Quotes About Efficiency

this is what an effective network is all about—when you can assemble a group of motivated people to solve a big problem, even though the team looks nothing like the official org chart.

now some of the best engineers in the company are working on making everyone else more productive. That's the way it should be, she thinks.

To mitigate these types of problems, we strive to reduce the number of handoffs, either by automating significant portions of the work or be reorganizing teams so they can deliver value to the customer themselves, instead of having to be constantly dependent on others.

Complex work is managed so that problems in design and operations are revealed.

any improvements made anywhere besides the bottleneck are an illusion. Astonishing, but true! Any improvement made after the bottleneck is useless, because it will always remain starved, waiting for work from the bottleneck. And any improvements made before the bottleneck merely results in more inventory piling up at the bottleneck.

Murphy does exist, so you'll always have unplanned work, but it must be handled efficiently.

limit on [team] size ... ensures the team has a clear, shared understanding of the system they are working on. As teams get larger, the amount of communication required for everybody to know what's going on scales in a combinatorial fashion.

Another way we can enable more market-oriented outcomes is by enabling product teams to become more self-sufficient by embedding Operations engineers within them, thus reducing their reliance on centralized Operations.

integrating the objectives of QA and Operations into everyone's daily work reduces firefighting, hardship, and toil, while making people more productive and increasing joy in the work we do.

Instead of merely documenting the specifications of the production environment in a document or on a wiki page, we create a common build mechanism that creates all of our environments, such as for development, test, and production. By doing this, anyone can get production-like environments in minutes, without opening up a ticket, let alone having to wait week.s

Make infrastructure easier to rebuild than to repair

Tuckman phases of teams, going through form, storm, norm, and perform. She's ready to start norming and performing!

Unplanned work is what prevents you from doing it. Like matter and antimatter, in the presence of unplanned work, all planned work ignites with incandescent fury, incinerating everything around it. Like Phoenix.

Most people dont buy talent; they buy results.

I fly economy. I do often fly first class, but I don't travel with a posse, or bodyguard, or an assistant.

Practicality is a great help when it comes to getting things achieved," Irene retorted. "If I were going on a heroic quest, I'd probably start off by making a list of things I'd need on the journey. Including some books to read during the dull bits.

Practicality is a great help when it comes to getting things achieved,

Panic is the antithesis to good organization. Panic is messy. I am against panic on a point of principle.

Ther nys no werkman, whatsoevere he be,That may bothe werke wel and hastily;This wol be doon at leyser parfitly.

Când ai de facut o lucrare, nu te gândi mereu la întregimea ei; executa fragmentul pe care-l ai în fata, si când ai terminat cu el, mergi mai departe

The shorter the hours, the larger the income. Don't get into the habit of putting in long hours or you may be set down into a permanent subordinate position.

Random search can be more efficient than nonrandom search—something that Good and Turing had discovered at Bletchley Park. A random network, whether of neurons, computers, words, or ideas, contains solutions, waiting to be discovered, to problems that need not be explicitly defined.

We may be the only people in the world who can say our goal is to have people leave our website as quickly as possible. —"Ten Things We Know to Be True," Google company website

Better never than late.