Quotes About Agile

Write the tests first, or second, or third. But write the darned tests.

The key idea of agile is that teams essentially manage themselves. ... It works in software, and it turns out that it works with kids.

I am a businessman. I am anything I need to be at any time.

I operate my life like a startup. I learn a little bit and I test something else out and I keep iterating and iterating until it's perfect.

You have to learn to be fluid and go where you're needed, when you're needed. You've gotta be flexible. I think that's what acting is.

The thing about 'Bigfoot,' he's a big guy and he's agile for a big guy, but he's not that agile and he's not that athletic. In fact, being a big guy is probably his greatest asset.

Lionel Messi is a wonderful player. Very skillful. Highly intelligent. He is not good in the air.

I am very committed to the FBI being agile in its tackling of foreign threats. But I believe you can be agile and still scrupulously follow our rules, policies and processes.

With all these teams spreading it out and throwing the ball, that's more my style of play.

I would need a book to describe Jamal Miles. He can do it all. We line him up in the slot. We bring him into the backfield. We hand the ball to him. We send him in motion and get him the ball. He throws the football. He might be the best athlete I've ever been around in my life.

The mind, you see, is like a muscle. For it to remain agile and strong, it must work.

His words… like so many nimble and airy servitors trip about him at command.

Swapping out the nine-to-five for a more agile, independent working life brings with it one other huge benefit - a channel for self-actualization.

My fighting style is mixed martial arts. It's not just stand up, or ground and pound, it's everything together. I have 26 years of a fighting career, and it always works together.

Written documents should complement the code and the talking.

Build-Measure-Learn feedback loop is at the core of the Lean Startup model.

The goal of a startup is to figure out the right thing to build—the thing customers want and will pay for—as quickly as possible.

We do everything wrong: instead of spending years perfecting our technology, we build a minimum viable product, an early product that is terrible, full of bugs and crash-your-computer-yes-really stability problems. Then we ship it to customers way before it's ready. And we charge money for it. After securing initial customers, we change the product constantly—much too fast by traditional standards—shipping new versions of our product dozens of times every single day.

Most important, teams working in this system begin to measure their productivity according to validated learning, not in terms of the production of new features.

We do everything wrong: instead of spending years perfecting our technology, we build a minimum viable product, an early product that is terrible, full of bugs and crash-your-computer-yes-really stability problems. Then we ship it to customers way before it's ready.

Instead of working in separate departments, engineers and designers would work together side by side on one feature at a time. Whenever that feature was ready to be tested with customers, they immediately would release a new version of the product, which would go live on our website for a relatively small number of people.

It does not matter how fast we can build. It does not matter how fast we can measure. What matters is how fast we can get through the entire loop.

Most important, a disciplined team can experiment with its own working style and draw meaningful conclusions.

Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere.