Quotes About Developers

We started having more developers who wished they could develop on Roblox forever, but they were starting to go off to Google and get jobs. It struck us that this whole platform play, where the creators were powering the fun, we could wrap it into powering the monetization as well.

As the quality of our platform gets better, the developers can make more interesting experiences. As the experiences get more interesting, people enjoy them more and spend more money. As they enjoy it more, they tell their friends about it.

All new hires had to directly improve the outcome of the company. He wanted doers—engineers, developers, perhaps merchandise buyers, but not managers. "We didn't want to be a monolithic army of program managers, à la Microsoft.

I think there's this tradition of a culture of NDAs that has spanned all the way back to the '70s and '80s when game developers where very paranoid about cloning and people copying one another's ideas and business sabotage.

In 2007, Zuckerberg announced that Facebook would become a 'platform,' meaning that outside developers could start creating applications that would run inside the site. It worked.

Rest assured that if the developers who are tasked with building the system do not understand and value the design, they will butcher it.

We are so fortunate that our IP has been so effective out in the marketplace that every time there's a new iteration, our developers feel a sense of pressure.

Steve Ballmer never used to be someone who let facts speak for themselves. In the 1990s, he was the hyper-energetic Microsoft exec yelling 'Developers! Developers! Developers!' at an all-hands meeting in Safeco field.

Too many developers still treat cultural strategies as a fig leaf to get planning permission, rather than make a thoughtful, genuine commitment to the cultural life of their areas.

developers insert an average of 1 to 3 defects per hour into their designs and 5 to 8 defects per hour into code

There is a strong movement towards increased accountability for software developers and software development organizations.

The single most important thing for any processor is getting adoption by software developers.

I've been a software engineer, a novelist, a journalist, and a manager - and managing developers is easily the trickiest thing I've ever done.

Software patents are dangerous to software developers because they impose monopolies on software ideas.

I'm not interested in offering software for free of charge. That's because I myself am one of the game developers who, in the future, wants to make efforts so the value of the software will be appreciated by the consumers.

The tsunami that cleared the shoreline like a giant bulldozer has presented developers with an undreamed-of opportunity, and they have moved quickly to seize it. —Seth Mydans, International Herald Tribune, March 10

In New Orleans after Katrina, some of the key players who now surround Trump showed to what lengths they will go to decimate the public sphere and advance the interests of real estate developers, private contractors, and oil companies.

Microsoft has no SQL Server developers. We have only Azure developers.

To achieve this his team had a sophisticated stress testing environment. When they wanted to improve the architecture they would first improve the stress tests until the system broke. Then they would improve the architecture just enough to run the tests. I suggested this strategy to an architect at another company. He complained of spending all of his time writing specifications and then explaining them to developers.

Recall our XP case study, where Greg Woodward noted that a lot of developers dislike the extreme environment and end up leaving after a few weeks. The aspect that most distresses them? The transparency. You're either producing good code, or you're obviously not. Some are simply not comfortable with this blunt assessment of what they're actually accomplishing.

I've seen this movie before. The plot is simple: First, you take an urgent date-driven project, where the shipment date cannot be delayed because of external commitments made to Wall Street or customers. Then you add a bunch of developers who use up all the time in the schedule, leaving no time for testing or operations deployment. And because no one is willing to slip the deployment date, everyone after Development has to take outrageous and unacceptable shortcuts to hit the date.

Situations like this only reinforce my deep suspicion of developers: They're often carelessly breaking things and then disappearing, leaving Operations to clean up the mess.

Brent is very unique. Unicorn needs someone who has the respect of the developers, has enough deep experience with almost every sort of it infrastructure we have, and can describe what the developers need to build so that we can actually manage and operate in production. Those skills are rare, and we don't have anyone else that can rotate into this special role right now.

What use is it having all these offshore developers building features if we aren't getting to market any faster? We keep lengthening the deployment intervals, so that we can get more features deployed in each batch.