Quotes About Teams

I grew up a Lakers and a Clippers fan.

Every year at the NFL Scouting Combine in Indianapolis, PFF meets with nearly every team.

It is possible to stop Messi. Teams do it when he plays for Argentina. But the Barcelona Messi is different.

Of course you have Messi and Ronaldo. And then you've got a lot of players who are very close to each other and I think Gareth Bale is one of them, like at the level of the best teams in the world. He could play for every team in the world. For me he's a world class player.

Me, personally, I was a Mets and Giants fan.

Playing for the Giants for four years, you had this idea that the Jets are the other team, and then, going to Miami and playing in the same division, you learned to hate them as well.

I can't say I've always been a Miami Heat fan, but ever since I got down to Miami, I'm a fan of many Miami teams.

The cap is a discussion about competitiveness, not about money. It's about trying to bring the top teams down to a level where the midfield teams feel they can compete. The reality is that whatever the level of spend there will always be teams that run at the front and teams that run at the back.

In every city where there are two teams, the rivalry is very intense. Rome, Milan, everywhere - it's very strong.

There are teams I like a lot like Inter and AC Milan, so I'd think about going to the Italian league.

I know they like their sports in Minnesota.

For too long, our controversies seem to boil down to conservatives and liberals (or, if you prefer, traditionalists and progressives) talking past each other for the benefit of stirring up their loyalists, as partisans do in the primary campaigns of electoral politics. The rest of us are expected to line up with our team just as soon as they show their colors.

The ability to shift from reacting against the past to leaning into and presencing an emerging future is probably the single most important leadership capacity today. It is a capacity that is critical in situations of disruptive change, not only for institutions and systems, but also for teams and individuals.

This kind of service-oriented architecture allows small teams to work on smaller and simpler units of development that each team can deploy independently, quickly, and safely. Shoup notes, "Organizations with these types of architectures, such as Google and Amazon, show how it can impact organizational structures, [creating] flexibility and scalability. These are both organizations with tens of thousands of developers, where small teams can still be incredibly productive.

When Dev teams had problems with testing or deployment, they needed more than just technology or environments. What they also needed was help and coaching. At first, we embedded Ops engineers and architects into each of the Dev teams, but there simply weren't enough Ops engineers to cover that many teams. We were able to help more teams with what we called an Ops liaison model and with fewer people.

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.

For example, high performance with a functional-oriented and centralized Operations group is possible, as long as service teams get what they need from Operations reliably and quickly (ideally on demand) and vice-versa. Many

Locality in our organizations allows teams to make decisions without having to communicate and coordinate with people outside the team, potentially having to get approvals from distant authorities or committees so far removed from the work that they have no relevant basis to make good decisions," he says, clearly disgusted.

Amazingly, the transformations are not primarily based on automation. Instead, the incredible improvements come from modifying policies around the system of work and the policies that control work in process, ensuring that there are effective cross-functional teams, subordinating everything to the constraint, and managing handoffs well.

Maxine remembers what it felt like to be the patient advocate for her dad, doing whatever it took to get him through the healthcare system. Now, she recommits herself to doing whatever it takes to get her teams through the company bureaucracies—the Data Hub team's sense of mission and urgency deserve no less. Relentless optimism, she reminds herself.

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.

Early in her career, the ratio of UX and designers to developers was 1:70. These days, great teams doing consumer-oriented products have ratios of 1:6 because it's that important to create products that people love.

Broadly speaking, to acheive DevOps outcomes, we need to reduce the effects of functional orientation ("optimizing for cost") and enable market orientation ("optimizing for speed") so we can have many small teams working safely and independently, quickly delivering value to the customer

Teenagers learn best by doing things, they learn best in teams and they learn best by doing things for real — all the opposite of what mainstream schooling actually does.