Guilherme Campos > Guilherme's Quotes

“Your job isn’t to build more software faster: it’s to maximize the outcome and impact you get from what you choose to build.”
― Jeff Patton, User Story Mapping: Discover the Whole Story, Build the Right Product

“And, of course, as savvy readers can appreciate, when software developers say it’s going to take a year to get something done, they really mean two years. It’s not because they’re incompetent, or that they are calendar-challenged, it’s just that estimating the time to do something we’ve never done before is something we suck at. And, by nature, we’re often optimistic animals.”
― Jeff Patton, User Story Mapping: Discover the Whole Story, Build the Right Product

“For every story you write, you need to put three into your backlog of stories.” I asked him why, and he said, “You just do.” I asked, “What should I write on the other two?” “It doesn’t matter what you write.” “What do you mean?” I asked, “I have to write something on them!” Alistair replied, “Well, if you have to write something on them, then write what you want on the first card, and on the second card write ‘Fix the first card.’ Then on the third card, write ‘Fix the second one.’ If you aren’t going around this cycle three times for each story, you’re not learning.”
― Jeff Patton, User Story Mapping: Discover the Whole Story, Build the Right Product

“Half a baked cake may not be enough to feed a wedding party, but it’s enough to taste and leave everyone looking forward to the rest of the cake.”
― Jeff Patton, User Story Mapping: Discover the Whole Story, Build the Right Product

“Design by community is not design by committee…design is never democratic.”[”
― Jeff Patton, User Story Mapping: Discover the Whole Story, Build the Right Product

“If you’re a manager, remember that one third to one half of your workforce is probably introverted, whether they appear that way or not. Think twice about how you design your organization’s office space. Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or team-building retreats. Make the most of introverts’ strengths—these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine. Also, remember the dangers of the New Groupthink. If it’s creativity you’re after, ask your employees to solve problems alone before sharing their ideas. If you want the wisdom of the crowd, gather it electronically, or in writing, and make sure people can’t see each other’s ideas until everyone’s had a chance to contribute. Face-to-face contact is important because it builds trust, but group dynamics contain unavoidable impediments to creative thinking. Arrange for people to interact one-on-one and in small, casual groups. Don’t mistake assertiveness or eloquence for good ideas. If you have a proactive work force (and I hope you do), remember that they may perform better under an introverted leader than under an extroverted or charismatic one.”
― Susan Cain, Quiet: The Power of Introverts in a World That Can't Stop Talking

“Approach what you find repulsive, help the ones you think you cannot help, and go places that scare you. ”
― Machik Labdron