Jonathan perrine

“I say assertively, “Give me three lists. One that requires Brent work, one that increases Brent’s throughput, and the last one is everything else. Identify the top projects on each list. Don’t spend too much time ordering them—I don’t want us spending days arguing. The most important list is the second one. We need to keep Brent’s capacity up by reducing the amount of unplanned work that hits him.”
― Gene Kim, The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win

“These measures are strongly correlated to culture: ​–​Organizational investment in DevOps ​–​The experience and effectiveness of team leaders ​–​Continuous delivery capabilities ​–​The ability of development, operations, and infosec teams to achieve win-win outcomes ​–​Organizational performance ​–​Deployment pain ​–​Lean management practices Westrum organizational culture predicts software delivery performance, organizational performance, and job satisfaction. Westrum organizational culture is negatively correlated with deployment pain. The more painful code deployments are, the poorer the culture.”
― Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations

“The Last Mistake was a sort of monument to the failure of human artifice at critical moments. Its walls were covered in a bewildering variety of souvenirs, each one telling a visual tale that ended with the phrase “not quite good enough.” Above the bar was a full suit of armor, a square hole punched through at the left breast by a crossbow quarrel. Broken swords and split helmets covered the walls, along with fragments of oars, masts, spars, and tatters of sails. One of the bar’s proudest claims was that it had secured a memento of every ship that had foundered within sight of Camorr in the past seventy years.”
― Scott Lynch, The Lies of Locke Lamora

“I made a lot of mistakes along the way and wish I had access to the information in this book back then. Common traps were stepped in—like trying a top-down mandate to adopt Agile, thinking it was one size fits all, not focusing on measurement (or the right things to measure), leadership behavior not changing, and treating the transformation like a program instead of creating a learning organization (never done).”
― Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations