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81 " Teams that did well had fewer than three active branches at any time, their branches had very short lifetimes (less than a day) before being merged into trunk and never had “code freeze” or stabilization periods. "
― Nicole Forsgren , Accelerate: Building and Scaling High-Performing Technology Organizations
82 " Vision. Has a clear understanding of where the organization is going and where it should be in five years. Inspirational communication. Communicates in a way that inspires and motivates, even in an uncertain or changing environment. Intellectual stimulation. Challenges followers to think about problems in new ways. Supportive leadership. Demonstrates care and consideration of followers’ personal needs and feelings. Personal recognition. Praises and acknowledges achievement of goals and improvements in work quality; personally compliments others when they do outstanding work. "
83 " our measure should focus on outcomes not output: it shouldn’t reward people for putting in large amounts of busywork that doesn’t actually help achieve organizational goals. "
84 " The fact that low performers were more likely to be using—or integrating against—custom software developed by another company underlines the importance of bringing this capability in-house. "
85 " To summarize, in 2017 we found that, when compared to low performers, the high performers have: 46 times more frequent code deployments 440 times faster lead time from commit to deploy 170 times faster mean time to recover from downtime 5 times lower change failure rate (1/5 as likely for a change to fail) "
86 " My leader or manager: (Vision) –Has a clear understanding of where we are going. –Has a clear sense of where he/she wants our team to be in five years. –Has a clear idea of where the organization is going. "
87 " (Inspirational communication) –Says things that make employees proud to be a part of this organization. –Says positive things about the work unit. –Encourages people to see changing environments as situations full of opportunities. (Intellectual stimulation) –Challenges me to think about old problems in new ways. –Has ideas that have forced me to rethink some things that I have never questioned before. –Has challenged me to rethink some of my basic assumptions about my work. (Supportive leadership) "
88 " –Considers my personal feelings before acting. –Behaves in a manner which is thoughtful of my personal needs. –Sees that the interests of employees are given due consideration. (Personal recognition) –Commends me when I do a better than average job. –Acknowledges improvement in my quality of work. –Personally compliments me when I do outstanding work. "
89 " We found that approval only for high-risk changes was not correlated with software delivery performance. Teams that reported no approval process or used peer review achieved higher software delivery performance. Finally, teams that required approval by an external body achieved lower performance. "
90 " 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. "
91 " Those who agreed with the following statements were more likely to be in the high-performing group: We can do most of our testing without requiring an integrated environment. 1 We can and do deploy or release our application independently of other applications/ services it depends on. "
92 " Having automated tests that are reliable: when the automated tests pass, teams are confident that their software is releasable. "
93 " Ensure that existing resources are made available and accessible to everyone in the organization. Create space and opportunities for learning and improving. Establish a dedicated training budget and make sure people know about it. Also, give your staff the latitude to choose training that interests them. This training budget may include dedicated time during the day to make use of resources that already exist in the organization. Encourage staff to attend technical conferences at least once a year and summarize what they learned for the entire team. Set up internal hack days, where cross-functional teams can get together to work on a project. "
94 " Encourage teams to organize internal “yak days,” where teams get together to work on technical debt. These are great events because technical debt is so rarely prioritized. Hold regular internal DevOps mini-conferences. We’ve seen organizations achieve success using the classic DevOpsDays format, which combines pre-prepared talks with “open spaces” where participants self-organize to propose and facilitate their own sessions. Give staff dedicated time, such as 20% time or several days after a release, to experiment with new tools and technologies. Allocate budget and infrastructure for special projects. "
95 " Too many test suites are flaky and unreliable, producing false positives and negatives—it’s worth investing ongoing effort into a suite that is reliable. "
96 " Encourage sharing and innovation by having demo days and forums. This allows teams to share what they have created with each other. This also lets the teams celebrate their work and learn from each other. "
97 " 46 times more frequent code deployments 440 times faster lead time from commit to deploy 170 times faster mean time to recover from downtime 5 times lower change failure rate (1/5 as likely for a change to fail) "
98 " The key to successful change is measuring and understanding the right things with a focus on capabilities—not on maturity. "
99 " Even without an obvious example like push polling, bad surveys are found all over. Most often, they are the result of well-intentioned but untrained survey writers, hoping to gain some insight into their customers’ or employees’ opinions. Common weaknesses are: Leading questions. Survey questions should let the respondent answer without biasing them in a direction. For example, “How would you describe Napoleon’s height?” is better than “Was Napoleon short?” Loaded questions. Questions should not force respondents into an answer that isn’t true for them. For example, "
100 " it’s worth investing ongoing effort into a suite that is reliable. One way to achieve this is to put automated tests that are not reliable in a separate quarantine suite that is run independently.5 Or, of course, you could just delete them. If they’re version-controlled (as they should be), you can always get them back. "