Chapter/Section |
Selection Description |
Attribution |
01-01 |
“It’s not enough that management commit themselves to quality and productivity, they must know what it is they must do. Such a responsibility cannot be delegated” |
W. Edwards Deming |
01-02 |
“Find people who share your values, and you’ll conquer the world together.” |
John Ratzenberger |
01-02 |
“Inspection does not improve the quality, nor guarantee quality. Inspection is too late. The quality, good or bad, is already in the product. Quality cannot be inspected into a product or service; it must be built into it.” |
W. Edwards Deming |
01-02 |
“Continuous attention to technical excellence and good design enhances agility” |
|
01-03 |
Values of the Agile Manifesto |
Manifesto for Agile Software Development. http://agilemanifesto.org/ |
01-03 |
Principles of the Agile Manifesto |
Manifesto for Agile Software Development. http://agilemanifesto.org/ |
01-04 |
“The impression that ‘our problems are different’ is a common disease that afflicts management the world over. They are different, to be sure, but the principles that will help to improve the quality of product and service are universal in nature.” |
W. Edwards Deming |
01-05 |
Many leaders pride themselves on setting the high-level direction … you need to script the critical moves. |
Dan and Chip Heath, Switch: How to Change Things When Change Is Hard |
01-06 |
“The people who are crazy enough to think they can change the world are the ones who do.” |
Steve Jobs |
01-06 |
“sufficiently powerful guiding coalition” |
John P. Kotter. Leading Change. Harvard Business Review Press, 1996. |
02-01 |
“While you may ignore economics, it won’t ignore you.” |
Reinertsen, Donald. The Principles of Product Development Flow: Second Generation Lean Product Development. Celeritas Publishing, 2009. |
02-02 |
A system must be managed. It will not manage itself. Left to themselves, components become selfish, competitive, independent profit centers, and thus destroy the system. The secret is cooperation between components toward the aim of the organization. |
Deming, W. Edwards. The New Economics. MIT Press, 1994. |
02-02 |
Everyone is already doing their best; the problems are with the system … only management can change the system. |
Deming, W. Edwards. The New Economics. MIT Press, 1994. |
02-03 |
Generate alternative system-level designs and subsystem concepts. Rather than try to pick an early winner, aggressively eliminate alternatives. The designs that survive are your most robust alternatives. |
Ward, Allan C. and Durward Sobek. Lean Product and Process Development. Lean Enterprise Institute Inc., 2014. |
02-04 |
The epiphany of integration points is that they control product development and are the leverage points to improve the system. When timing of integration points slips, the project is in trouble. |
Oosterwal, Dantar P. The Lean Machine: How Harley-Davidson Drove Top-Line Growth and Profitability with Revolutionary Lean Product Development. Amacom, 2010. |
02-05 |
There was in fact no correlation between exiting phase gates on time and project success…the data suggested the inverse might be true. |
Oosterwal, Dantar P. The Lean Machine: How Harley-Davidson Drove Top-Line Growth and Profitability with Revolutionary Lean Product Development. Amacom, 2010. |
02-06 |
Operating a product development process near full utilization is an economic disaster. |
Reinertsen, Donald. The Principles of Product Development Flow: Second Generation Lean Product Development. Celeritas Publishing, 2009. |
02-07 |
“Cadence and synchronization limit the accumulation of variance.” |
Reinertsen, Donald. The Principles of Product Development Flow: Second Generation Lean Product Development. Celeritas Publishing, 2009. |
02-08 |
It appears that the performance of the task provides its own intrinsic reward…this drive…may be as basic as the others… |
Pink, Daniel. Drive: The Surprising Truth About What Motivates Us. Riverhead Books, 2011. |
02-08 |
“Knowledge workers are individuals who know more about the work that they perform than their bosses”. |
Drucker, Peter F. The Essential Drucker. Harper-Collins, 2001. |
02-08 |
Many organizations still operate from assumptions about human potential and individual performance that are outdated, rooted more in folklore than in science. They continue to pursue practices such as short-term incentive plans and pay-for-performance schemes in the face of mounting evidence that such measures usually don’t work and often do harm. |
Pink, Daniel. Drive: The Surprising Truth About What Motivates Us. Riverhead Books, 2011. |
02-08 |
“To effectively lead, the workers must be heard and respected” |
Drucker, Peter F. The Essential Drucker. Harper-Collins, 2001. |
02-09 |
“Knowledge workers themselves are best placed to make decisions about how to perform their work.” |
Peter F. Drucker |
03-01 |
The success of any kind of social epidemic is heavily dependent on the involvement of people with a particular and rare set of social skills |
Gladwell, Malcolm. The Tipping Point: How Little Things Can Make a Big Difference. Little, Brown and Company, Kindle Edition |
03-01 |
“vision for change” |
Kotter, John P. Leading Change. Harvard Business Review Press, Kindle Edition. |
03-02 |
A strong guiding coalition is always needed. One with the right composition, level of trust, and shared objective. |
Kotter, John P. Leading Change. Harvard Business Review Press, Kindle Edition. |
03-02 |
i. Establishing a sense of urgency … new approaches in the culture |
Kotter, John P. Leading Change. Harvard Business Review Press, Kindle Edition. |
03-02 |
“In a rapidly moving world, individuals … effective under these circumstances.” |
Kotter, John P. Leading Change. Harvard Business Review Press, Kindle Edition. |
03-03 |
The questions is ‘Does the group include enough proven leaders to be able to drive the change process?’ |
Kotter, John P. Leading Change. Harvard Business Review Press, Kindle Edition. |
03-03 |
“The moment you stop learning is also the one in which you will stop leading.” |
Bill Gates |
03-03 |
“It is not enough that management commit themselves to quality and productivity, they must know what it is they must do.” |
William Edwards Deming |
03-04 |
A guiding coalition that operates as an effective team can process more information, more quickly. It can also speed the implementation of new approaches because powerful people are truly informed and committed to key decisions |
Kotter, John P. Leading Change. Harvard Business Review Press, Kindle Edition. |
03-04 |
“The size of an effective coalition seems … or in small units of larger firms.” |
Kotter, John P. Leading Change. Harvard Business Review Press, Kindle Edition. |
03-05 |
Break down barriers between departments. |
William Edwards Deming,Out of the Crisis. Cambridge University Press, (1986) |
03-06 |
The more detailed we made our plans, the longer our cycle times became. |
Don Reinertsen,The principles of product development flow: second generation(2009) |
03-07 |
Short-term wins help build necessary momentum. |
Kotter, John P. Leading Change. Harvard Business Review Press, Kindle Edition. |
03-08 |
We often don’t think through carefully enough what new behavior, skills, and attitudes will be needed when major changes are initiated. As a result, we don’t recognize the kind and amount of training that will be required to help people learn those new be |
William Edwards Deming,Out of the Crisis. Cambridge University Press, (1986) |
03-08 |
“shape the path” |
Heath, Chip and Dan Heath. Switch: How to Change Things When Change Is Hard. Crown Publishing Group, Kindle Edition. |
03-09 |
Whenever you let up before the job is done, critical momentum can be lost and regression may follow. |
Kotter, John P. Leading Change. Harvard Business Review Press, Kindle Edition. |
03-10 |
Consolidate gains and produce more change |
Kotter, John P. Leading Change. Harvard Business Review Press, Kindle Edition. |
03-10 |
“shape the path” |
How to Change Things When Change Is Hard |
03-11 |
Anchor new approaches in the culture |
Kotter, John P. Leading Change. Harvard Business Review Press, Kindle Edition. |
03-12 |
Excellent firms don’t believe in excellence—only in constant improvement and constant change. |
Tom Peter |
03-12 |
There is constant sense of danger |
Koki Konishi-Toyota |
03-12 |
“What’s measured improves.” |
Peter Drucker |
04-04 |
“Business people … throughout the project” |
Agile Manifesto |
04-05 |
Good leaders must first become good servants. |
Robert K. Greenleaf |
04-06 |
Inspection does not … be built into it.” |
W. Edwards Deming |
04-06 |
“Continuous attention … design enhances agility.” |
Manifesto for Agile Software Development. www.AgileManifesto.org |
04-06 |
“disciplined technique for ... its external behavior.” |
Martin Fowler, Refactoring: Improving the Design of Existing Code, Addison-Wesley Professional, 1999. |
04-06 |
“Any developer can ... improve designs, or refactor.” |
Don Wells |
04-07 |
a holistic or ‘rugby’ approach... today’s competitive requirements. |
Nonaka and Takeuchi, “The New New Product Development Game” |
04-07 |
Scrum Master, Product Owner (PO), and Development Team |
Sutherland, Jeff and Ken Schwaber. Scrumguides.org. |
04-08 |
Stories act as ... work together effectively |
Bill Wake, co-inventor of Extreme Programming |
04-08 |
The 3Cs: Card, Conversation, Confirmation |
Ron Jeffries, one of the inventors of XP, is credited with describing the 3Cs |
04-09 |
“None of my inventions... trial until it comes” |
Thomas Alva Edison |
04-10 |
Stay committed to your decisions, but stay flexible in your approach. |
Tom Robbins |
04-11 |
Clarity adorns profound thoughts. |
Luc de Clapiers |
04-12 |
Vision without execution is hallucination |
Thomas Alva Edison |
04-14 |
At regular intervals, the team reflects … adjusts its behavior accordingly. |
Agile Manifesto |
04-16 |
“The only way ... having excess manpower” |
Goldratt, E. M., Cox, J., & Goldratt, E. M. (2016). The goal: A process of ongoing improvement. |
05-01 |
“A system must be managed…aim of the organization” |
W. Edwards Deming |
05-02 |
The more alignment ... the one enables the other. |
Stephen Bungay |
05-03 |
“It is hard to imagine a more stupid ... people who pay no price for being wrong.” |
Thomas Sowell |
05-05 |
“It is a misuse of our... belong to others” |
Peter Block |
05-06 |
“Engineering is a great profession. ... This is the engineer’s high privilege” |
Herbert Hoover |
05-06 |
“an interdisciplinary approach and … meets the user needs.” |
International Council on Systems Engineering. “What Is Systems Engineering?” http://www.incose.org/AboutSE/WhatIsSE |
05-07 |
The emphasis should be on why we do a job. |
W. Edwards Deming |
05-08 |
There’s innovation in Linux. There are some really good technical features that I’m proud of. There are capabilities in Linux that aren’t in other operating systems. |
Linus Torvalds |
05-09 |
Luck is what happens when preparation meets opportunity. |
Seneca |
05-10 |
“[4]: • Using virtualized hardware... Creating similar environments” |
Larman, Craig and Bas Vodde. Practices for Scaling Lean & Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum. Addison-Wesley, 2010. |
05-11 |
If you only quantify one thing, quantify the Cost of Delay. |
Don Reinertsen |
05-11 |
impact of correctly applying WSJF |
Reinertsen, Don. Principles of Product Development Flow: Second Generation Lean Product Development. Celeritas Publishing, 2009 |
05-12 |
Doing is a quantum leap from imagining. |
Barbara Sher |
05-12 |
“integration points control product development“ |
Barbara Sher |
05-13 |
Inertia is the residue of past innovation efforts. Left unmanaged, it consumes the resources required to fund next-generation innovation |
Geoffrey Moore |
05-13 |
“100 percent utilization drives unpredictable results“ |
Don Reinertsen |
05-14 |
Control flow under uncertainty |
Don Reinertsen |
05-14 |
SAFe Practices |
Reinertsen, Don. Principles of Product Development Flow: Second Generation Lean Product Development. Celeritas Publishing, 2009. |
05-16 |
While we must acknowledge emergence in design and system development, a little planning can avoid much waste |
James Coplien and Gertrud Bjørnvig, Lean Architecture: for Agile Software Development |
05-16 |
“the best architectures, requirements, and designs emerge from self-organizing teams.” |
Jim Highsmith |
05-17 |
“Future product development … . and react to the end results.” |
Michael Kennedy |
05-17 |
“The most efficient and effective method of conveying information to and within a development team is a face-to-face conversation.” |
Jim Highsmith |
05-18 |
“Making and meeting small commitments ... with its own intentions” |
Nonaka |
05-20 |
“Kaizen is about changing the ... kaizen. So change something!” |
Taiichi Ohno |
05-20 |
“a problem well stated is a problem half solved.” |
American inventor Charles Kettering |
05-20 |
“At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.” |
Jim Highsmith |
05-21 |
“It is said that improvement is eternal ... become fixed at any stage.” |
Taiichi Ohno |
05-22 |
Imagine a world where product ... reliability, availability, and security. |
The DevOps Handbook |
05-22 |
“high-performing IT organizations deploy 30x more frequently with 200x shorter lead times. … 60x fewer failures and recover 168x faster.” |
Kim, Gene and Jez Humble, Patrick Debois, John Willis. The DevOps Handbook: How to Create World-Class Agility, Reliability, and Security in Technology Organizations. IT Revolution Press |
05-23 |
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. |
Jim Highsmith |
05-24 |
Specifically, you can take the time … year’s operating plan. |
Geoffrey Moore, Escape Velocity |
05-25 |
“The epiphany of integration points is that they control product development. They are the leverage points to improve the system. When timing of integration points slip, the project is in trouble” |
Oosterwal, Dantar P. The Lean Machine: How Harley-Davidson Drove Top-Line Growth and Profitability with Revolutionary Lean Product Development. Kindle Edition. |
05-25 |
“integration points control product development.” |
Oosterwal, Dantar P. The Lean Machine: How Harley-Davidson Drove Top-Line Growth and Profitability with Revolutionary Lean Product Development. Kindle Edition. |
05-26 |
In order for you to...entirely on demand. |
Kim, Gene, et al. The Phoenix Project: A Novel About IT, DevOps, and Helping Your Business Win. IT Revolution Press, 2013. |
06-01 |
“The most important things.. measured in advance” |
W. Edwards Deming |
06-01 |
“Working software is the primary measure of progress” |
Agile Manifesto |
06-02 |
“A specialist is .. less and less” |
William J. Mayo |
06-03 |
“It’s said that ... from others’ successes” |
Zen proverb adapted by John C. Maxwell |
06-03 |
“Domain – An area..regular interactions” |
Wenger, Etienne. Communities of Practice: Learning, Meaning, and Identity. Cambridge University Press, 1999. |
06-05 |
“Prediction is very difficult, especially if it is about the future” |
Niels Bohr |
06-05 |
“Responding to change over following a plan” |
Agile Manifesto |
06-06 |
“People at work .. to a larger whole” |
Daniel Pink |
06-07 |
“The whole is greater than the sum of its parts” |
Aristotle |
06-08 |
“What if we... and on budget?” |
Eric Ries |
06-08 |
“Lean UX literally has ..of the process.” |
Gothelf, Jeff and Josh Seiden. Lean UX: Designing Great Products with Agile Teams. O’Reilly Media. 2016. |
07-01 |
Everything must be made as simple as possible. But not simpler. |
Albert Einstein |
07-02 |
Principle of Alignment: There is more value created with overall alignment than with local excellence |
Don Reinertsen |
07-03 |
Even when they don’t yet know it … you many such examples. |
Jeff Bezos |
07-04 |
A long-term relationship between purchaser and supplier is necessary for best economy |
W. Edwards Deming |
07-04 |
Contracts governing … and nonbinding targets |
Aoki, Katsuki and Thomas Taro Lennerfors. “New, Improved Keiretsu.” Harvard Business Review. September 2013 |
07-04 |
At the Toyota Technical Center … same project |
Liker, Jeffrey and Thomas Y. Choi. “Building Deep Supplier Relationships.” Harvard Business Review. December 2004 |
07-04 |
Honda tells the suppliers … . coming years |
Liker, Jeffrey and Thomas Y. Choi. “Building Deep Supplier Relationships.” Harvard Business Review. December 2004 |
07-04 |
Toyota uses the term genchi genbutsu or gemba ...how suppliers work |
Liker, Jeffrey and Thomas Y. Choi. “Building Deep Supplier Relationships.” Harvard Business Review. December 2004 |
07-04 |
Automobile manufacturing … matters of importance |
Toyota Supplier CSR Guidelines.” 2012. http://www.toyota-global.com/sustainability/society/partners/supplier_csr_en.pdf |
07-04 |
While other automakers ...cost savings with Honda |
Liker, Jeffrey and Thomas Y. Choi. “Building Deep Supplier Relationships.” Harvard Business Review. December 2004 |
07-04 |
There is a bear trap … ..will double the cost of the items |
Deming, W. Edwards. Out of the Crisis. MIT Center for Advanced Educational Services. 1982 |
07-07 |
The objective of the … . with the objective to physically demonstrate it |
Oosterwal, Dantar P. The Lean Machine: How Harley-Davidson Drove Top-Line Growth and Profitability with Revolutionary Lean Product Development. Amacom, 2010 |
07-08 |
Click. Boom. Amazing! |
Steve Jobs |
07-09 |
Context is the key—from that comes the understanding of everything |
Kenneth Noland |
07-10 |
working software over comprehensive documentation |
Agile Manifesto |
07-10 |
Favoring models over documents … . contractual obligations. |
Ambler, Scott. |
07-10 |
Quality begins with the intent |
W. Edwards Deming |
07-11 |
Trust, but verify |
Ronald Reagan |
07-11 |
Inspection is too late. The quality good, or bad, is already in the product |
William Edwards Deming |
07-12 |
All models are wrong, but some are useful |
George E. P. Box |
08-01 |
To succeed in the long term, focus on the middle term |
Geoffrey Moore |
08-10 |
Innovation comes from the producer, not the customer |
W. Edwards Deming |
08-11 |
I urge everyone—no matter … .given before acting |
Suze Orman |
08-12 |
All it takes to play baseball.... That’s it |
Ryne Sandberg |
08-02 |
A strategic inflection point … make a radical shift or die. |
Andy Grove, Only the Paranoid Survive |
08-04 |
Innovation distinguishes between a leader and a follower |
Steve Jobs |
08-05 |
Agile software development and traditional cost accounting don’t match |
Rami Sirkia and Maarit Laanti |
08-06 |
What if we found ourselves… .and on budget? |
Eric Ries |
08-07 |
To be in hell is to drift; to be in heaven is to steer |
George Bernard Shaw |
08-08 |
All men can see these tactics … ..victory is evolved |
Sun Tzu |
08-09 |
Most strategy dialogues … . on issues this abstract. |
Geoffrey Moore, Escape Velocity |
08-09 |
By documenting the current ...never-ending process |
Lean Enterprise Institute |
09-01 |
“While we must acknowledge emergence in design and system development, a little planning can avoid much waste” |
Coplien, James and Gertrud Bjørnvig. Lean Architecture for Agile Software Development. Wiley and Sons, 2010. |
09-01 |
“The best architectures, requirements, and designs emerge from self-organizing teams” |
Jim Highsmith |
09-01 |
“We welcome changing requirements even late in development” |
Jim Highsmith |
09-01 |
“If simplicity is good, we’ll always leave the system with the simplest design that supports its current functionality.” |
Beck, Kent. Extreme Programming Explained: Embrace Change. Addison-Wesley, 2000. |
09-02 |
“select a winning contractor and then expect them to deliver on the requirements within the specified time frame and budget. However, this traditional approach almost always led to failures—each a spectacular waste of taxpayer dollars”. |
|
09-03 |
“To win in the marketplace you must first win in the workplace” |
Doug Conant, American businessman and former CEO, Campbell Soup Company |
09-03 |
“as people who know more about the work they perform than their bosses.” |
Peter drucker |
09-03 |
Employee Appraisals |
Adapted from Nokia New Recognition Framework, HR Tech World Congress 2015 |
09-03 |
Examples of role-based career paths |
Just Leading Solutions, 2016 |
09-03 |
Interview Questions |
Just Leading Solutions, 2016 |
09-05 |
“It does not happen all at once. There is no instant pudding.” |
W. Edwards Deming |
09-06 |
Simplicity — the art of maximizing the amount of work not done — is essential. |
Jim Highsmith |
09-07 |
Innovation comes from the producer, not the customer. |
W. Edwards Deming |
09-08 |
“Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.” And “The best architectures, requirements, and designs emerge from self-organizing teams.” |
Jim Highsmith |
09-08 |
“Imposing an agile process from the outside, strips the team of the self-determination, which is at the heart of agile thinking.” |
Martin Fowler |
09-09 |
You just have to have the guidance to lead you in the direction until you can do it yourself. It is the neglect of timely repair that makes rebuilding necessary |
Richard Whately |
09-10 |
Essentially, all models are wrong, but some are useful. |
George E. P. Box |
09-11 |
“one percent inspiration and 99 percent perspiration.” |
Thomas Alva Edison |
09-12 |
If we knew what we were doing, it wouldn’t be called research. |
Albert Einstein |
09-13 |
We never have enough time for testing, so let’s just write the test first |
Beck, Kent. Test-Driven Development. Addison-Wesley, 2003. |