研发绩效管理和绩效考核
During Katie and Addy’s Google I/O talk, they referred to an internal study that found that 40% of large brands regress on web performance within 6 months.
在Katie和Addy的 Google I / O谈话中 ，他们提到了一项内部研究，该研究发现40％的大品牌在6个月内就降低了网络性能。
That’s a large, discouraging number, but it’s not entirely surprising. In my experience, teams want to build fast sites. When given the opportunity, like a large organizational push, they relish it and can make tremendous progress.
这是一个很大的令人沮丧的数字，但这并不完全令人惊讶。 以我的经验，团队希望建立快速的站点。 只要有机会，就像在组织上的大力推动一样，他们就会津津乐道，并且可以取得巨大的进步。
However, these concerted efforts often fix the symptoms without dealing with the underlying cause. A detailed, prioritized audit of a site’s performance provides clear direction on which optimizations to tackle, but unless you also deal with the organizational constraints that caused the site to perform slowly in the first place, those seconds will keep coming back over time.
但是，这些一致的努力通常可以在不解决根本原因的情况下解决症状。 对站点性能进行详细的优先审核可以为要解决的优化问题提供明确的方向，但是除非您还处理了导致站点运行缓慢的组织限制，否则这些秒数将随着时间的流逝而不断增加。
That’s why so many folks over the years have stressed the importance of fostering a culture of performance inside of organizations. I think few organizations would argue against doing just that, but the path forward isn’t always clear, and it’s far from easy. Fixing the symptoms is much easier than fixing the cause.
这就是为什么这么多年来很多人都强调重视 培育 文化 表现 的组织内 。 我认为很少有组织会反对这样做，但是前进的道路并不总是很明确，而且远非易事。 解决症状比解决原因容易得多。
优秀绩效文化的特征 (Characteristics of a strong performance culture)
It’s always easier to get somewhere when you know where you’re going. (Says the person with zero navigational skills.) I’ve been lucky enough to work with organizations who have built up that culture, as well as learn from people inside of other organizations that have successfully navigated that journey. As I was thinking back to those conversations, articles, and presentations, I tried to identify down the common characteristics of an organization with a good performance culture.
当您知道要去哪里时，到达某个地方总是比较容易。 (对具有零导航技能的人说。)我很幸运地与建立了这种文化的组织合作，并向成功地完成了这一旅程的其他组织内部的人学习。 当我回想这些对话，文章和演示时，我试图找出具有良好绩效文化的组织的共同特征。
This is far from an exhaustive list, but every organization I’ve worked with and talked to that seems to have a good handle on performance has these traits in common:
这并不是一个详尽的清单，但是我与之合作过并与之交谈过的每个组织似乎都对性能有很好的把握，它们具有以下共同特征：
自上而下的支持 (Top-down support)
This is a big one. A huge one. If you don’t have the top-down support, you are very, very unlikely to get the resources needed to establish a culture of performance for the long haul.
这是一个很大的。 一个巨大的。 如果没有自上而下的支持，那么您将非常不可能获得建立长期绩效文化所需的资源。
To be clear, if you don’t have this right now, that doesn’t mean you throw up your hands in despair. Few companies start with top-down support. More frequently, it’s something that has to be established through the hard work of others in the organization, taking steps to make improvements and sell their organization on the value of investing in performance.
要明确的是，如果您现在还没有此功能，那并不意味着您会绝望地举手。 很少有公司开始与自上而下的支持。 更常见的是，必须通过组织中其他人员的辛勤工作来建立某种东西，采取措施进行改进并根据对绩效的投资价值来出售其组织。
数据驱动 (Data-driven)
Companies with good cultures of performance use data to support their efforts. They carefully monitor the impact of their optimizations on raw performance metrics, but also user-focused and business metrics.
具有良好绩效文化的公司使用数据来支持他们的工作。 他们仔细监视优化对原始性能指标的影响，还监视以用户为中心的指标和业务指标。
They’ve invested (whether financially in an external tool, or with resources for an internal tool) in robust performance monitoring. They use both RUM and synthetic tools where appropriate, and they know what metrics they’re trying to target.
他们已经在健壮的性能监控中投入了资金(无论是财务上的外部工具，还是内部工具的资源)。 他们在适当的地方同时使用RUM和综合工具，并且知道他们要针对的指标。
明确目标 (Clear targets)
A performance budget by itself won’t solve all your problems, but you’re not going to get very far if you don’t have very clearly defined budgets in place. Whether they call it a budget or not, companies that have a strong performance culture typically have clear performance goals that drive their work.
绩效预算本身并不能解决您的所有问题，但是如果您没有非常明确地定义预算，那么您就不会走得太远。 无论是否称做预算，具有强大绩效文化的公司通常都有明确的绩效目标来推动其工作。
自动化 (Automation)
Companies with strong cultures of performance understand that performance has to be baked-in for it to stick, and they use automation to help lay the groundwork for their performance efforts.
具有强烈绩效文化的公司了解，必须坚持绩效才能坚持下去，他们使用自动化来帮助其绩效工作奠定基础。
They have steps in their build processes to take care of a lot of the low-hanging performance fruit by default.
他们在构建过程中采取了一些步骤，以默认情况下处理许多低挂性能的成果。
They have tools in place to test for changes in performance automatically. These tools can be third-party or homegrown. In some cases, they break they build; in others they’re part of the review process. But they’re there, proactively identifying potential performance hiccups.
他们拥有工具来自动测试性能变化。 这些工具可以是第三方的，也可以是本地的。 在某些情况下，它们破坏了构建； 在其他情况下，它们是审核过程的一部分。 但是他们在那里，主动发现潜在的性能问题。
知识共享 (Knowledge sharing)
It doesn’t matter if you have a dedicated performance team or not: if knowledge about optimizations, metrics, and monitoring is locked up within a few individuals or even one team, you’re unlikely to achieve sustainable success. Companies with strong performance cultures find ways to share knowledge across teams through training, lunch-and-learns, performance champions, documentation, and more.
是否拥有专门的绩效团队并不重要：如果有关优化，指标和监控的知识被锁定在几个人甚至一个团队中，那么您就不可能取得可持续的成功。 具有强大绩效文化的公司找到了通过培训，午餐和学习，绩效负责人，文档等在团队之间共享知识的方法。
Going a step further, they encourage sharing by finding ways to celebrate and recognize teams and individuals who make meaningful performance improvements.
更进一步，他们通过寻找方法来庆祝和认可做出有意义的绩效改进的团队和个人，从而鼓励共享。
实验文化 (Culture of experimentation)
A lot of performance work relies on experimentation. You think an optimization is going to provide meaningful returns for the business, but that doesn’t always play out in practice.
许多演奏工作都依赖于实验。 您认为优化将为企业提供有意义的回报，但这在实践中并不总是奏效。
It’s essential to foster a culture where experimentation is encouraged. Optimizations get applied and tested to see their impact both on performance and on key business metrics.
培育鼓励实验的文化至关重要。 应用优化并进行了测试，以查看其对性能和关键业务指标的影响。
This means that, frequently, these optimizations get rolled out slowly—first to a fraction of the people visiting a site and then, assuming the impact is positive, to the entire user base. It’s always exciting to make a big performance improvement and, if you’re like me, you can’t wait to get it shipped. Sometimes, though, you have to slow down to win the race.
这意味着，这些优化通常会缓慢地推出-首先是访问网站的一部分人，然后假设影响是积极的，然后扩展到整个用户群。 大幅提高性能总是令人兴奋的，并且，如果您像我一样，就迫不及待地想要将其交付。 但是有时候，您必须放慢速度才能赢得比赛。
以用户为中心，而不是以工具为中心 (User focused, not tool focused)
You’ll notice that none of the characteristics above prescribe a specific tool or framework. In fact, only automation could be described as tool-centric. Every other characteristic is much more about the people and the processes. That’s because companies with strong cultures of performance put their focus on the user, not on specific tools.
您会注意到，以上特征均未规定特定的工具或框架。 实际上，只能将自动化描述为以工具为中心。 其他所有特征都更多地涉及人员和流程。 这是因为具有强大绩效文化的公司将重点放在用户身上，而不是特定的工具上。
I’ve seen companies achieve success using everything from PHP and jQuery driven sites to Node and the latest JS framework. I’ve seen them use SpeedCurve, Calibre, Sitespeed, WebPageTest and mPulse. I’ve seen them run Webpack, Phing, Grunt, Gulp, npm scripts and any of a number of different build processes.
我已经看到公司使用从PHP和jQuery驱动的站点到Node和最新的JS框架的各种方法都取得了成功。 我已经看到他们使用SpeedCurve，Calibre，Sitespeed，WebPageTest和mPulse。 我已经看到他们运行Webpack，Phing，Grunt，Gulp，npm脚本以及许多不同的构建过程。
They’re not afraid of tools, but they’re critical of them. They recognize that tools are there to support the culture, not dominate it.
他们不怕工具，但对工具持批评态度。 他们认识到有工具可以支持这种文化，而不是主导文化。
一步一步来 (One step at a time)
Few companies carry all of these characteristics, so it’s important not to get discouraged if you feel you’re missing a few of them. It’s a process and not a quick one. When I’ve asked folks at companies with all or most of these characteristics how long it took them to get to that point, the answer is typically in years, rarely months. Making meaningful changes to culture is much slower and far more difficult than making technical changes, but absolutely critical if you want those technical changes to have the impact you’re hoping for.
很少有公司具备所有这些特征，因此，如果您觉得自己缺少其中的一些特征，一定不要气our。 这是一个过程，而不是一个快速的过程。 当我问具有所有或大多数这些特征的公司的员工时，要花多长时间才能达到目标，答案通常是数年，很少是几个月。 对文化进行有意义的更改要比进行技术更改要慢得多，而且难度要大得多，但是如果您希望这些技术更改能够产生希望的影响，则绝对至关重要。
They also all, unanimously, express that they understand there’s so much more work to be done. Getting that strong web performance culture in place isn’t a destination, but a constant revolving wheel of mistakes and improvements.
他们还一致表示，他们了解还有很多工作要做。 建立强大的Web性能文化不是目标，而是不断发生的错误和改进的转轮。
As I mentioned before, it’s quite possible I’ve overlooked some traits. But if you’re trying to build up a stronger focus on performance in your organization, focusing on improving on each of these characteristics is going to get you much farther than an audit alone.
如前所述，我很可能忽略了一些特征。 但是，如果您试图在组织中更加注重绩效，那么专注于改善这些特征中的每一个将使您比单独进行审计的目标更远。
翻译自: https://timkadlec.com/remembers/2019-05-30-performance-culture-characteristics/
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