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1 " Complex deployments often require multiple handoffs between teams, particularly in siloed organizations where database administrators, network administrators, systems administrators, infosec, testing/QA, and developers all work in separate teams. "
― Nicole Forsgren
2 " Support and facilitate collaboration among teams. This reflects how well teams, which have traditionally been siloed, interact in development, operations, and information security. "
― Nicole Forsgren , Accelerate: Building and Scaling High-Performing Technology Organizations
3 " Most squads are cross-functional, consisting of engineers and marketers, collaborating as a single team with a shared understanding of customer value. "
4 " Steve and Karen extend our view beyond the interrelationships of team, management, and leadership practices, beyond the skillful adoption of DevOps, and beyond the breaking down of silos—all necessary, but not sufficient. Here we see the evolution of holistic, end-to-end organizational transformation, fully engaged and fully aligned to enterprise purpose. "
5 " We found that external approvals were negatively correlated with lead time, deployment frequency, and restore time, and had no correlation with change fail rate. In short, approval by an external body (such as a manager or CAB) simply doesn’t work to increase the stability of production systems, measured by the time to restore service and change fail rate. However, it certainly slows things down. It is, in fact, worse than having no change approval process at all. "
6 " High performers understand that they don’t have to trade speed for stability or vice versa, because by building quality in they get both. "
7 " ARCHITECTS SHOULD FOCUS ON ENGINEERS AND OUTCOMES, NOT TOOLS OR TECHNOLOGIES "
8 " Adrian Cockcroft, Netflix’s seminal cloud architect, was once asked by a senior leader in a Fortune 500 company where he got his amazing people from. Cockcroft replied, “I hired them from you! "
9 " The most important characteristic of high-performing teams is that they are never satisfied: they always strive to get better. High performers make improvement part of everybody’s daily work. "
10 " Our analysis is clear: in today’s fast-moving and competitive world, the best thing you can do for your products, your company, and your people is institute a culture of experimentation and learning, and invest in the technical and management capabilities that enable it. "
11 " Developers should be able to run all automated tests on their workstations in order to triage and fix defects. "
12 " Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place” (Deming 2000). "
13 " Westrum’s description of a rule-oriented culture is perhaps best thought of as one where following the rules is considered more important than achieving the mission—and we have worked with teams in the US Federal Government we would have no issue describing as generative, as well as startups that are clearly pathological. "
14 " A key goal of continuous delivery is changing the economics of the software delivery process so the cost of pushing out individual changes is very low. "
15 " Knowledge is power, and you should give power to those who have the knowledge. "
16 " As Deming said, ’whenever there is fear, you get the wrong numbers "
17 " Westrum’s theory posits that organizations with better information flow function more effectively. "
18 " Technology managers, like so many other well-meaning managers, often try to fix the person while ignoring the work environment, even though changing the environment is far more vital for long-term success. Managers who want to avert employee burnout should concentrate their attention and efforts on: Fostering a respectful, supportive work environment that emphasizes learning from failures rather than blaming Communicating a strong sense of purpose Investing in employee development Asking employees what is preventing them from achieving their objectives and then fixing those things Giving employees time, space, and resources to experiment and learn Last but not least, employees must be given the authority to make decisions that affect their work and their jobs, particularly in areas where they are responsible for the outcomes. "
19 " 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). "
20 " software delivery is an exercise in continuous improvement, and our research shows that year over year the best keep getting better, and those who fail to improve fall further and further behind. "
