Top 26 David J. Anderson Quotes
#1. I like solving problems, and science provides a logical way of solving real-life problems.
David J. Anderson
#2. Developing an increased level of trust with other teams can enable the harder things.
David J. Anderson
#3. There should be no grand, centralized choice made in the ivory tower. The minor cost-efficient advantage of the whole staff being trained in one method is far outweighed by the problems created - and the real cost, in ROI terms - by using the wrong process for the job.
David J. Anderson
#4. Kanban is not a software development lifecycle methodology or an approach to project management. It requires that some process is already in place so that Kanban can be applied to incrementally change the underlying process.
David J. Anderson
#5. Successful ecologists are successful in part because they have prepared their minds to attack scientific problems using a variety of intellectual tools.
David J. Anderson
#6. When we agree to meet with friends, have drinks, dinner, and watch a movie on a Friday evening, we incur coordination costs. All the emails, text messages, and phone calls that are required to arrange a social evening are the coordination costs. So
David J. Anderson
#7. Decide the outer boundaries of the kanban system. It is often best to limit this to the immediate span of political control. Do not force visualization, transparency, and WIP limits on any department that does not volunteer to collaborate.
David J. Anderson
#8. First, how could I protect my team from the incessant demands of the business and achieve what the Agile community now refers to as a "sustainable pace"? And second, how could I successfully scale adoption of an Agile approach across an enterprise and overcome the inevitable resistance to change?
David J. Anderson
#9. for the average team, insisting on writing tests first, before functional coding, improves quality.
David J. Anderson
#10. Becoming a bird ecologist was just luck! I had the chance to be a field assistant for a scientist working in the Galapagos Islands, and while I was there, I saw a particular problem in behavioral biology that I wanted to solve and, in the process, made myself into a bird ecologist.
David J. Anderson
#13. Reducing coordination and transaction costs is at the heart of Lean. It is waste elimination in its most potent form. It allows smaller batches to become efficient. It enables business agility. Reducing coordination and transaction costs is game changing.
David J. Anderson
#16. When teams are asked to work together to analyze problems and design solutions, the quality is higher.
David J. Anderson
#17. The two pillars of the Toyota production system are just-in-time and automation with a human touch, or autonomation.
David J. Anderson
#19. you don't need the best people to produce world-class results.
David J. Anderson
#20. An interesting side effect of pull systems is that they limit work-in-progress (WIP) to some agreed-upon quantity,
David J. Anderson
#21. You need slack to enable continuous improvement. In order to have slack, you must have an unbalanced value stream with a bottleneck resource. Optimizing for utilization is not desirable.
David J. Anderson
#22. lower tacit-knowledge depreciation when we have less work-in-progress, resulting in higher quality.
David J. Anderson
#23. An act of leadership is to say that whatever's happening now is not good enough and suggest or show that we can do better. If you don't have that, then you don't have the catalyst for continuous improvement.
David J. Anderson
#24. Of course, speed is most useful if it is in the correct direction;
David J. Anderson
#25. Software engineers are apparently not supposed to have a social or family life.
David J. Anderson
#26. how do you identify wasteful transaction costs or coordination activities? I believe that you ask yourself, "If this activity is truly value-adding, would we do more of it?" When
David J. Anderson
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