Vince Groh

“The deal [between product owners and] engineering goes like this: Product management takes 20% of the team’s capacity right off the top and gives this to engineering to spend as they see fit. They might use it to rewrite, re-architect, or re-factor problematic parts of the code base...whatever they believe is necessary to avoid ever having to come to the team and say, ‘we need to stop and rewrite [all our code].’ If you’re in really bad shape today, you might need to make this 30% or even more of the resources. However, I get nervous when I find teams that think they can get away with much less than 20%.”
― Gene Kim, The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations

“By doing this, Development and Operations may end up creating a shared work queue, instead of each silo using a different one (e.g., Development uses JIRA while Operations uses ServiceNow). A significant benefit of this is that when production incidents”
― Gene Kim, The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations

“to compete. And then there is the hype. Vendors, analysts and the media talk up new technologies and trends making them sound like the ‘next big thing’, something that every company must adopt if it wants to stay”
― Ian Cox, Disrupt IT: A new model for IT in the digital age

“costs further down the line. CIOs need to act now to close the gap. And it is not just an act of self-preservation; having”
― Ian Cox, Disrupt IT: A new model for IT in the digital age