quotable_quotes_list
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| ====== Quotable Quotes List ====== | ====== Quotable Quotes List ====== | ||
| - | * “Standing still is the fastest way of moving backwards in a rapidly changing world.”— Lauren Bacall | + | {{page> |
| - | * "The people who sweep the floor should chose the broom" -- Howard Behar | + | |
| - | * “If we have data, let’s look at data. If all we have are opinions, let’s go with mine.” — Jim Barksdale, CEO Netflix | + | |
| - | * " | + | |
| - | * “When you visualize your pain and gather data about it, it’s much easier to get the stakeholders’ and other teams’ understanding. It’s not you nagging, it’s data” — Marcus Hammarberg and Joakim Sundén, “Kanban in Action” | + | |
| - | * “Research shows that we become fonder for people and things we experience while we are eating.” — Linda Rising, “Fearless Change” | + | |
| - | * “Given that complete communication is never possible, the task on a project is not to try for complete communication but to manage the incompleteness of our communications” — Alistair Cockburn, Agile Software Development. | + | |
| - | * “ ... if we have managers deciding . . . which services will be built, by which teams, we implicitly have managers deciding on the system architecture.” due to Conway’s Law — Ruth Malan | + | |
| - | * “[Conway’s law] creates an imperative to keep asking: “Is there a better design that is not available to us because of our organization? | + | |
| - | * “Excellent firms don’t believe in excellence—only in constant improvement and constant change.” — Tom Peters | + | |
| - | * “Any successful change requires a translation of ambiguous goals into concrete behaviors. In short, to make a switch, you need to script the critical moves.” — Chip and Dan Heath, Switch: How to Change Things When Change Is Hard | + | |
| - | * “Nothing undermines change more than behavior by important individuals that is inconsistent with the verbal communication.” — John P. Kotter, Leading Change | + | |
| - | * “Produces innovate; customers validate.” — not sure | + | |
| - | * "If you don't have encapsulation, | + | |
| - | * “Less certainty. More inquiry.” — Erik Seidel | + | |
| - | * “I think it’s important to reason from first principles rather than by analogy. The normal way we conduct our lives is we reason by analogy. [With analogy] we are doing this because it’s like something else that was done, or it is like what other people are doing. [With first principles] you boil things down to the most fundamental truths . . . and then reason up from there.” — Elon Musk | + | |
| - | * “Opportunity is missed by most people because it is dressed in overalls and looks like work.” — Thomas Edison | + | |
| - | * “Good process is absolutely essential. Without defined processes, you can’t scale, you can’t put metrics and instrumentation in place, you can’t manage. But avoiding bureaucracy is essential. Bureaucracy is process run amok.” — Jeff Bezos | + | |
| - | * “Gentlemen, | + | |
| - | * “Agile evolution, like agility itself, is reality-based, | + | |
| - | * “I choose a lazy person to do a hard job. Because a lazy person will find an easy way to do it.” — Bill Gates | + | |
| - | * “The only way to control chaos and complexity is to give up some of that control.” — Gyan Nagpal | + | |
| - | * “Building product is not about having a large team to manage. It is about having a small team with the right people on it.” — Fred Wilson | + | |
| - | * “By multiplying milestones, we transform a long, amorphous race into one with many intermediate ‘finish lines’. As we push through each one, we experience a burst of pride as well as a jolt of energy to charge towards the next one.” — Chip and Dan Heath, The Power of Moments | + | |
| - | * “Setting an example is not the main means of influencing others, it is the only means.” — Albert Einstein | + | |
| - | * “Many leaders pride themselves on setting the high-level direction and staying out of the details. But big picture, hands off leadership isn’t likely to work in a change situation, because the hardest part of change - the paralyzing part - is in the details.” — Dan and Chip Heath, Switch: How to Change Things When Change Is Hard | + | |
| - | * " | + | |
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| - | * "We are all familiar with guardrails on highways. They are put there to keep a simple mishap from turning into a full-blown catastrophe. If you go a little off course, the rails help you regain the path towards your destination." | + | |
| - | * " | + | |
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| - | * "Never let a serious crisis go to waste" -- Rahm Emanuel | + | |
| - | * "Waste no more time arguing what a good person should be. Be one." -- Marcus Aurelius | + | |
| - | * “Do you want a team of hamsters – with lots of effort that get you nowhere – or people that produce results?” —- [[https:// | + | |
| - | * “On the topic of goals, the academic research agrees with your intuition: Having goals improves performance. Spending hours cascading goals up and down the company, however, does not. It takes way too much time and it’s too hard to make sure all the goals line up. We have a market-based approach, where over time our goals all converge, because the top OKRs are known and everyone else’s OKRs are visible.” — Laszlo Bock, Google’s former VP of People Operations | + | |
| - | * "To outdo your competition, | + | |
| - | * "John, the kind of control you’re attempting simply its ... it’s not possible." | + | |
| - | * "If you don’t tell the story, someone else will" -- Unknown | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "The best way to deliver value isn’t more, more, more, it’s to do small valuable things frequently." | + | |
| - | * "In complex environments, | + | |
| - | * "... for each desired change, make the change easy (warning: this may be hard), then make the easy change" | + | |
| - | * “Traditional teams attempt to drive out uncertainty by planning and analysis. Agile teams tend to drive out uncertainty by developing working software in small increments and then adjusting.” — Jim Highsmith | + | |
| - | * "Build the teams that we want to be a part of" -- Mike Adrian | + | |
| - | * "You cannot change the direction of the wind, but we can adjust our sails" -- Jimmy Dean(?) | + | |
| - | * "What you leave behind is not what is engraved in stone monuments, but what is engraved in the lives of others" | + | |
| - | * "The impediment to action advances the action. What stands in the way becomes the way" -- Marcus Aurelius | + | |
| - | * "The true method of knowledge is experiment." | + | |
| - | * "We are not critical thinkers; we think to criticize" | + | |
| - | * " | + | |
| - | * "It great that you do the work, but it is even better if you bring someone along" —- Cynthia | + | |
| - | * "The benefits of recognizing just a few extra learning opportunities compound over time." -- Annie Duke " | + | |
| - | * "To change a habit, you must keep the old cue, and deliver the old reward, but insert a new routine." | + | |
| - | * " | + | |
| - | * "For knowledge workers it is during the doing of work we discover the work that needs to be done." -- Vasco Duante | + | |
| - | * "A primary cause of software complexity is that vendors uncritically adopt almost any feature that users want. People seem to misinterpret complexity as sophistication. The incomprehensible should cause suspicion rather than admiration." | + | |
| - | * "You are doing a great job of fragmenting work" -- Unknown. Not necessarily a compliment. | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "When a measure becomes a target, it ceases to be a good measure" | + | |
| - | * "There is no question that in virtually all circumstances in which people are doing things in order to get rewards, tangible rewards undermine intrinsic motivation." | + | |
| - | * " | + | |
| - | * "Stop controlling people, start controlling value delivered" | + | |
| - | * "We have a whole bunch of cute puppies running around. We need to drown some of them" -- Heard at leadership prioritization meeting | + | |
| - | * " | + | |
| - | * "There is no ‘my’ work; there is no ‘your’ work; there is only ‘our’ work" -- Dojo quote on team dynamics | + | |
| - | * "Our projects are like watermelons; | + | |
| - | * "The idea that the future is unpredictable is undermined every day by the ease with which the past is explained." | + | |
| - | * "What is important is seldom urgent, and what is urgent is seldom important." | + | |
| - | * "It is hard to imagine a more stupid or more dangerous way of making decisions than by putting those decisions in the hands of people who pay no price for being wrong." | + | |
| - | * "Zero failure is a failure" | + | |
| - | * " | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "If you are a manager and you are not uncomfortable during an agile transformation you are probably not doing a transformation to the agile mindset" | + | |
| - | * "No, I feel that my job as the commander is to tap into the existing energy of the command, discover the strengths, and remove barriers to further progress." | + | |
| - | * "The procedure has become the master not the servant." | + | |
| - | * " | + | |
| - | * "Trust is purely a characteristic of the human relationship." | + | |
| - | * " | + | |
| - | * "If you walk about your organization talking to people, I’d suggest that you be as curious as possible." | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "When the performance of a unit goes down after an officer leaves, it is taken as a sign that he was a good leader, not that he was ineffective in training his people properly." | + | |
| - | * " | + | |
| - | * "Exec quiz: How do you expect your org to innovate if your governance model is fundamentally based on adherence to long-term implementation plans? Just imagine, in order to innovate, your employees would have to put their careers at risk every time." -- Alex Yakyma | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "The point of estimation is not to predict the future but to understand if we are even in with a chance of managing our way to success" | + | |
| - | * " | + | |
| - | * "More is coming at us faster." | + | |
| - | * "Being relentless is key." -- [[: | + | |
| - | * "Be unfailingly respectful." | + | |
| - | * "But our decisions and actions always increase the probability of what we call “luck,” good or bad." -- [[: | + | |
| - | * " | + | |
| - | * "We can’t work in silos to solve systemic problems" | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "We spend a lot of time looking for systemic risk; in truth, however, it tends to find us." -- Meg McConnell of the New York Fed. I think this is applicable to organizations and the need to focus on resiliency | + | |
| - | * "Teams not individuals are the fundamental learning unit in modern organizations. This is where the rubber meets the road; unless teams can learn, the organization cannot learn." | + | |
| - | * " | + | |
| - | * "When does any waterfall project become agile? When you're out of time or money. That's when you negotiate." | + | |
| - | * "If you dig deep enough you will eventually find that at its core, every mindset is a belief system. That’s why it is so horrifically difficult to change. People don’t like their core beliefs to be shaken up and gravely endangered." | + | |
| - | * "There is truly some magic to this planning thing – the magic of addressing complexity with the most powerful weaponry there is: face-to-face communication." | + | |
| - | * "The teams themselves can have flawed instincts and regularly take on more work than they can actually accomplish." | + | |
| - | * "As long as I do not see that I’m blind, I’m blind." | + | |
| - | * "Make them jealous that their peers are doing something dangerously cool. Nothing drives large-scale adoption better than that." -- [[: | + | |
| - | * "A successful change agent must ensure that there’s no unproductive tension between themselves and the stakeholders. Any antagonism, even latent, may inhibit the transformation and must be promptly resolved. It’s up to you to make the first step." -- [[: | + | |
| - | * "No demo, no numbers" | + | |
| - | * " | + | |
| - | * "In adopting a new operating paradigm, the ways of working are only the tip of the iceberg. The real target of a change agent — the mass of ice below the surface — is the mindset of those who lead the organization." | + | |
| - | * "So why is it that we acknowledge face-to-face communication as the best way of conveying information at the team level, but at the program level this simple, yet absolutely fundamental tenet of Agile is demonstrably ignored?" | + | |
| - | * "Our customers don’t buy components or even features; they buy systems. That’s why an iteration can be successful only if it produces an increment of the entire system, end-to-end." | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "We would never run the servers in our computer rooms at full utilization — why haven’t we learned that lesson in software development?" | + | |
| - | * "If stupid enters the room, you have a moral duty to shoot it, no matter who’s escorting it." -- Keoki Andrus, Beautiful Teams | + | |
| - | * " | + | |
| - | * "Given enough eyeballs, all bugs are shallow" | + | |
| - | * "Let the team fail: Certainly, don’t stand idly by while the team goes careening off a cliff. ... Teams that fail together and recover together are much stronger and faster than ones that are protected." | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "In short, software is eating the world." | + | |
| - | * "Value occurs only when the end user is operating the solution. The value stream can’t have a model that involves ideation and development, | + | |
| - | * "When an organization focuses on driving optimization of each individual project, many seemingly logical efforts to improve product development unintentionally undermine the very goal they intend to accomplish." | + | |
| - | * "Just like air traffic controllers establish the landing patterns and cadence of airplanes to synchronize arrivals regardless of size, distance traveled, experience of the crew, or any other attribute, so that the planes follow an identical, predictable pattern when landing, a pattern and cadence that encompasses all aspects and varieties of projects in the development portfolio must be established in product development." | + | |
| - | * "When a project fails, the failure is generally blamed on the project leader rather than recognizing that the system in which the project leader operates is a much greater determinant of success and failure than the project leader." | + | |
| - | * " | + | |
| - | * "You are a product of your environment. So choose the environment that will best develop you toward your objective. Analyze your life in terms of its environment. Are the things around you helping you toward success - or are they holding you back?" – Clement Stone | + | |
| - | * "You cannot be smarter than your customer" | + | |
| - | * "You cannot ever have diversity of opinion with yourself" | + | |
| - | * "To make Lean work requires a carefully coordinated and synchronized team that is focused on end user value and on continuously improving that value." | + | |
| - | * "The key to success in both Lean and Agile is the Lean Secret: Everybody, all together, from early on. This “secret” is what makes the human side of Lean work." – [[: | + | |
| - | * "If an enterprise consistently doesn’t deliver, it should be viewed as an end-to-end process problem. This end-to-end process, its people, and its processes are called the value stream." | + | |
| - | * "Maybe half of software development is about nerd stuff happening at the whiteboard and about typing at the keyboard. But the other half is about people and relationships." | + | |
| - | * "Once you start looking for confirmation bias you see it everywhere." | + | |
| - | * " | + | |
| - | * "In theory, there is no difference between theory and practice. But in practice, there is." – Yogi Berra | + | |
| - | * "It is better to be roughly right than to be precisely wrong" – John Maynard Keynes | + | |
| - | * "Be aware that collaboration requires leadership. As the person in charge of the product, you should be open and collaborative but decisive at the same time." – [[: | + | |
| - | * "Doing the right thing is more important than doing the thing right." | + | |
| - | * "When competitive advantages do not last long, neither do the organizations that execute them." – [[: | + | |
| - | * "All the data must be available to all the parties. In complex organizations, | + | |
| - | * "When a company extends its product differentiation strategy to include chips, sensors, and software in its products, it finds itself in the software business too. Part of the organization now has to move at the pace of the software industry. This pace approaches real-time and requires that cross-functional teams operate under the newsroom model." | + | |
| - | * "Never tell people how to do things. Tell them what to do, and they will surprise you with their ingenuity" | + | |
| - | * " | + | |
| - | * "If you don’t get this elementary, but mildly unnatural, mathematics of elementary probability into your repertoire, then you go through a long life like a one-legged man in an ass-kicking contest." | + | |
| - | * " | + | |
| - | * "That too is consistent with the EPJ data, which revealed an inverse correlation between fame and accuracy: the more famous an expert was, the less accurate he was." – [[: | + | |
| - | * " | + | |
| - | * "A defining feature of intuitive judgment is its insensitivity to the quality of the evidence on which the judgment is based." | + | |
| - | * "I have been struck by how important measurement is to improving the human condition. You can achieve incredible progress if you set a clear goal and find a measure that will drive progress toward that goal." – Bill Gates | + | |
| - | * " | + | |
| - | * "The further out the forecaster tries to look, the more opportunity there is for chaos to flap its butterfly wings and blow away expectations." | + | |
| - | * "Old forecasts are like old news — soon forgotten — and pundits are almost never asked to reconcile what they said with what actually happened. The one undeniable talent that talking heads have is their skill at telling a compelling story with conviction, and that is enough." | + | |
| - | * "That was the clever way reporters wrote articles. They put the most important stuff at the top, and then the next most important and then the next. It gave them and their editors huge flexibility" | + | |
| - | * "The scope of the project always expands until it's too big to fit in the time available to deliver it." – [[: | + | |
| - | * " | + | |
| - | * "That was how we motivated people: by keeping the pressure on. It didn't actually work, because we almost always delivered late anyway, but I hated to think how late we'd deliver if we took the pressure off." – [[: | + | |
| - | * "What is important is seldom urgent, and what is urgent is seldom important." | + | |
| - | * " | + | |
| - | * "It always takes longer than you expect, even when you take into account Hofstadter' | + | |
| - | * "If you think Scrum (/ agile / SAFe) is easy, just try it" – Unknown | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "Bury the word rollout in a place where it can never be found again. When you say ' | + | |
| - | * " | + | |
| - | * "If you want something you never had, you must be willing to do something you've never done." – Thomas Jefferson | + | |
| - | * "You can't get rid of command and control through command and control." | + | |
| - | * "We need to foster a cost-conscious culture where frugality saturates every decision made." – [[: | + | |
| - | * "Cost budgets are definitely much easier, if that is the goal. But it isn't! The goal is an optimal use of scarce resources, and we need something much more effective than the annual, preallocated, | + | |
| - | * " | + | |
| - | * "Those who only love money will seldom succeed." | + | |
| - | * "It seems to me to be important to distinguish a good idea from poor implementations of it" – Ron Jeffries | + | |
| - | * " | + | |
| - | * "The more details and decimal places we churn out in our plans and budgets, the more control we believe we have" – [[: | + | |
| - | * "The main question for management is not how to motivate, but rather how management can be deterred from diminishing or even destroying motivation." | + | |
| - | * "A performance evaluation can never be entirely objective. There will always be subjectivity." | + | |
| - | * "I believe that economists put decimal points in their forecasts to show they have a sense of humor" – William Gilmore Simms | + | |
| - | * "Cost budgets tend to be spent, even when the initial budget assumptions changed (which they almost always do)." – [[: | + | |
| - | * "CEO opened the workshop. He described the cost budget as '... this cage we build. We know it will constrain us. When finished, we squeeze ourselves in, lock it, and throw away the key. It all happens voluntarily, | + | |
| - | * "But do not worry; there is more than enough left for you to do in the backseat: setting direction, coaching, motivating, and assisting when needed. Just do not become a backseat driver" | + | |
| - | * " | + | |
| - | * "By the way, who actually hired all these people that can't be trusted? Someone must have done a pretty bad recruitment job!" – [[: | + | |
| - | * "Focus on the problem, not the people" | + | |
| - | * "When an answer to a question might change the path forward in a non-reversible (economically) way, then it’s worth estimating/ | + | |
| - | * " | + | |
| - | * "The other thing to realize about our economic decisions is that we are trying to improve them, not to make them perfect. We want to make better economic choices than we make today, and today, this bar is set very low." – Don Reinertsen | + | |
| - | * " | + | |
| - | * "No, you don't hold each other accountable. You hold each other up." – Ron Jeffries | + | |
| - | * " | + | |
| - | * "The Product Owner has authority over the product, not the people." | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "Make a difference, not just a point" – Troy Magennis | + | |
| - | * "Never show data unless you show it compared to something else" – Edward Tufte | + | |
| - | * "If anyone adjusts a stable process, the output that follows will be worse than he had left the process alone" – W Edwards Deming - you can do more harm than good. Don't panic | + | |
| - | * " | + | |
| - | * "The single biggest problem in communication is the illusion that it has taken place." | + | |
| - | * "We are working on much bigger failures now" – Jeff Bezos, when asked to why Amazon Phone failed | + | |
| - | * "If you have a culture of fear none of your fancy practices and processes are going to help" –Joshua Kerievsky | + | |
| - | * "The problem is we don't know what the problem is" – Paul MacCreedy | + | |
| - | * "The future is already here - it's just not evenly distributed" | + | |
| - | * "It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change." | + | |
| - | * " | + | |
| - | * "We can’t fight our way out of conflict, but we can think our way out of it." – [[: | + | |
| - | * _" | + | |
| - | * "The highest type of ruler is one of whose existence the people are barely aware…. The Sage is self-effacing and scanty of words. When his task is accomplished and things have been completed, all the people say, 'We ourselves have achieved it!'" | + | |
| - | * " | + | |
| - | * "Two programmers in tandem is not redundancy; it’s a direct route to greater efficiency and better quality." | + | |
| - | * "I say an hour lost at a bottleneck is an hour out of the entire system. I say an hour saved at a non-bottleneck is worthless. Bottlenecks govern both throughput and inventory." | + | |
| - | * "A programmer’s wife tells him: go to store. pick up a loaf of bread. If they have eggs, get a dozen. The programmer returns with 12 loaves." | + | |
| - | * "Time triage is actually the most important decision we have. What are we going to spend our time on?" – Kurzweil | + | |
| - | * "Is it the 'sunk cost fallacy'? | + | |
| - | * "The information you have is not the information you want. The information you want is not the information you need. The information you need is not the information you can obtain. The information you can obtain costs more than you want to pay." -– Finagle’s Laws of Information from “Against the Gods: The Remarkable Story of Risk” by Peter Bernstein | + | |
| - | * " | + | |
| - | * "There is more room, in a mathematical sense, for work to grow beyond expectation than to shrink below expectation." | + | |
| - | * " | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "Treat defects as evidence of missing tests" – Mike Scott | + | |
| - | * "As formality increases, tests and requirements become indistinguishable. At the limit, tests and requirements are equivalent." | + | |
| - | * "The most important information in a requirements document are not the requirements, | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "The hardest single part of building a software system is deciding precisely what to build" – Fred Brooks | + | |
| - | * " | + | |
| - | * "It is intentionally not too technical or suited only for programmers, | + | |
| - | * " | + | |
| - | * "For acceptance tests to be effective, they have to be automated but also have to be human readable. And ‘human’ in this case also includes those who cannot decrypt the Matrix code on the fly." – Gojko Adzic in [[http:// | + | |
| - | * "Unit tests will insure the code is built right, and acceptance tests insure the right code is built’." | + | |
| - | * "And as an organization, | + | |
| - | * " | + | |
| - | * "What can I do to help you do your best work?" - Scott Berkun in " | + | |
| - | * "These motivational accessories, | + | |
| - | * "If a system is to be stable the number of states of its control mechanism must be greater than or equal to the number of states in the system being controlled … Simply put, this law states that a system can be controlled by another system only when the other system is just as complex as or more complex than the first one." – W. Ross Ashby' | + | |
| - | * " | + | |
| - | * "Pair programming is not pair typing - its pair thinking" | + | |
| - | * " | + | |
| - | * "From the beginning of the universe, everything in it was shaped by self-organization." | + | |
| - | * " | + | |
| - | * "There is plenty of value in root-cause analysis. I mean that root-cause analysis can only look to the past. It helps you to fix problems that have already happened, so they won’t happen again. But it won’t help you to predict what will go wrong in the future." | + | |
| - | * "For every complex problem there is an answer that is clear, simple, and wrong." | + | |
| - | * " | + | |
| - | * "Our minds prefer causality over complexity." | + | |
| - | * " | + | |
| - | * "Never accept a traffic-light status report in a portfolio evaluation meeting. The traffic light provides no data for your decision." | + | |
| - | * "The big rule of project portfolio management is that you never make a big decision where you commit an entire organization to a huge project for a long time. I define huge as more than 50 percent of your people, and I define long as more than three months." | + | |
| - | * "In all honesty, the only projects that are too risky to start are the ones that can’t return anything you can see in a few weeks." | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "If you don’t know who your customers are or you haven’t talked to them in six months, you will not deliver what your customers want. This is a slow but sure way to create a doomed project." | + | |
| - | * " | + | |
| - | * "If you are trying to staff a project with people who are working part-time on your project and part-time on other projects, you have an uncommitted project. That’s because the cost of context switching will erase any potential ability to focus on this project. Don’t partially commit to a project; that’s a lack of commitment. Be honest. Take that project off the committed list. You may have to move the project to the parking lot. You might have to transform it. But never make a partial commitment." | + | |
| - | * " | + | |
| - | * "Think in terms of value. Producers create value, but customers define it." – Johanna Rothmans in [[http:// | + | |
| - | * "The fewer number of active projects you have, the less competition the projects have for the same people. That lack of competition for people allows them to finish projects faster." | + | |
| - | * "The more frequently the projects deliver something you can see, the easier it will be to manage the project and to manage the project portfolio." | + | |
| - | * "Your customers want your products to be filled with great features that are well-tested and run smoothly. They don’t care about your projects, and they certainly don’t care about your portfolio. Your customers care about your products." | + | |
| - | * "I believe that inside every complex solution is a simple solution trying to get out" – Ron Jeffries | + | |
| - | * " | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "A traditional manager focuses on following the plan with minimal changes, whereas an agile leader focuses on adapting successfully to inevitable changes." | + | |
| - | * " | + | |
| - | * "A number of studies have shown that 50% or more of functionality delivered is rarely or never used … This leads to the conclusion that scope is a very poor project control mechanism — we should be using value." | + | |
| - | * " | + | |
| - | * "I view product development as a horse race where you can move your bets after the horses have started running." | + | |
| - | * "The longer something is in transit in a process, the more likely it is the requirement will change" | + | |
| - | * "Stop starting and start finishing." | + | |
| - | * " | + | |
| - | * "The vision must be followed by venture" | + | |
| - | * " | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "Pair programming ... turbo changes competency development" | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "The role of the senior leader was no longer that of controlling puppet master, but rather that of an empathetic crafter of culture." | + | |
| - | * "I found that, by ignoring the Perry Principle and containing my desire to micromanage, | + | |
| - | * "More important, and more surprising, we found that, even as speed increased and we pushed authority further down, the quality of decisions actually went up." – General Stanley McChrystal in "Team of Teams" | + | |
| - | * "I was most effective when I supervised processes — from intelligence operations to the prioritization of resources—ensuring that we avoided the silos or bureaucracy that doomed agility, rather than making individual operational decisions." | + | |
| - | * "I began to reconsider the nature of my role as a leader. The wait for my approval was not resulting in any better decisions, and our priority should be reaching the best possible decision that could be made in a time frame that allowed it to be relevant." | + | |
| - | * "A Bank of America call center ... Success is measured by AHT (average call handle time), which ideally should be as low as possible. Pentland gave workers sociometric badges all day for six weeks, and measured levels of interaction and engagement. When he shifted the coffee break system from being individual to being team based, interaction rose and AHT dropped, demonstrating a strong link between interaction and productivity." | + | |
| - | * "When Pentland surveyed a number of R&D labs, he found that he could predict the labs’ creative output with an extraordinary 87.5 percent accuracy by measuring idea flow." – General Stanley McChrystal in "Team of Teams" | + | |
| - | * " | + | |
| - | * "The critical first step was to share our own information widely and be generous with our own people and resources. From there, we hoped that the human relationships we built through that generosity would carry the day." – General Stanley McChrystal in "Team of Teams" | + | |
| - | * " | + | |
| - | * "We don’t know what connections and conversations will prove valuable." | + | |
| - | * "Teams can bring a measure of adaptability to previously rigid organizations. But these performance improvements have a ceiling as long as adaptable traits are limited to the team level." | + | |
| - | * "We had to find a way for the organization as a whole to build at scale the same messy connectivity our small teams had mastered so effectively." | + | |
| - | * " | + | |
| - | * "Their structure — not their plan — was their strategy." | + | |
| - | * "Great teams consist of individuals who have learned to trust each other. Over time, they have discovered each other’s strengths and weaknesses, enabling them to play as a coordinated whole." | + | |
| - | * "In a command, the connections that matter are vertical ties; team building, on the other hand, is all about horizontal connectivity." | + | |
| - | * "SEAL teams accomplish remarkable feats not simply because of the individual qualifications of their members, but because those members coalesce into a single organism. Such oneness is not inevitable, nor is it a fortunate coincidence. The SEALs forge it methodically and deliberately." | + | |
| - | * "We needed flexibility but we also needed the advantages of scale that accompany efficiency. We had to find a way to create that adaptability while preserving many of our traditional strengths. This would prove difficult—many of the practices that are most efficient directly limited adaptability" | + | |
| - | * "If we cannot control the volatile tides of change, we can learn to build better boats." | + | |
| - | * " | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "In such settings, the ritual of strategic planning, which assumes 'the future will be more or less like the present,' | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "The average forecasting error in the U.S. analyst community between 2001 and 2006 was 47 percent over twelve months and 93 percent over twenty-four months. As writer and investor James Montier puts it, 'The evidence on the folly of forecasting is overwhelming . . . frankly the three blind mice have more credibility than any macro-forecaster at seeing what is coming.' | + | |
| - | * "In popular culture, the term “butterfly effect” is almost always misused. It has become synonymous with ' | + | |
| - | * " | + | |
| - | * "The pursuit of “efficiency”—getting the most with the least investment of energy, time, or money—was once a laudable goal, but being effective in today’s world is less a question of optimizing for a known (and relatively stable) set of variables than responsiveness to a constantly shifting environment. Adaptability, | + | |
| - | * "We became what we called “a team of teams”: a large command that captured at scale the traits of agility normally limited to small teams." | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "What had been logical became dumb, and all it took was changing the context." | + | |
| - | * Coordinate cross-functionally but work independently - take responsibility. Work with details, but understand the context. Act now—think long-term. Build know-how through continuous learning. Stimulate commitment through involvement. – Scania leadership principles | + | |
| - | * "Lean development is a careful elaboration of a single idea—learn from reality. And learning from reality has the great advantage of enabling you to live in a rational universe." | + | |
| - | * " | + | |
| - | * "Put key information in the physical environment where it is available at a glance and people are reminded of it in appropriate places." | + | |
| - | * "Keep in mind that you cannot load the organization to 100% capacity. You need to figure in a buffer, normally in the 15–20% range unless you only do fairly routine development work." – Allen Ward in "Lean Product and Process Development" | + | |
| - | * " | + | |
| - | * "The answer is simple: establish a cadence. Start projects at standard intervals, and finish them at standard project lengths, so that the entire development organization is marching to the beat of the same drummer" | + | |
| - | * "A plan that is more than one page is much too long to be understood and followed." | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "Every specification is a trade-off between what really is wanted and what the state of the art allows. At the beginning of the project, only the old state of the art is known." | + | |
| - | * "Your basic negotiating ploy is simple: “Given support A, I can do X. Given support B, I think I can only do Y. X makes 50% more money for the company." | + | |
| - | * "You can’t just ask customers what they want and then try to give that to them. By the time you get it built, they’ll want something new." – Steve Jobs | + | |
| - | * "The project leader must be both an entrepreneur and a system designer." | + | |
| - | * "In contrast, large conventional companies often make an irrecoverable mistake: They aim project leaders at administering the project rather than designing the system. Whatever the organizational structure, the ESDs (engineering system designers) need to focus the bulk of their time and effort on creating new system knowledge for effective future value streams. It is precisely the ability to formulate a compelling but realistic vision and make good trade-offs that enables profitable products. ' | + | |
| - | * "Why doesn’t every company use ESDs effectively? | + | |
| - | * " | + | |
| - | * "We should buy both design and make whenever we can. Why? Because it reduces the amount that we have to learn." | + | |
| - | * "As a pilot instructor would say, 'Relax and level the wings.' | + | |
| - | * " | + | |
| - | * "A good system designer will rarely choose the supplier with the lowest price, even if cost is important to the product. Price is an isolated property of the part. It has little effect on how the part works in the system as a whole. Suppose a part involves 10% of the cost of the product—increasing the part cost by 10% will increase the product cost by only 1%. The effect is isolated. Conversely, if the part fails in service, the whole product fails. If the supplier delivers the part late, the whole product is late. If the part design doesn’t fit well into the system design, the customer is likely to be dissatisfied with the whole system." | + | |
| - | * "In summary, these wastes are: 1. Scatter: management actions such as reorganization and workload variation that make knowledge hard to get to the right place; barriers to communication, | + | |
| - | * " | + | |
| - | * "The natural intuition is that looking at one alternative is cheaper, easier, and faster than looking at multiple alternatives. This intuition is usually wrong, because looking at a lot of alternatives early is usually cheaper than looking at a few alternatives later; and choosing the one alternative, | + | |
| - | * "My job is to keep people from making decisions too quickly." | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "What is the most fundamental waste in conventional companies? Hand-off … A hand-off occurs whenever we separate knowledge, responsibility, | + | |
| - | * " | + | |
| - | * "The most important wastes in development are wastes of knowledge." | + | |
| - | * "There are three primary categories of knowledge wastes: scatter, hand-off, and wishful thinking" | + | |
| - | * " | + | |
| - | * "These responses to scatter create more scatter. The result: more time spent creating waste and less time creating value." | + | |
| - | * "Going faster improves profitability in several ways: 1) Saving time saves money. The size of a team is determined mostly by the range of expertise required. Getting done faster frees resources. 2) In markets with low switching costs for the customer to change from one supplier to another, going faster means you get your share of the market sooner. You probably keep it just as long, so you add some months or years of profit to your ROI. 3) In markets with high switching costs, getting to market first could mean you get most of the market—and you get to keep it. 4) If you are selling to industrial customers that are in a hurry themselves, the promise of speed may be enough by itself to radically improve market share and ROI. 5) Above all, of course, going faster means learning faster. If you learn 20% faster than your competitors, | + | |
| - | * " | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "Keep the ROI model simple enough for developers to understand and use in daily work." – Allen Ward in "Lean Product and Process Development" | + | |
| - | * " | + | |
| - | * "Use project defect rate to spur change Determine your project defect rate. To do this, plot the distribution of ROIs for recent projects, color coding for defective and completely successful projects. Compute how much more money you would make if all projects returned the maximum ROI. Publicize this in internal media, or post it in halls; use it to agitate for lean development." | + | |
| - | * “Unless you keep spreading the virus, the immune system of the organization will reject it." – Allen Ward in "Lean Product and Process Development" | + | |
| - | * "While we acknowledge emergence in design and system development, | + | |
| - | * "It is said that a wise person learns from his mistakes. A wiser one learns from others' | + | |
| - | * "Every dependency you can remove from your delivery stream doubles your chances of delivering on time." – Troy Magennis. | + | |
| - | * "For high utilization systems we need to track system level impediments to the flow." – Troy Magennis | + | |
| - | * "Its impossible to forecast a system under high utilization" | + | |
| - | * "A symptom of over-utilization in a system is high batch size" – Troy Magennis | + | |
| - | * "If the system is so over-utlitized then you might as well send a truck through the system as a car, as you'll end up with more at the end." – Troy Magennis | + | |
| - | * "A bad system will keep a good developer down." - Troy Magennis | + | |
| - | * "Note - these are just ideas / approaches. If the approach does not suite your context, believe the context, and adjust the approach" | + | |
| - | * "Scope doesn' | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "The sooner you get behind schedule, the more time you have to make it up." – Anonymous | + | |
| - | * "2B | ¬2B, that is the question" | + | |
| - | * "Plus, research [Katz82] shows that long-lived stable R&D teams are correlated with higher productivity than temporary project groups of people drawn from a resource pool" – Craig Larman, Bas Vodde from " | + | |
| - | * "The most powerful form of 'queue management' | + | |
| - | * " | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "Focus on large-scale test automation — to learn about defects and behavior. The setup costs are non-trivial (if you are currently doing manual testing) but the re-execution costs are almost zero." – Craig Larman, Bas Vodde from " | + | |
| - | * " | + | |
| - | * "This is one purpose of the Scrum Product Backlog. It acts as a tool for leveling or smoothing the introduction of work to feature teams. A small buffer of high-quality inventory created to support level pull is another example of useful temporarily necessary waste" – Craig Larman, Bas Vodde from " | + | |
| - | * "It is interesting to note that people’s models of causation are influenced by the timeliness (delay) and quality of feedback in the system." | + | |
| - | * " | + | |
| - | * " | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "The Wright brothers achieved the dream of flight through an organized, disciplined process of diligently orchestrated learning cycles. Each learning cycle was designed to create knowledge, which they captured on limit and trade-off curves. They had set out to undertake a study of flight and make a contribution in advancing the knowledge of powered flight. The process they employed was so successful that the result was the invention of the airplane. Clearly, there is much to be learned from their process." | + | |
| - | * " | + | |
| - | * "To unilaterally optimize the overall flow of projects across the entire development portfolio, a product development cadence must be established." | + | |
| - | * “Actions that optimize individual projects generally serve to sub-optimize the portfolio of projects as a whole.” – [[: | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "A firefighting organization requires extraordinary people to achieve ordinary results. In an exceptional organization, | + | |
| - | * "In contrast to work standards, standardized work is determined collectively by the group closest to the work." – [[: | + | |
| - | * "When a genuine shared vision (no to be confused with the all-to-familiar " | + | |
| - | * " | + | |
| - | * "The five disciplines of a learning organization are: 1. Systems thinking. 2. Personal mastery. 3. Mental models. 4. Building shared vision. 5. Collective team learning." | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "Each of these complex systems exhibits a distinctive property called emergence, roughly described by the common phrase ‘the action of the whole is more than the sum of the actions of the parts" – John Holland from "A Very Short Introduction to Complexity" | + | |
| - | * "The point here is that most reasonable people don’t have to get their way in a discussion. They just need to be heard, and to know that their input was considered and responded to.” – Patrick Lencioni from "The Five Dysfunctions of a Team" | + | |
| - | * " | + | |
| - | * "I want to assure you that there is only one reason that we are here at this off-site, and at the company: to achieve results. This, in my opinion, is the only true measure of a team" – Patrick Lencioni from "The Five Dysfunctions of a Team" | + | |
| - | * "It is not enough that management commit themselves to quality and productivity, | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "If you only quantify one thing, quantify Cost of Delay" – Don Reinertsen " | + | |
| - | * "You can't scale crappy code." – Dean Leffingwell | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "No useful improvement was ever invented as a desk" – Taiichi Ohno | + | |
| - | * "Any inefficiency of decentralization costs less than the value of faster response time." – Don Reinertsen " | + | |
| - | * " | + | |
| - | * "When WIP and utilization become too high, you will see a sudden and catastrophic reduction in throughput." | + | |
| - | * " | + | |
| - | * "I like to assume that no one came to work with the explicit intention of pissing me off or doing the wrong thing." | + | |
| - | * "A common disease that afflicts management the world over is the impression that 'Our problems are different.' | + | |
| - | * " | + | |
| - | * "Left to themselves, components (of a system) become selfish, independent profit centers and thus destroy the system." | + | |
| - | * "All we are doing is looking at the timeline, from when the customer gives us an order to when we collect cash And we are reducing the timeline by reducing the non-value added wastes." | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "There was in fact no correlation between exiting phase gates on time and project success. The data suggested the inverse was true." – [[: | + | |
| - | * "Any project that costs more than $1 million in normalized labor is a waste of money, time, and resources." | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "The most important and visible outcropping of the action bias in the excellent companies is their willingness to try things out, to experiment. There is absolutely no magic in the experiment ... But our experience has been that most big institutions have forgotten how to test and learn. They seem to prefer analysis and debate to trying something out, and they are paralyzed by fear of failure, however small." | + | |
| - | * “Cease dependence on mass inspection to achieve quality. Improve process and build quality into the product in the first place.” – Deming | + | |
| - | * "A project plan is like a lettuce. On the day you buy it, it looks firm and crispy; a week later its a bit wilty around the edges, and after a month its unrecognizable." | + | |
| - | * "If I have learned one thing it is this: there is no answer. There is never an answer; there are only better questions." | + | |
| - | * "… doing the wrong thing righter …" – Russell Ackoff | + | |
| - | * "Most people do not listen to understand, they listen to reply" – Stephen Covey | + | |
| - | * "In science it often happens that scientists say, 'You know that's a really good argument; my position is mistaken,' | + | |
| - | * "A mind is like a parachute. It doesn’t work if it’s not open" – Frank Zappa | + | |
| - | * "Study after study shows that we have little-to-no skill in when it comes to making predictions — but that sure doesn' | + | |
| - | * " | + | |
| - | * " | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "The idea of a merit rating is alluring. The sound of the words captivates the imagination: | + | |
| - | * "We learn from history that man can never learn anything from history." | + | |
| - | * " | + | |
| - | * "We are working on everything but we can guarantee you that it will not be delivered any earlier than if we were not working on it at all." – Don Reinertsen | + | |
| - | * "You don't get more planes to land at an airport by insisting on putting more planes in the air." "The Big Ideas Behind Lean Product Development" | + | |
| - | * "Any fool can write code a computer can understand, but it takes real genius to write code a human will understand." | + | |
| - | * “If done well, management is a tough job, which is why the pay is premium. However, there will always be those managers who want to get paid for the hard parts of management work without actually doing them.” Jerry Weinberg " | + | |
| - | * “The reasonable man adapts himself to the world: the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” – George Bernard Shaw, Man and Superman | + | |
| - | * " | + | |
| - | * "In particular I always argue that high-level tests are there as a second line of test defense. If you get a failure in a high level test, not just do you have a bug in your functional code, you also have a missing unit test. Thus whenever you fix a failing end–to–end test, you should be adding unit tests too." – Martin Fowler | + | |
| - | * " | + | |
| - | * "The secret of getting ahead is getting started. The secret of getting started is breaking your complex overwhelming tasks into smaller manageable tasks, and then starting on the first one." – Mark Twain via Brun, Brian J | + | |
| - | * "Any fool can make something complicated. It takes a genius to make it simple.” – Woody Guthrie | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "The surest way to mismanage a project and jeopardize a product is to put too much emphasis on the schedule as it demoralizes the team and drives them to make stupid decisions despite their better judgments." | + | |
| - | * "While working with these teams, I discovered that they were all making the same fundamental errors and they were perpetually repeating those errors … In every group I worked with, I found the project leads were spending nearly all their time writing code and almost none of their time thinking about the project. The leads didn't spend time trying to keep schedules on track, they didn't look for foreseeable problems so they could circumvent them, they didn't work to protect other team members from unnecessary work, they didn't pay particular attention to training other team members, they didn't set detailed project goals or create effective attack plans. The leads were spending too much time working when they should have been thinking." | + | |
| - | * "It is better to use imprecise measures of what is wanted than precise measures of what is not." – Russell L. Ackoff | + | |
| - | * " | + | |
| - | * "Never attribute to malice that which is adequately explained by stupidity" | + | |
| - | * " | + | |
| - | * “A single-point estimate is usually a target masquerading as an estimate.” – Steve McConnell | + | |
| - | * “There is a limit to how well a project can go but no limit to how many problems can occur." | + | |
| - | * "A company shouldn' | + | |
| - | * "I think frugality drives innovation, just like other constraints do. One of the only ways to get out of a tight box is to invent your way out." – Jeff Bezos on innovation. | + | |
| - | * "If you are competitor-focused, | + | |
| - | * "All businesses need to be young forever. If your customer base ages with you, you're Woolworth' | + | |
| - | * "Smart people learn from their mistakes. But the real sharp ones learn from the mistakes of others." | + | |
| - | * " | + | |
| - | * "Scrum is not a silver bullet; Scrum is a silver mirror" | + | |
| - | * "I smell fried brains" | + | |
| - | * "The deal with engineering goes like this. Product management takes 20% of the capacity right off the top and gives this to engineering to spend as they see fit ... I get nervous when I find teams that think they can get away with much less than 20%." – Marty Kagan, Inspired | + | |
| - | * “Do painful things more frequently, so you can make it less painful…" | + | |
| - | * “Having a developer add a monitoring metric shouldn’t feel like a schema change.” – John Allspaw, SVP Tech Ops, Etsy | + | |
| - | * "We found that when we woke up developers at 2am, defects got fixed faster than ever" – Patrick Lightbody, CEO, BrowserMob | + | |
| - | * "If people don't understand the model they won't let it influence their behavior" | + | |
| - | * "You don't have to ask permission to do your job well" – attributed to Larry Constantine | + | |
| - | * "Lead people, manage things." | + | |
| - | * "If the actions of management signal that meeting specifications is satisfactory, | + | |
| - | * "If you don't think it's going to work, it's already a waste of time. Your experiment can only fail if you believe in a specific outcome." | + | |
| - | * "Value is rare, extreme and obvious in retrospect" | + | |
| - | * " | + | |
| - | * "If you don't like change, you are going to like irrelevance even less." – General Eric Shinseki | + | |
| - | * " | + | |
| - | * "The key, though, is not to manage by metrics but to use the metrics to understand where to have conversations about what is not getting done." Gary Gruver et al, "The Practical Approach to Large–scale Agile Development." | + | |
| - | * " | + | |
| - | * "It is useful to do detail planning, but you always want to use it with a short time horizon because detailed planning is very perishable. You do not want to hold a large inventory of detailed planning because you are throwing money away when you do that." – Don Reinersten. | + | |
| - | * "Yes, estimation is fraught. It is inaccurate, and politically dangerous. But we do have some knowledge and the project deserves to have it." – Ron Jeffries tweet 2013–03–18. | + | |
| - | * "Agile is about simplicity. Agile is not simple. If you think it's simple, wait and see." – Ron Jeffries | + | |
| - | * "The First Law of Wisdom Acquisition – It is much easier to identify another' | + | |
| - | * "If you want people to act like adults, you need to treat them like adults." | + | |
| - | * "If it’s hard but important to do, do it more often!" | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "And I find it little bit odd that a 50 year old woman in Bangladesh often has an easier time getting experimental capital than the average first line employee in a global 1000 company." | + | |
| - | * "We say that code is of high quality when productivity remains high in the presence of change in team and goals." | + | |
| - | * " | + | |
| - | * "If you can't do it with a card you'll really mess it up with a tool" – Dave Thomas, Keynote at Agile 2010 | + | |
| - | * " | + | |
| - | * "There is no such things as as an IT project; there are only business project that involve IT." – UK Cabinet Office Permanent Secretary. | + | |
| - | * "If you’re thinking people don’t like to make changes to their behaviors, just watch a teenage girl get her first cell phone. The changes in her life will be profound and dramatic. And she’ll enjoy every moment of it." – B.J. Fogg on perception that people don't like change. To which Jared Spool adds: | + | |
| - | * "If people love change, why do our users complain when we make changes to our designs? Well, it’s not because of their aversion. It’s because we did it wrong." | + | |
| - | * "The define/ | + | |
| - | * "A computer does not substitute for judgment any more than a pencil substitutes for literacy." | + | |
| - | * "A hallucination is a fact, not an error; what is erroneous is a judgment based upon it." – Bertrand Russell | + | |
| - | * "Clean code is simple and direct. Clean code reads like well–written prose. Clean code never obscures the designer’s intent but rather is full of crisp abstractions and straightforward lines of control." | + | |
| - | * "I could list all of the qualities that I notice in clean code, but there is one overarching quality that leads to all of them. Clean code always looks like it was written by someone who cares. There is nothing obvious that you can do to make it better. All of those things were thought about by the code’s author, and if you try to imagine improvements, | + | |
| - | * "You know you are working on clean code when each routine you read turns out to be pretty much what you expected. You can call it beautiful code when the code also makes it look like the language was made for the problem." | + | |
| - | * "Clean code is not written by following a set of rules. You don’t become a software craftsman by learning a list of heuristics. Professionalism and craftsmanship come from values that drive disciplines." | + | |
| - | * "Cost cutting is just one of the steps in the process toward extinction." | + | |
| - | * "If you don’t care about the number of defects, I can get it done on any schedule you’d like!" – Robert "Uncle Bob" Martin | + | |
| - | * "For success, like happiness cannot be pursued; it must ensue and it only does so as an unattended consequence of ones personal dedication to a cause greater than oneself." | + | |
| - | * “Your project, the whole project, has a binary deliverable. On scheduled completion day, the project has either delivered a system that is accepted by the user, or it hasn’t. Everyone knows the result on that day. The object of building a project model is to divide the project into component pieces, each of which has this same characteristic: | + | |
| - | * " | + | |
| - | * "Never mistake motion for action." | + | |
| - | * “Testing is the infinite process of comparing the invisible to the ambiguous in order to avoid the unthinkable happening to the anonymous.” – James Bach | + | |
| - | * “I have always wished that my computer would be as easy to use as my telephone. My wish has come true. I no longer know how to use my telephone.” – Bjarne Stroustrup, the designer and original implementor of C++. | + | |
| - | * “Do or do not. There is no try.” – Yoda. | + | |
| - | * "The conversation surrounding the estimation process is as (or more) important, than the actual estimate." | + | |
| - | * " | + | |
| - | * "We need to make sure that our people weed their own garden." | + | |
| - | * “Again, you can't connect the dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future. You have to trust in something – your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life.” – Steve Jobs | + | |
| - | * "When lost in the woods, if the map doesn' | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "A little debt speeds development so long as it is paid back promptly with a rewrite." | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "Cost cutting is just one of the steps in the process toward extinction." | + | |
| - | * "We can always shoot ourselves in the foot. The amazing thing is how quick we are able to reload and do it again." | + | |
| - | * "You can fight reality and lose, but only 100% of the time." Byron Katie | + | |
| - | * " | + | |
| - | * "So much of what we call management consists of making it difficult for people to work." – Peter Drucker | + | |
| - | * "If you call a tail a leg, how many legs has a dog? Five? No, calling a tail a leg don’t make it a leg." – Abraham Lincoln. | + | |
| - | * "No matter what, the cost of addressing technical debt increases with time." – Chris Sterling | + | |
| - | * " | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "No is easier to do. Yes is easier to say." – Unknown. Quoted at 37 Signals. | + | |
| - | * "Most software today is very much like an Egyptian pyramid with millions of bricks piled on top of each other, with no structural integrity, but just done by brute force and thousands of slaves." | + | |
| - | * "There is nothing so useless as doing more efficiently what should not be done at all." – Peter Drucker. | + | |
| - | * "… manage for the normal and treat the exceptions as exceptional." | + | |
| - | * "In the business world, the rear-view mirror is always clearer than the windshield." | + | |
| - | * "It is a mistake to look too far ahead. Only one link in the chain of destiny can be handled at a time." – Winston Churchill | + | |
| - | * "... as we know, there are known knowns; there are things we know we know. We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns – the ones we don't know we don't know." – Donald Rumsfeld on the unknowns we don't know. | + | |
| - | * "Doing it better is not hard, it's easier, so do it better. Increase in code skill means code is better, so your job is easier." | + | |
| - | * "Many people outsource to a country that is further away than the space station – does this make sense?" | + | |
| - | * "The difference between a methodologist and a terrorist is that you can reason with a terrorist" | + | |
| - | * " | + | |
| - | * "Law of crappy systems - if you have a crappy system even brilliant people will never be more that mediocre." | + | |
| - | * " | + | |
| - | * "The problem with single point estimate is that it says there is 100% chance that this will happen. It's a target masquerading as an estimate." | + | |
| - | * "Only certification drowned in waterfalls." | + | |
| - | * "If you can't do it on a card, then you will only do it worse in a tool." – Dave Thomas Agile 2010 Conference Keynote speech, Tuesday 10th August 2010 | + | |
| - | * " | + | |
| - | * "Agile is FrAgile as it depends on sustainable leadership and discipline." | + | |
| - | * "' | + | |
| - | * "In preparing for battle, I have always found that plans are useless but planning is indispensable." | + | |
| - | * "No battle plan survives contact with the enemy." | + | |
| - | * "The hardest thing to explain is the glaringly evident which everyone has decided not to see." – Ayn Rand. | + | |
| - | * " | + | |
| - | * "We know this is a useful number because there is a decimal point in it." – Dave Nicolette | + | |
| - | * " | + | |
| - | * "Tell me how you will measure me and I will tell you how I behave." | + | |
| - | * "Poor management can increase software cost more rapidly than any other factor." | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "What is the simplest thing that could possibly work?" – Kent Beck on a good design | + | |
| - | * " | + | |
| - | * "I have made this letter longer than usual because I lack the time to make it shorter." | + | |
| - | * "I have not failed. I have just found 10,000 ways that won't work." – Thomas Edison on experimentation. | + | |
| - | * " | + | |
| - | * "... we all safely interpret dangerous things in ways that don’t require us to change our lives." | + | |
| - | * "When you want your boat to go fast it is easier to cut anchors than to add horsepower." | + | |
| - | * "They must understand, within the context of their specific product, the difference between excellence and perfection. No company can afford a perfect product, but building a product that delivers customer value and maintains technical integrity is essential to commercial success." | + | |
| - | * "Be quick, but don't hurry." | + | |
| - | * "Life, like basketball, must be played fast – but never out of control." | + | |
| - | * "The agile triangle: value (releasable product), quality (reliable, adaptable) product, | + | |
| - | * "Bad news does not get better with age" – Joe Little from his "agile principles" | + | |
| - | * "I know it when I see it." – Judge Potter Stewart | + | |
| - | * " | + | |
| - | * "If a test is worth writing, it’s worth automating, and it must always pass in the future ... When the CI breaks, the team should stop the line and get it green." | + | |
| - | * "We are risk adverse when we might gain." – Piattelli-Palmarini | + | |
| - | * "If you never erase the whiteboards, | + | |
| - | * "A mess is not technical debt. A mess is just a mess." – " | + | |
| - | * "To be uncertain is to be uncomfortable but to be certain is to be ridiculous." | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "No one has to change. Survival is optional", | + | |
| - | * "Plans based on average assumptions are wrong on average!" | + | |
| - | * "This leads us to the odd conclusion that strict control is something that matters a lot on relatively useless projects and much less on useful projects. It suggests that the more you focus on control, the more likely you’re working on a project that’s striving to deliver something of relatively minor value." | + | |
| - | * "No matter how far down the wrong road you’ve gone, turn back." – Turkish proverb | + | |
| - | * " | + | |
| - | * "If you think you have a new idea, you are wrong. Someone probably already had it. This idea isn't original either; I stole it from someone else." – Bob Sutton | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "Here is Edward Bear, coming downstairs now, bump, bump, bump, on the back of his head. It is, as far as he knows, the only way of coming downstairs, but sometimes he feels that there really is another way, if only he could stop bumping for a moment and think of it. And then he feels that perhaps there isn' | + | |
| - | * "Ah well! I am their leader, I really ought to follow them!" – Alexandre Auguste Ledru–Rollin on servant leadership. | + | |
| - | * " | + | |
| - | * "There are two kinds of inspection: 1. Inspection after the defect occurs 2. Inspection to prevent defects." | + | |
| - | * "It is better to prepare and prevent than to repair and repent." | + | |
| - | * "How come we believe bad news and data immediately but we don't believe any good news". – John Simpson | + | |
| - | * " | + | |
| - | * "A world class ' | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "For a new software system, the requirements will not be completely known until after the users have used it" – This is the " | + | |
| - | * "Just because Scrum doesn’t say anything about breakfast doesn’t mean you have to go hungry!” – Pete Deemer | + | |
| - | * "A well functioning Scrum will deliver highest business value features first and avoid building features that will never be used by the customer. Since industry data shows over half of the software features developed are never used, development can be completed in half the time by avoiding waste, or unnecessary work." – Jeff Sutherland 2006 – "The Nuts and Bolts of Scrum" | + | |
| - | * "In most companies, development is slowed down by impediments identified during the daily meetings or planning and review meetings. When these impediments are prioritized and systematically removed, further increases in productivity and quality are the result. Well run Scrums achieve the Toyota effect – four times industry average productivity and 12 times better quality." | + | |
| - | * "I believe that the prevailing system of management is, at its core, dedicated to mediocrity, It forces people to work harder and harder to compensate for failing to tap the spirit and collective intelligence that characterizes working together at its best." – Peter Senge, MIT on traditional command and control approaches to management. | + | |
| - | * "Any piece of software reflects the organizational structure that produced it." – Conway' | + | |
| - | * "Sit down with your team and have a dialog. Dialogs work better with 2 people. Dialogs with one person requires medication." | + | |
| - | * "Glory and success are not a destination, | + | |
| - | * "A stronger ' | + | |
| - | * "When it comes to code it never pays to rush.” – Marick’s law | + | |
| - | * "The task is then to refine the code base to better meet customer need. If that is not clear, the programmers should not write a line of code. Every line of code costs money to write and more money to support. It is better for developers to be surfing than writing code that won't be needed. If they write code that ultimately is not used, I will be paying for that code for the life of the system, which is typically longer than my professional life. If they went surfing, they would have fun, and I would have a less expensive system and fewer headaches to maintain." | + | |
| - | * " | + | |
| - | * " | + | |
| - | * "We can't solve problems by using the same kind of thinking we used when we created them." – Einstein | + | |
| - | * "We never have time to do it right; we always have time to do it twice." | + | |
| - | * "Unit testing is spell checking the word, not validating the sentence." | + | |
| - | * "Plans are an ongoing dynamic activity that peers into the future for indications as to where the solution might emerge and treats the plan as a complex situation, adapting to an emerging solution." | + | |
| - | * "One is a thug's game, played by gentlemen, and the other a gentleman' | + | |
| - | * "You will pay for the cost of a face–to–face meeting regardless of whether you have it or not." – Ken Pugh speech at Agile 2008. | + | |
| - | * "Later = Never" | + | |
| - | * "The best measure of clean code? The number of WTF's per minute when reading code." – Robert Martin, keynote speech at Agile 2008. | + | |
| - | * "A change in requirement late in the development cycle is a competitive advantage provided you can act on it." – Mary Poppendieck | + | |
| - | * " | + | |
| - | * "If you already know the project is going to fail, then a lot of traditional documentation in a project is about figuring out ‘who to blame'" | + | |
| - | * "User stories are not use cases" – Mike Cohn | + | |
| - | * "Scrum is just the result of software developers going through a midlife crisis" | + | |
| - | * " | + | |
| - | * "It is amazing how much can be accomplished if no one cares who gets the credit." | + | |
| - | * "... if a build is not breaking then it is doubtful the team is pushing itself hard enough and concerns should be raised" | + | |
| - | * " | + | |
| - | * "It is typical to adopt the defined (theoretical) modeling approach when the underlying mechanisms by which a process operates are reasonably well understood. When the process is too complicated for the defined approach, the empirical approach is the appropriate choice." | + | |
| - | * "Of the organizations that are attempting to implement Scrum, probably 30–35% will successfully implement it. And that's because of this core problem. Most organizations don't want to be faced with what they don't want to see. And this puts it up there and says 'are you going to do something about it, or not'?" | + | |
| - | * "One of the industry statistics is that over 65% of the functionality that is delivered and then has to be maintained and sustained is rarely or never used" – Scrum et al by Ken Schwaber talking at Google. Quote refers to a study by the Standish Group. | + | |
| - | * "Scrum is a " | + | |
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/home/hpsamios/hanssamios.com/dokuwiki/data/attic/quotable_quotes_list.1615051725.txt.gz · Last modified: 2021/03/06 09:28 by hans