Quotes About Organization

three of the four categories of work: business projects, internal projects, and changes.

Information Security is always flashing their badges at people and making urgent demands, regardless of the consequences to the rest of the organization, which is why we don't invite them to many meetings. The best way to make sure something doesn't get done is to have them in the room.

When new learnings are discovered locally, there must also be some mechanism to enable the rest of the organization to use and benefit from that knowledge.

how we organize our teams has a powerful effect on the software we produce, as well as our resulting architectural and production outcomes. In

Done poorly, Conway's Law will prevent teams from working safely and independently; instead, they will be tightly-coupled together, all waiting on each other for work to be done, with even small changes creating potentially global, catastrophic consequences.

By seeing problems as they occur and swarming them until effective countermeasures are in place, we continually shorten and amplify our feedback loops, a core tenet of virtually all modern process improvement methodologies. This maximizes the opportunities for our organization to learn and improve.

we also design our system of work so that we can multiply the effects of new knowledge, transforming local discoveries into global improvements. Regardless of where someone performs work, they do so with the cumulative and collective experience of everyone in the organization.

To my surprise, Erik interrupts. "Well put, Bill. You've just described 'technical debt' that is not being paid down. It comes from taking shortcuts, which may make sense in the short-term. But like financial debt, the compounding interest costs grow over time. If an organization doesn't pay down its technical debt, every calorie in the organization can be spent just paying interest, in the form of unplanned work.

Automated testing helps developers discover their mistakes quickly (usually within minutes), which enables faster fixes as well as genuine learning-learning that is impossible when mistakes are discovered six months later during integration testing, when memories and the link between cause and effect have long faded. Instead of accruing technical debt, problems are fixed as they are found, mobilizing the entire organization if needed, because global goals outweigh local goals.

Picture this scenario: You are in an organization where everyone is making decisions, solving important problems every day, and teaching others what they've learned," Erik says. "Your adversary is an organization where only the top leaders make decisions. Who will win? Your victory is inevitable.

She's often heard that IT is the nerve center of the entire organization, because over the last thirty years almost every business process has been automated through IT systems. But for whatever reason, businesses have allowed their nervous system to become degraded, like multiple sclerosis disrupting the flow of information within the brain and between the brain and the body.

this is what an effective network is all about—when you can assemble a group of motivated people to solve a big problem, even though the team looks nothing like the official org chart.

He said he thought it was important to think through problems clearly, and for him, writing things down enforced a logical rigor that he thought was very important for leaders to have.

Information Security is always flashing their badges at people and making urgent demands, regardless of the consequences to the rest of the organization, which is why we don't invite them to many meetings.

When new learnings are discovered locally, there must also be some mechanism to enable the rest of the organization to use and benefit from that knowledge into explicit, codified knowledge, which becomes someone else's expertise through practice.

New local knowledge is exploited globally throughout the organization.

By choosing carefully where and how to start, we are able to experiment and learn in areas of our organization that create value without jeopardizing the rest of the organization. By doing this, we build our base of support, earn the right to expand the use of DevOps in our organization, and gain the recognition and gratitude of an ever-larger constituency.

Organizations which design systems ...are constrained to produce designs which are copies of the communication structures of the organizations.. the larger an organization is, the less flexibility it has and the more pronounced the phenomenon

As Charles Stewart Parnell called out during the Irish rent strike campaign in 1879 and 1880: It is no use relying on the Government . . . . You must only rely upon your own determination . . . . Help yourselves by standing together . . . strengthen those amongst yourselves who are weak . . . , band yourselves together, organize yourselves . . . and you must win . . . When you have made this question ripe for settlement,then and not till then will it be settled.

Panic is the last thing we can afford," Coppelia said. "Panic will have everyone rushing off in different directions to try to 'save the Library.' Panic is the antithesis to good organization. Panic is messy. I am against panic on a point of principle.

Panic will have everyone rushing off in different directions to try to 'save the Library.' Panic is the antithesis to good organization. Panic is messy. I am against panic on a point of principle.

Practicality is a great help when it comes to getting things achieved," Irene retorted. "If I were going on a heroic quest, I'd probably start off by making a list of things I'd need on the journey. Including some books to read during the dull bits.

Memories were as important as books and almost as important as proper indexing

Irene hated trusting to luck. It was no substitute for good planning and careful preparation.