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Accelerate: Building and Scaling High-Performing Technology Organizations Accelerate: Building and Scaling High-Performing Technology Organizations by Nicole Forsgren
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Accelerate Quotes Showing 1-30 of 75
“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.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“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!”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“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.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“High performers understand that they don’t have to trade speed for stability or vice versa, because by building quality in they get both.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“ARCHITECTS SHOULD FOCUS ON ENGINEERS AND OUTCOMES, NOT TOOLS OR TECHNOLOGIES”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“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.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“delivery lead time, deployment frequency, time to restore service, and change fail rate.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“two parts to lead time: the time it takes to design and validate a product or feature, and the time to deliver the feature to customers.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“We found that where code deployments are most painful, you’ll find the poorest software delivery performance, organizational performance, and culture.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“Developers should be able to run all automated tests on their workstations in order to triage and fix defects.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“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).”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“we hypothesized that implementing CD would influence organizational culture. Our analysis shows that this is indeed the case. If you want to improve your culture, implementing CD practices will help.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“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.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“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.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“Knowledge is power, and you should give power to those who have the knowledge.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“As Deming said, ’whenever there is fear, you get the wrong numbers”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“Westrum’s theory posits that organizations with better information flow function more effectively.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“In summary, our research found evidence that technical and Lean management practices contributed to reductions in both burnout and deployment pain.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“since nearly every company relies on software, delivery performance is critical to any organization doing business today. And software delivery performance is affected by many factors, including leadership, tools, automation, and a culture of continuous learning and improvement.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“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.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“investments in technology are also investments in people, and these investments will make our technology process more sustainable”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“In fact, our research shows that none of the following often-cited factors predicted performance: age and technology used for the application (for example, mainframe “systems of record” vs. greenfield “systems of engagement”) whether operations teams or development teams performed deployments whether a change approval board (CAB) is implemented”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“Burnout is physical, mental, or emotional exhaustion caused by overwork or stress—but it is more than just being overworked or stressed. Burnout can make the things we once loved about our work and life seem insignificant and dull. It often manifests itself as a feeling of helplessness, and is correlated with pathological cultures and unproductive, wasteful work.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“Astonishingly, these results demonstrate that there is no tradeoff between improving performance and achieving higher levels of stability and quality. Rather, high performers do better at all of these measures. This is precisely what the Agile and Lean movements predict, but much dogma in our industry still rests on the false assumption that moving faster means trading off against other performance goals, rather than enabling and reinforcing them.4”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“Clearly, what was state of the art three years ago is just not good enough for today’s business environment.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“High-performing teams were more likely to incorporate information security into the delivery process. Their infosec personnel provided feedback at every step of the software delivery lifecycle, from design through demos to helping with test automation.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“What tools or technologies you use is irrelevant if the people who must use them hate using them, or if they don’t achieve the outcomes and enable the behaviors we care about. What is important is enabling teams to make changes to their products or services without depending on other teams or systems.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“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.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“We discovered that low performers were more likely to say that the software they were building—or the set of services they had to interact with—was custom software developed by another company (e.g., an outsourcing partner). Low performers were also more likely to be working on mainframe systems.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
“Another thing I learned along the way is how critical it is to have senior leadership support. And support in actions, not words. Senior leaders need to demonstrate their commitment to creating a learning organization.”
Nicole Forsgren, Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations

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