スピード!!スピード!!スピード!!ですから読む。
"We hope that as you read this book you discover, as a technologist and technology leader, the essential components to making your organization better—starting with software delivery."
via Check out this quote from Accelerate - https://learning.oreilly.com/library/view/accelerate/9781457191435/10-preface.xhtml
願ってもない。
"For example, a recent study by James Bessen of Boston University found that the strategic use of technology explains revenue and productivity gains more than mergers and acquisitions (M&A) and entrepreneurship (2017). Andrew McAfee and Erik Brynjolfsson have also found a link between technology and profitability (2008)."
via Check out this quote from Accelerate - https://learning.oreilly.com/library/view/accelerate/9781457191435/12-ch1.xhtml
技術がM&Aよりも売上と生産性を説明する。
"The key to successful change is measuring and understanding the right things with a focus on capabilities—not on maturity."
via Check out this quote from Accelerate - https://learning.oreilly.com/library/view/accelerate/9781457191435/12-ch1.xhtml
よく分からないが、maturityよりcapabilitiesを測るのが大事らしい。
"By focusing on a capabilities paradigm, organizations can continuously drive improvement. And by focusing on the right capabilities, organizations can drive improvements in their outcomes, allowing them to develop and deliver software with improved speed and stability. In fact, we see that the highest performers do exactly this, continually reaching for gains year over year and never settling for yesterday’s accomplishments."
via Check out this quote from Accelerate - https://learning.oreilly.com/library/view/accelerate/9781457191435/12-ch1.xhtml
やはりよく分からないが、「日々改善、日々前進」ということくらい。
"Our research has yielded insights into what enables both software delivery performance and organizational performance as seen in profitability, productivity, and market share."
via Check out this quote from Accelerate - https://learning.oreilly.com/library/view/accelerate/9781457191435/12-ch1.xhtml
戦略マップで言うところの財務の視点につながる内部プロセスの視点と学習と成長の視点のを提供するイメージ。
"Second, our measure should focus on outcomes not output: it shouldn’t reward people for putting in large amounts of busywork that doesn’t actually help achieve organizational goals."
via Check out this quote from Accelerate - https://learning.oreilly.com/library/view/accelerate/9781457191435/13-ch2.xhtml
ここにもoutputよりoutcomeの話が出てきた。
"In our search for measures of delivery performance that meet these criteria, we settled on four: delivery lead time, deployment frequency, time to restore service, and change fail rate."
via Check out this quote from Accelerate - https://learning.oreilly.com/library/view/accelerate/9781457191435/13-ch2.xhtml
これらが戦略的目標になりうる。
qualityはchange failure rate、costとdeliveryはその他3つの目標になる。
"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."
via Check out this quote from Accelerate - https://learning.oreilly.com/library/view/accelerate/9781457191435/13-ch2.xhtml
生産性と品質はトレードオフではない。
"This demonstrates that your organization’s software delivery capability can in fact provide a competitive advantage to your business."
via Check out this quote from Accelerate - https://learning.oreilly.com/library/view/accelerate/9781457191435/13-ch2.xhtml
ソフトウェアデリバリケイパビリティが財務の視点につながる。
"We found that high performers were also twice as likely to exceed objectives in quantity of goods and services, operating efficiency, customer satisfaction, quality of products or services, and achieving organization or mission goals."
via Check out this quote from Accelerate - https://learning.oreilly.com/library/view/accelerate/9781457191435/13-ch2.xhtml
non-commercial performanceというのは顧客の視点のことを指しているように見える。
"The fact that software delivery performance matters provides a strong argument against outsourcing the development of software that is strategic to your business, and instead bringing this capability into the core of your organization."
via Check out this quote from Accelerate - https://learning.oreilly.com/library/view/accelerate/9781457191435/13-ch2.xhtml
内製の価値は、内部プロセスの視点を通じた財務と顧客の視点の達成。
"Too often, quality is overshadowed by the pressure for speed. A courageous and supportive leader is crucial to help teams “slow down to speed up,” providing them with the permission and safety to put quality first (fit for use and purpose) which, in the long run, improves speed, consistency, and capacity while reducing cost, delays, and rework. Best of all, this improves customer satisfaction and trust."
via Check out this quote from Accelerate - https://learning.oreilly.com/library/view/accelerate/9781457191435/29-ch16.xhtml
品質を追求することが、全てにつながるという言い方。QCDは時代遅れという話とはやや矛盾するような。
