Quotes About Agility

What use is it having all these offshore developers building features if we aren't getting to market any faster? We

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.

we are no longer able to respond quickly to our changing competitive landscape, nor are we able to provide stable, reliable service to our customers. As

Business agility is not just about raw speed. It's about how good you are at detecting and responding to changes in the market and being able to take larger and more calculated risks.

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.

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.

should be as easy as writing one line of code to create a new metric that shows up in a common dashboard where everyone in the value stream can see it.

technical debt' is what creates hardship, toil, and reduces the agility of our software engineers,

INCREASE THE VISIBILITY OF WORK In order to be able to know if we are making progress toward our goal, it's essential that everyone in the organization knows the current state of work. There are many ways to make the current state visible, but what's most important is that the information we display is up to date, and that we constantly revise what we measure to make sure it's helping us understand progress toward our current target conditions.

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.

Every industry and company that is not bringing software to the core of their business will be disrupted.

Continuous Delivery.

Unplanned work

Locality in our code is what keeps systems loosely coupled, enabling us to deliver features faster.

By adding the expertise of QA, IT Operations, and Infosec into delivery teams and automated self-service tools and platforms, teams are able to use that expertise in their daily work without being dependent on other teams.

In the DevOps ideal, developers receive fast, constant feedback on their work, which enables them to quickly and independently implement, integrate, and validate their code, and have the code deployed into the production environment (either

We cannot achieve deployments on-demand if we always have to wait weeks or months for production or test environments. The countermeasure is to create environments that are on demand and completely self-serviced, so that they are always available when we need them.

We cannot achieve deployments on demand if each of our production code deployments take weeks or months to perform (i.e., each deployment requires 1,300 manual, error-prone steps involving up to three hundred engineers). The countermeasure is to automate our deployments as much as possible, with the goal of being completely automated so they can be done self-service by any developer.

We cannot achieve deployments on demand if every code deployment requires two weeks to set up our test environments and data sets, and another four weeks to manually execute all our regression tests. The countermeasure is to automate our tests so we can execute deployments safely and to parallelize them so the test rate can keep up with our code development rate.

The more assumptions we can invalidate, the faster we can find and fix problems, increases our resilience, agility, and ability to learn and innovate.

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

Make infrastructure easier to rebuild than to repair

There's more to boxing than hitting. There's not getting hit, for instance.

At heart, Curran was a cat. He liked soft things, high places, and enough room to stretch out.