Quotes About Efficiency

everyone needs idle time, or slack time. If no one has slack time, wip gets stuck in the system. Or more specifically, stuck in queues, just waiting.

Without automated testing, continuous integration is the fastest way to get a big pile of junk that never compiles or runs correctly.

Creating and prioritizing work inside a department is hard. Managing work among departments must be at least ten times more difficult.

Imagine a world where product owners, Development, QA, IT Operations, and Infosec work together, not only to help each other, but also to ensure that the overall organization succeeds. By working toward a common goal, they enable the fast flow of planned work into production (e.g., performing tens, hundreds, or even thousands of code deploys per day), while achieving world-class stability, reliability, availability, and security.

The flow of work goes in one direction only: forward. Create a system of work in it that does that. Remember, the goal is single-piece flow.

We're on the hook for a huge number of projects. So, let's look at what our capacity is.

any improvement not made at the constraint is just an illusion, yes?

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.

In addition to the human suffering that comes with the current way of working, the opportunity cost of the value that we could be creating is staggering—the authors believe that we are missing out on approximately $2.6 trillion of value creation per year, which is, at the time of this writing, equivalent to the annual economic output of France, the sixth-largest economy in the world.

Instead of IT Operations doing manual work that comes from work tickets, it enables developer productivity through APIs and self-serviced platforms that create environments, test and deploy code, monitor and display production telemetry, and so forth.

Unplanned work has another side effect. When you spend all your time firefighting, there's little time or energy left for planning. When all you do is react, there's not enough time to do the hard mental work of figuring out whether you can accept new work. So,

Another benefit of having Development and Operations using a shared tool is a unified backlog, where everyone prioritizes improvement projects from a global perspective, selecting

high performers were twice as likely to exceed profitability, market share, and productivity goals. And,

Ah… Now I see it. What can displace planned work? Unplanned work. Of course.

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

Some of the wisest auditors say that there are only three internal control objectives: to gain assurance for reliability of financial reporting, compliance with laws and regulations, and efficiency and effectiveness of operations. That's it. What you and John are talking about are just different slides of what is called the 'coso Cube.

Get humans out of the deployment business.

Unplanned work is not free. Quite the opposite. It's very expensive, because unplanned work comes at the expense of Planned work.

To have humans executing tests that should be automated is a waste of human potential.

We're putting in checklists everywhere, especially when we do handoffs within the team. It's really making a difference. Error rates are way down.

Step 2 is to exploit the constraint," he continues. "In other words, make sure that the constraint is not allowed to waste any time. Ever. It should never be waiting on any other resource for anything, and it should always be working on the highest priority commitment the IT Operations organization has made to the rest of the enterprise. Always.

We should also collect telemetry on how long it takes us to execute our builds and tests. By

Monitoring is so important that our monitoring systems need to be more available and scalable than the systems being monitored.

We're going way too slowly, with too much wip and too many features in flight. We need to make our releases smaller and shorter and deliver cash back faster, so we can beat the internal hurdle rate.