List three metrics used in your current product. For each, identify what underlying outcome the metric is a proxy for. Under what conditions would the metric improve while the underlying outcome degrades?
Apply Goodhart’s Law to two metrics your team currently uses. Can you construct a scenario where a team could improve the metric without improving the underlying outcome? How would you redesign the metric to resist that exploit?
Map your product’s key user flows to the HEART framework. Which dimensions do you currently instrument? Which dimensions are you measuring with insufficient granularity? What would it cost to fix the gaps?
The chapter argues that instrumentation is a first-class architectural requirement, not an afterthought. How does your current system’s architecture support or hinder the ability to add instrumentation? What would need to change to instrument at the task level rather than the page level?