Quotes About Process

Writing is easy. You only need to stare at a blank piece of paper until drops of blood form on your forehead.

Sometimes I think my writing sounds like I walked out of the room and left the typewriter running.

A book is never finished; it's abandoned.

I write in the morning from about eight till noon, and sometimes again a bit in the afternoon. In the morning I start off by going over what I had done the previous day, which my wife has happily typed up for me.

Practice creates habits, and habits create mastery of any process or skill.

every work center is made up of four things: the machine, the man, the method, and the measures.

In any value stream, there is always a direction of flow, and there is always one and only constraint; any improvement not made at that constraint is an illusion.

outcomes are what matter—not the process, not controls, or, for that matter, what work you complete.

You know, deployments are like final assembly in a manufacturing plant. Every flow of work goes through it, and you can't ship the product without it.

However, we must remind everyone that improvement of daily work is more important than daily work itself, and that all teams must have dedicated capacity for this (e.g., reserving 20% of all cycles for improvement work, scheduling one day per week or one week per month, etc.). Without doing this, the productivity of the team will almost certainly grind to a halt under the weight of its own technical and process debt.

DevOps practices can be made compatible with ITIL process. However, to support the shorter lead times and higher deployment frequencies associated with DevOps, many areas of the ITIL processes become fully automated, solving many problems associated with the configuration and release management processes (e.g., keeping the configuration management database and definitive software libraries up to date).

To even get feedback from our integration process would require twenty-four to thirty-six hours.

In DevOps, we typically define our technology value stream as the process required to convert a business hypothesis into a technology-enabled service that delivers value to the customer.

Everyone around here thinks features are important, because they can see them in their app, on the web page, or in the API. But no one seems to realize how important the build process is. Developers cannot be productive without a great build, integration, and test process.

As Sensei W. Edwards Deming once observed, 'a bad system will beat a good person every time.

How can we manage production if we don't know what the demand, priorities, status of work in process, and resource availability are?

He continues, "Remember, outcomes are what matter—not the process, not controls, or, for that matter, what work you complete.

How can we manage production if we don't know what the demand, priorities, status of work in process, and resource availability are? Suddenly, I'm kicking myself that I didn't ask these questions on my first day.

David J. Anderson's book Kanban: Successful Evolutionary Change for Your Technology Business; it's

Dr. Eliyahu Goldratt wrote his seminal book, The Goal: A Process of Ongoing Improvement, in 1984. It's a Socratic novel about Alex Rogo, a plant manager who must fix his cost and due date issues in ninety days, or his plant will be shut down.

But, even after two years, all we have is a great process on paper that no one follows and a tool that no one uses. When I pester people to use them, all I get are complaints and excuses.

I listen to Wes and Patty brainstorm ideas to reduce yet another dependency on Brent when something starts to bother me. Erik called WIP, or work in process, the "silent killer," and that inability to control WIP on the plant floor was one of the root causes for chronic due-date problems and quality issues.

We all know we need to change how QA does testing, but the best place to start is by changing how Dev does testing.

Amazingly, the transformations are not primarily based on automation. Instead, the incredible improvements come from modifying policies around the system of work and the policies that control work in process, ensuring that there are effective cross-functional teams, subordinating everything to the constraint, and managing handoffs well.