomes still matter; the review focuses on whether the supporting system exists, is used, and is improving.
What should a team’s KPIs measure?
Fattakhov separates measures into recurring responsibilities and focused improvements. The distinction helps answer both “what is a lead responsible for?” and “what should change next?”
Standing KPIs: recurring role hygiene
These check whether essential practices are reliably in place. Examples include monitoring coverage, current regression tests, incident reviews, and release decisions. They are not one-off projects; they describe ongoing responsibilities.
Monthly KPIs: a small improvement for this cycle
These capture specific changes the team aims to make, such as closing a piece of technical debt, improving coverage, reducing recovery time, or running a Game Day. Fattakhov suggests a ceiling of three or four standing measures and three or four monthly measures per team. That is his practical recommendation, not a validated benchmark.
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Keep the list small enough that measuring and maintaining it does not cost more than the insight it provides. Prefer measures already available from live systems, and agree on thresholds using observed baselines rather than aspirational numbers made up in advance.
How can a lead be evaluated fairly?
Evaluate the state and development of the system, rather than treating every outcome as a direct measure of the lead’s performance. Fattakhov describes three qualitative levels:
- Good: The system works and continues to develop.
- Satisfactory: The system exists, but has gaps or is used inconsistently.
- Unsatisfactory: There is no system; work depends on reactive manual effort.
This is the author’s evaluation method, not a standardized rating scale. Adapt the descriptions to the team’s responsibilities and agree on what evidence would demonstrate each level.
Examples can connect responsibilities to observable indicators without pretending that a single number tells the whole story:
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- Infrastructure: recovery time and whether alerts receive an effective response.
- Backend: SLOs and error-budget burn.
- Mobile: crash-free behavior and ANRs.
The source does not prescribe numerical thresholds for these measures. Teams should establish them from their own current data and operating context.
What if the target takes longer than a month?
Keep the long-term goal as a horizon, but assess a feasible next step during the monthly cycle. If a threshold cannot reasonably be reached in a month, do not make that final threshold a one-month pass-or-fail test. Track meaningful movement toward it instead.
For example, a team working toward faster recovery might use the review to examine whether it completed a realistic improvement to alerting or runbooks, rather than marking the lead as failing because the eventual recovery-time target has not yet been achieved.
How should managers introduce and review the KPIs?
- Prepare the team leads. Explain the purpose and bring a framework for discussion, not a finished scorecard imposed on them.
- Agree on measures and thresholds using actual data. Check that each measure reflects something the lead can influence and that the threshold has a reasonable baseline.
- Review monthly as a conversation. Ask what is behind a missed or red metric—“what’s in the way?”—and identify obstacles or support needed. Do not make the number an automatic reprimand.
- Establish a rhythm before connecting results to bonuses. Fattakhov advises letting the process run for a quarter or two while participants build trust in the numbers. This is his recommendation, not a universal compensation rule or a proven causal result.
What changed in Fattakhov’s project—and what is not proven?
Fattakhov says crashes and ANRs had received too little attention because ownership was unclear. In his account, responsibility became easier to see, QA participated more consistently in release decisions and postmortems, and team leads took responsibility for those issues.
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Those are reported observations from his project, not independently verified results. The account gives no baseline figures, comparison group, or measured causal effect, so it does not establish that the approach will produce the same changes elsewhere.
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When are OKRs, health checks, or informal expectations a better fit?
These approaches serve different purposes; Fattakhov does not present a controlled comparison showing one to be universally better.
| Approach | Best suited to | Formality and focus |
|---|---|---|
| System-based KPIs | Ongoing visibility and ownership of role responsibilities across teams | Recurring measures plus a small set of cycle-specific improvements; thresholds grounded in observed data |
| OKRs | Ambitious directional goals and significant change | Goal-oriented; the monthly-improvement portion of this KPI approach can be OKR-like |
| Team health checks | Periodic self-assessment of areas such as code, deployment, tests, and team mood | Softer assessment across several dimensions |
| Informal written expectations | Small teams with strong trust where a formal KPI process is not yet needed | Less formal; relies on shared expectations |
Choose based on the purpose of the conversation, the formality and thresholds the team needs, its size, and the cost of failure. A team can also use complementary methods—for example, ongoing system measures for role hygiene and OKRs for a larger change—provided people understand which question each one is meant to answer.
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