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Mary Poppendieck quotes Showing 1-30 of 52

“The biggest cause of failure in software-intensive systems is not technical failure; it’s building the wrong thing.”
Mary Poppendieck, Leading Lean Software Development: Results Are not the Point
“Almost everything we know about good software architecture has to do with making software easy to change”
Mary Poppendieck, Implementing Lean Software Development: From Concept to Cash
“customers do not need scope. They need to have business goals accomplished within some constraints of time and cost.”
Mary Poppendieck, Leading Lean Software Development: Results Are not the Point
“Commitment to deliver on time and on budget was not made based on the details; details didn't exist. Their commitment was based on the ability to shape the details.”
Mary Poppendieck, Leading Lean Software Development: Results Are Not the Point
“It is very important to defer public commitment to exactly which features will be in the product, because this makes it possible to reliably release the product on time. The release date is guaranteed, but the exact features are not. Timebox—don’t scopebox.”
Mary Poppendieck, Leading Lean Software Development: Results Are not the Point
“Suppose a developer has a conversation with a customer about details of a feature. The conversation should not be considered complete until it is expressed as a customer test.”
Mary Poppendieck, Lean Software Development: An Agile Toolkit: An Agile Toolkit
“It may seem like writing tests slows down development; in fact, testing does not cost, it pays, both during development and over the system’s lifecycle.”
Mary Poppendieck, Lean Software Development: An Agile Toolkit: An Agile Toolkit
“attempting to maximize utilization is a self-defeating process. Optimal utilization can be achieved only by concentrating on flow.”
Mary Poppendieck, Leading Lean Software Development: Results Are not the Point
“leaders in many companies believe that developers should not talk to customers because this is a waste of valuable developer time.”
Mary Poppendieck, Leading Lean Software Development: Results Are not the Point
“direct developer-customer interaction delivered more of the right content, increased sales, and dramatically reduced support calls.”
Mary Poppendieck, Leading Lean Software Development: Results Are not the Point
“The simple mathematical fact working here is that variation is always amplified as it moves down a chain of connected events. A little variation in step one introduces a huge variation five steps later.”
Mary Poppendieck, Lean Software Development: An Agile Toolkit: An Agile Toolkit
“He notes that the policies established to solve a problem will often exacerbate the problem, creating a downward spiral: As a problem gets worse, managers apply even more aggressively the very policies that are causing the problem.”
Mary Poppendieck, Lean Software Development: An Agile Toolkit: An Agile Toolkit
“we shouldn’t add features until they are needed. Forget just in case; develop just in time.”
Mary Poppendieck, Leading Lean Software Development: Results Are not the Point
“It would be much better to assign work to established teams than to reconstitute teams around projects.”
Mary Poppendieck, Leading Lean Software Development: Results Are not the Point
“Principles are underlying truths that don’t change over time or space, while practices are the application of principles to a particular situation.”
Mary Poppendieck, Implementing Lean Software Development: From Concept to Cash
“Frameworks should be extracted from a collection of successful implementations, not built on speculation.”
Mary Poppendieck, Lean Software Development: An Agile Toolkit: An Agile Toolkit
“the most successful development occurs when developers talk directly to customers or are part of business teams.”
Mary Poppendieck, Leading Lean Software Development: Results Are not the Point
“However, if damaging behavior can be limited through the relationship rather than the contract, all manner of benefits in terms of speed, flexibility, cost, and information exchange can result. Unfortunately, these benefits are counterintuitive”
Mary Poppendieck, Lean Software Development: An Agile Toolkit: An Agile Toolkit
“In a three-year period, we had 78 projects, and 77 of them were delivered on time, on budget, and in scope. Then I surveyed the customers and found out that none of them was happy!”
Mary Poppendieck, Lean Software Development: An Agile Toolkit: An Agile Toolkit
“Thus, fixed-price contracts tend to select the vendor most likely to get in trouble.”
Mary Poppendieck, Lean Software Development: An Agile Toolkit: An Agile Toolkit
“There are few endeavors in which it is more important to keep options open than in software development. In Chapter 3, “Decide as Late as Possible”
Mary Poppendieck, Lean Software Development: An Agile Toolkit: An Agile Toolkit
“A Standish Group study found that 45 percent of features in a typical system are never used and 19 percent are rarely used.”
Mary Poppendieck, Lean Software Development: An Agile Toolkit: An Agile Toolkit
“true productivity has to be measured relative to the outcomes of the overall system, not just the software. Just producing a lot of lines of code or function points is irrelevant; the real question is, How much improvement in customer outcomes has the development team generated?”
Mary Poppendieck, Leading Lean Software Development: Results Are not the Point
“Schedule irreversible decisions for the last responsible moment, that is, the last chance to make the decision before it is too late.”
Mary Poppendieck, Implementing Lean Software Development: From Concept to Cash
“Set-based development means that you communicate constraints, not solutions.”
Mary Poppendieck, Lean Software Development: An Agile Toolkit: An Agile Toolkit
“resist the temptation to jump to a solution;”
Mary Poppendieck, Lean Software Development: An Agile Toolkit: An Agile Toolkit
“keep the constraints of the problem visible”
Mary Poppendieck, Lean Software Development: An Agile Toolkit: An Agile Toolkit
“No one has yet figured out how to manage people effectively into battle; they must be led,” wrote John Kotter”
Mary Poppendieck, Lean Software Development: An Agile Toolkit: An Agile Toolkit
“You measure system capability; you do not prescribe it.”
Mary Poppendieck, Leading Lean Software Development: Results Are not the Point
“It is much more important to develop people with the expertise to make wise decisions than it is to develop decision-making processes that purportedly think for people. We are also convinced that it is quite possible to develop many people who are able to make wise intuitive decisions.”
Mary Poppendieck, Lean Software Development: An Agile Toolkit: An Agile Toolkit

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