Quotes About Productivity

when projects are late, adding more developers not only decreases individual developer productivity but also decreases overall productivity.

if we all want our developers to be productive, they need to be able to perform builds on Day One.

Because our goal is to enable small teams of developers to independently develop, test, and deploy value to customers quickly and reliably, this is where we want our constraint to be. High performers, regardless of whether an engineer is in Development, QA, Ops, or Infosec, state that their goal is to help maximize developer productivity.

What that graph says is that 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.

The job of the bridge crew is to ensure the company strategy is viable, not to remind them of the strategy or to micromanage everyone to death. Their job should be to ensure everyone can get their work done.

work in process' or 'inventory

Without automated testing, the more code we write, the more money it takes for us to test.

Instead, it should be based on the tempo of how quickly the bottleneck resource can consume the work.

Personal Kanban: Mapping Work | Navigating Life by Jim Benson and Tonianne DeMaria Barry. This

Unlike the other categories of work, unplanned work is recovery work, which almost always takes you away from your goals. That's why it's so important to know where your unplanned work is coming from.

a system where small teams of engineers are able to work productively and independently of each other, with components painstakingly and splendidly isolated from each other, instead of being complected into a giant, ugly, knotty mess.

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.

When every team expedites their work, the net result is that every project ends up moving at the same slow crawl.

Maxine loves coding and she's awesome at it. But she knows that there's something even more important than code: the systems that enable developers to be productive, so that they can write high-quality code quickly and safely, freeing themselves from all the things that prevent them from solving important business problems.

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,

However, interrupting technology workers is easy, because the consequences are invisible to almost everyone, even though the negative impact to productivity may be far greater than in manufacturing.

The Second Ideal is Focus, Flow, and Joy.

A critical part of the Second Way is making wait times visible, so you know when your work spends days sitting in someone's queue—or worse, when work has to go backward, because it doesn't have all the parts or requires rework.

do we work in small batches, ideally single-piece flow, getting fast and continual feedback on our work?

Furthermore, 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. We not only improve outcomes, but our organization is better able to win in the marketplace.

In hindsight, we now know that WIP is one of the root causes for chronic due-date problems, quality issues, and expediters having to rejuggle priorities every day. It's

Stop starting. Start finishing.

interrupting technology workers is easy, because the consequences are invisible to almost everyone, even though the negative impact to productivity may be far greater than in manufacturing.

The Goal by Dr. Eli Goldratt.