Metrics That Matter (and the Ones That Don't)
As a lead you're judged partly on the numbers you choose to report. Pick the wrong ones and you look busy. Pick the right ones and you look in control.
The idea, in one line
A good metric changes a decision. A vanity metric just looks impressive. That single test tells you which numbers to keep and which to drop.
The classic trap: coverage
Coverage is the share of your code that runs during tests. The trap: a line can run without a single assertion — without anything actually checking the result. So it counts as 'covered' while testing nothing. Report coverage as a trend to watch, never as a target to hit. The moment it's a target, people game it.
Metrics that actually matter
The industry-standard set is DORA's four keys — the numbers that connect engineering to real delivery:
- Deployment frequency — how often you ship.
- Lead time for changes — how long from writing code to it being live.
- Change failure rate — the share of deploys that need an urgent fix.
- Time to restore (MTTR) — how fast you recover when something breaks.
For QA specifically, the sharpest number is escaped defects — bugs caught in production versus bugs caught before it. It answers the only question that matters: is our net actually catching things? Pair it with flake rate, because a flaky suite quietly poisons trust in every other number you report.
See it work
None of this needs fancy math. Say you shipped 200 deploys and 24 needed a hotfix — that's a change failure rate of 24 / 200 = 12%. Over a release, 3 bugs slipped to production and 147 were caught first, so your escaped-defect rate is 3 / 150 = 2%. And if tests failed intermittently 9 times across 500 runs, your flake rate is 9 / 500 = 1.8% — just under the 2% line where people stop trusting the suite.
Notice what's missing from all of that: '92% coverage.' It didn't help answer a single decision here.
Advanced — the discipline of saying no
The lead-level move is subtraction, not addition. Pick the three metrics that would genuinely change what you or the team do next, and refuse to report the rest. A short dashboard everyone acts on beats a long one everyone ignores.
Grounded in the DORA 'four keys' software delivery metrics (dora.dev) and State of DevOps benchmarks
All lessons in Strategy, Metrics & Leading Quality
- Test Strategy: Deciding What Runs Where
- Metrics That Matter (and the Ones That Don't)
- Build vs Buy and Making the Case for Automation
- Leading a Team from Manual to Automation
- System Design and the Classic Lead Scenarios