“Brent. Brent, Brent, Brent! Can’t we do anything without him? Look at us! We’re trying to have a management discussion about commitments… — Gene Kim Copy Share Image
“If adopting DevOps could enable us, through better management and increased operational excellence, to halve that waste and redeploy that human potential… — Gene Kim Copy Share Image
“Traditional managers will often object to hiring engineers with generalist skill sets, arguing that they are more expensive and that ‘I can… — Gene Kim Copy Share Image
“When these accidents affect our customers, we seek to understand why it happened. The root cause is often deemed to be human… — Gene Kim Copy Share Image
“One of the most significant things they did to help change the outcomes of deployments was to have all Facebook engineers, engineering… — Gene Kim Copy Share Image
“The deal [between product owners and] engineering goes like this: Product management takes 20% of the team’s capacity right off the top… — Gene Kim Copy Share Image
“for those organizations that provided a stock ticker symbol, we found that high performers had 50% higher market capitalization growth over three years. They… — Gene Kim Copy Share Image
“A critical part of the Second Way is making wait times visible, so you know when your work spends days sitting in someone’s queue—or… — Gene Kim Copy Share Image
“when something does go wrong, we conduct blameless post-mortems, not to punish anyone, but to better understand what caused the accident and how to… — Gene Kim Copy Share Image
“Bill Baker, a distinguished engineer at Microsoft, quipped that we used to treat servers like pets: “You name them and when they get sick,… — Gene Kim Copy Share Image
“To even get feedback from our integration process would require twenty-four to thirty-six hours.” — Gene Kim Copy Share Image
“work can bounce between teams endlessly due to incomplete information, or work can be passed onto downstream work centers with problems that remain completely… — Gene Kim Copy Share Image
“practicing five minutes daily is better than practicing once a week for three hours. And if you want to create a genuine culture of… — Gene Kim Copy Share Image
“20% on detailed planning (Their poor throughput and high lead times were misattributed to faulty estimation, and so, hoping to get a better answer,… — Gene Kim Copy Share Image
“Features are always a gamble. If you’re lucky, ten percent will get the desired benefits.” — Gene Kim Copy Share Image
“I listen to Wes and Patty brainstorm ideas to reduce yet another dependency on Brent when something starts to bother me. Erik called WIP,… — Gene Kim Copy Share Image
The status quo (of development) pre-ordains failure from the very beginning. — Gene Kim Copy Share Image
![“The deal [between product owners and] engineering goes like this: Product management takes 20% of the team’s capacity right off the top and gives this to engineering to spend as they see fit. They might use it to rewrite, re-architect, or re-factor problematic parts of the code base...whatever…” quote by Gene Kim](https://sms4smile.com/quotes/img-quotes/06c/gene-kim-2268_management_the-deal-between-product-owners-and-engi_3202345.jpg)
![“Bill Baker, a distinguished engineer at Microsoft, quipped that we used to treat servers like pets: “You name them and when they get sick, you nurse them back to health. [Now] servers are [treated] like cattle. You number them and when they get sick, you shoot them.” quote by Gene Kim](https://sms4smile.com/quotes/img-quotes/e7b/gene-kim-2268_health_bill-baker-a-distinguished-engineer-at-m_187582.jpg)
