Quotes About Adaptation

Make a virtue of necessity.

Everything is in a state of flux, including the status quo.

Getting caught is the mother of invention.

Change is inevitable — except from a vending machine.

Change is inevitable--except from a vending machine.

If a change to the requirements breaks your architecture, then your architecture sucks.

It is a myth that we can get systems "right the first time." Instead, we should implement only today's stories, then refactor and expand the system to implement new stories tomorrow. This is the essence of iterative and incremental agility. Test-driven development, refactoring, and the clean code they produce make this work at the code level.

The perfect kind of architecture decision is the one which never has to be made

Architecting for the enterprise, when all you really need is a cute little desktop tool, is a recipe for failure.

It is a myth that we can get systems "right the first time." Instead, we should implement only today's stories, then refactor and expand the system to implement new stories tomorrow. This is the essence of iterative and incremental agility.

1. "First make it work." You are out of business if it doesn't work. 2. "Then make it right." Refactor the code so that you and others can understand it and evolve it as needs change or are better understood. 3. "Then make it fast." Refactor the code for "needed" performance.

This is the world of the software development team. It's a world in which dates are frozen and requirements are continuously changing. And somehow in that context, the development team must drive the project to a good outcome.

The component structure cannot be designed from the top down. It is not one of the first things about the system that is designed, but rather evolves as the system grows and changes.

Indeed, most of us realize that the requirements are the most volatile elements in the project.

The team is working along at a certain productivity. Then new staff is added. Productivity plummets for a few weeks as the new people suck the life out of the old people. Then, hopefully, the new people start to get smart enough to actually contribute.

One of the best ways to ruin a program is to make massive changes to its structure in the name of improvement. Some programs never recover from such "improvements." The problem is that it's very hard to get the program working the same way it worked before the "improvement.

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Os padrôes facilitam a reutilização de ideias e compomentes, recrutam pessoas com experiência considerável, encapsulam boas ideis e conectam os compomentes. Entretanto, o processo de criação de padôes pode, ás vezes, ser muito longo para que o mercado fique á espera deles, e alguns padrôes acabam se desviando das necessidades reais das pessoas a quem eles pretendem servir.

Gather together those things that change at the same times and for the same reasons. Separate those things that change at different times or for different reasons.

highway through the middle of a small town that anticipates growth? Who would want such a road through their town? It is a myth that we can get systems "right the first time." Instead, we should implement only today's stories, then refactor and expand the system to implement new stories tomorrow.

Some folks think that Agile is about going fast. It's not. It's never been about going fast. Agile is about knowing, as early as possible, just how screwed we are.

The real point is this: We don't know where to go because we don't know what we are. Do you want to go back to living in a sewer-pipe? And eating other people's garbage? Because that's what rats do. But the fact is, we aren't rats anymore. We are something Dr. Schultz has made. Something new.

You know, my first three or four drafts, you can see, are on legal pads in long hand. And then I go to a typewriter, and I know everybody's switching to a computer. And I'm sort of laughed at.

An almost infinite diversity of structures compete against the environment.