Productivity quotes

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F_Terry_Baker

Thinking Versus Coding Errors

“In short, it is the thinking errors, more than the coding errors, which limit programming productivity.”
Keywords: Programming_quotes Thinking_quotes Productivity_quotes Error_quotes Debugging_quotes Short_quotes Coding_quotes Limitation_quotes

Code Library

“The most important of these is a development support library which encourages the visibility and manageability of the product, as well as reduces clerical effort on the part of the programmers. The library is typically maintained and operated by a programming librarian who serves to control the programming assets and to provide the necessary services for both programmers and management. As a result of its use, the entire project is maintained in a centralized, up-to-date, visible form which makes its status immediately apparent to code-competent software managers and makes it possible for programmers to answer their questions directly without relying on others.”
  • Source: Baker, F. T. (1975). Software Management Through Improved Programming Technology. ACM ’75: Proceedings of the 1975 Annual Conference, 286–287. https://doi.org/10.1145/800181.810346
Keywords: Programming_quotes Productivity_quotes Library_quotes Source_Code_quotes Important_quotes Development_quotes Support_quotes Encourage_quotes Visible_quotes Management_quotes Product_quotes Reduce_quotes Clerical_quotes Effort_quotes Part_quotes Programmer_quotes Typical_quotes Maintain_quotes Operate_quotes Librarian_quotes Serve_quotes Control_quotes Asset_quotes Provide_quotes Service_quotes Necessary_quotes Result_quotes Use_quotes Entire_quotes Project_quotes Centralize_quotes Up_to_date_quotes Form_quotes Make_quotes Status_quotes Immediate_quotes Apparent_quotes Code_quotes Competent_quotes Software_quotes Manager_quotes Possible_quotes Answer_quotes Question_quotes Direct_quotes Rely_quotes

Programmer Clerks

“...programmers typically get less programming done than they could because they do a great deal of clerical work directly.”
  • Source: Baker, F. T. (1975). Software Management Through Improved Programming Technology. ACM ’75: Proceedings of the 1975 Annual Conference, 286–287. https://doi.org/10.1145/800181.810346
Keywords: Programming_quotes Productivity_quotes Programmer_quotes Typical_quotes Clerical_quotes Work_quotes Direct_quotes

Fred_Brooks

Productivity Magnitude

“Study after study shows that the very best designers produce structures that are faster, smaller, simpler, cleaner, and produced with less effort. The differences between the great and the average approach an order of magnitude.”
  • Source: Brooks Jr., F. P. (1995). The Mythical Man-Month - Essays on Software Engineering (Anniversary Edition) | 1975/1995 (Anniv.). Boston. MA: Addison-Wesley. ISBN: 0201835959. Chapter 16, page 202.
Keywords: Design_quotes People_quotes Software_quotes Productivity_quotes Quality_quotes Software_Quality_quotes Project_Management_quotes Excellence_quotes Study_quotes Designer_quotes Produce_quotes Structure_quotes Fast_quotes Simple_quotes Small_quotes Clean_quotes Effort_quotes Project_quotes Management_quotes Difference_quotes Great_quotes Average_quotes Order_quotes Magnitude_quotes

Child Bearing Task Law

“The bearing of a child takes nine months, no matter how many women are assigned. Many software tasks have this characteristic because of the sequential nature of debugging.”
  • Source: Brooks Jr., F. P. (1995). The Mythical Man-Month - Essays on Software Engineering (Anniversary Edition) | 1975/1995 (Anniv.). Boston. MA: Addison-Wesley. ISBN: 0201835959. Chapter 2, page 17.
Keywords: Child_Bearing_quotes Human_Resources_quotes Programming_quotes Programmer_quotes Productivity_quotes Project_Management_quotes Software_quotes Debugging_quotes Sequential_quotes Law_quotes Bearing_quotes Child_quotes Month_quotes Women_quotes Assign_quotes Management_quotes Task_quotes Characteristic_quotes Nature_quotes

Design Is Important

“Mediocre design provably wastes the world’s resources, corrupts the environment, affects international competitiveness. Design is important; teaching design is important.”
  • Source: Brooks Jr., F. P. (2010). The Design of Design. Upper Saddle River, NJ: Addison-Wesley. ISBN: 978-0-201-36298-5. Preface.
Keywords: Design_quotes Education_quotes Waste_quotes Productivity_quotes Environmental_quotes Competition_quotes Corruption_quotes Mediocrity_quotes Excellence_quotes Proof_quotes World_quotes Resource_quotes Affect_quotes International_quotes Important_quotes Teach_quotes

Tom_DeMarco

Kicking Ass

"Management is a complex enough thing to defy simple definition, but that nuance was lost on one senior manager we encountered at a professional society meeting in London. He summed up his entire view of the subject with this statement: 'Management is kicking ass.' This equates to the view that managers provide all the thinking and the people underneath them just carry out their bidding. Again, that might be workable for cheeseburger production, but not for any effort for which people do the work with their heads rather than their hands. Everyone in such an environment has got to have the brain in gear. You may be able to kick people to make them active, but not to make them creative, inventive, and thoughtful. Even if kicking people in the backside did boost their short-term productivity, it might not be useful in the long run. There is nothing more discouraging to any worker than the sense that his own motivation is inadequate and has to be 'supplemented' by that of the boss. The saddest thing about this management approach is that it’s almost always superfluous. You seldom need to take Draconian measures to keep your people working; most of them love their work. You may even have to take steps sometimes to make them work less, and thus get more meaningful work done."
  • Source: Book: Entitled: Peopleware: Productive Projects and Teams. Edition: 3rd. Written by: Tom DeMarco; Tim Lister. Date published: 1987; 1999; 2013. Publisher: Addison-Wesley. Country: USA; GBR; CAN; DEU; FRA; ESP; ZAF; AUS; JPN; SGP; MEX. Language: en. ISBN: ISBN-13: 978-0-321-93411-6 (alk paper); 0-321-93411-3 (alk paper). Chapter: 2 (Make a Cheeseburger, Sell a Cheeseburger).
Keywords: Management_quotes Complexity_quotes Manager_quotes Nuance_quotes Kicking_quotes Thinking_quotes Worker_quotes Cheeseburger_quotes Production_quotes Environment_quotes Brain_quotes Activity_quotes Creativity_quotes Invention_quotes Productivity_quotes Short_Term_quotes Long_Run_quotes Discouragement_quotes Motivation_quotes Inadequate_quotes Superfluous_quotes Draconian_quotes Work_quotes Meaning_quotes

Peter_Drucker

Productivity and Efficiency

“The major incentive to productivity and efficiency are social and moral rather than financial.”
  • Source: Peter Drucker, The New Society (1950).
Keywords: Major_quotes Incentive_quotes Productivity_quotes Efficiency_quotes Society_quotes Moral_quotes Finance_quotes

Tim_Lister

Kicking Ass

"Management is a complex enough thing to defy simple definition, but that nuance was lost on one senior manager we encountered at a professional society meeting in London. He summed up his entire view of the subject with this statement: 'Management is kicking ass.' This equates to the view that managers provide all the thinking and the people underneath them just carry out their bidding. Again, that might be workable for cheeseburger production, but not for any effort for which people do the work with their heads rather than their hands. Everyone in such an environment has got to have the brain in gear. You may be able to kick people to make them active, but not to make them creative, inventive, and thoughtful. Even if kicking people in the backside did boost their short-term productivity, it might not be useful in the long run. There is nothing more discouraging to any worker than the sense that his own motivation is inadequate and has to be 'supplemented' by that of the boss. The saddest thing about this management approach is that it’s almost always superfluous. You seldom need to take Draconian measures to keep your people working; most of them love their work. You may even have to take steps sometimes to make them work less, and thus get more meaningful work done."
  • Source: Book: Entitled: Peopleware: Productive Projects and Teams. Edition: 3rd. Written by: Tom DeMarco; Tim Lister. Date published: 1987; 1999; 2013. Publisher: Addison-Wesley. Country: USA; GBR; CAN; DEU; FRA; ESP; ZAF; AUS; JPN; SGP; MEX. Language: en. ISBN: ISBN-13: 978-0-321-93411-6 (alk paper); 0-321-93411-3 (alk paper). Chapter: 2 (Make a Cheeseburger, Sell a Cheeseburger).
Keywords: Management_quotes Complexity_quotes Manager_quotes Nuance_quotes Kicking_quotes Thinking_quotes Worker_quotes Cheeseburger_quotes Production_quotes Environment_quotes Brain_quotes Activity_quotes Creativity_quotes Invention_quotes Productivity_quotes Short_Term_quotes Long_Run_quotes Discouragement_quotes Motivation_quotes Inadequate_quotes Superfluous_quotes Draconian_quotes Work_quotes Meaning_quotes

Robert_M_McClure

Time and Motion Code

“I know of one organisation that attempts to apply time and motion standards to the output of programmers. They judge a programmer by the amount of code he produces. This is guaranteed to produce insipid code”
Keywords: Organization_quotes Time_quotes Motion_quotes Metric_quotes Productivity_quotes Programming_quotes Programmer_quotes Code_quotes Amount_quotes Guarantee_quotes Insipid_quotes Standard_quotes Output_quotes Judge_quotes

Malcolm_McIlroy

Negative Code

“The real hero of programming is the one who writes negative code.”
  • Source: Malcolm McIlroy, spoken during a talk 2009-12-03 at the Dartmouth-Lake Sunapee Linux User Group (DLSLUB).
Keywords: Hero_quotes Programming_quotes Programmer_quotes Code_quotes Negative_quotes Productivity_quotes

Harlan_D_Mills

Thinking Versus Coding Errors

“In short, it is the thinking errors, more than the coding errors, which limit programming productivity.”
Keywords: Programming_quotes Thinking_quotes Productivity_quotes Error_quotes Debugging_quotes Short_quotes Coding_quotes Limitation_quotes

Richard_Pascale

Efficiency and Variation

“Corporations, in the name of efficiency, suppress variation by 'getting all the ducks in line'. To optimize productivity, they evolve highly refined and internally consistent operating systems. Payoff results - as long as the music lasts. But in the face of nontraditional competitors or major environmental discontinuities, all that streamlining and reengineering limits diversity, suppresses self-organization by those closest to the disruptive change, and curtails a bottom-up emergent response to cope more effectively... Nothing fails like success. Over-adaptive organizations become inflexible. Disruptive change leaves them as helpless as a beached whale.”
  • Source: Richard T. Pascale, Jerry Sternin, Monique Sternin (2010). “The Power of Positive Deviance: How Unlikely Innovators Solve the World's Toughest Problems”, p.190, Boston, MA: Harvard Business Press
Keywords: Efficiency_quotes Corporation_quotes Suppress_quotes Variability_quotes Duck_quotes Optimization_quotes Productivity_quotes Evolution_quotes Refine_quotes Consistency_quotes Operating_System_quotes Pay_quotes Result_quotes Music_quotes Tradition_quotes Competition_quotes Major_quotes Environment_quotes Discontinuity_quotes Streamline_quotes Reengineering_quotes Engineering_quotes Limitation_quotes Diversity_quotes Self-Organization_quotes Organization_quotes Disruption_quotes Change_quotes Helpless_quotes Whale_quotes Line_quotes System_quotes Nontraditional_quotes Bottom-up_quotes Emergent_quotes Response_quotes Cope_quotes Effective_quotes Innovation_quotes Failure_quotes Success_quotes Over-adaptive_quotes Inflexible_quotes Beached_quotes

Frederick_Winslow_Taylor

Average versus First Class Productivity

“That there is a difference between the average and the first class man is known to all employers, but that the first class man can do in most cases from two to four times as much is known to few, and is fully realized only by those who have made a thorough and scientific study of the possibilities of men.”
  • Source: F.W. Taylor (1903) "Shop management; a paper read before the American society of mechanical engineers, " in: Transactions of the American Society of Mechanical Engineers 24: 1337-1480. p. 1346.
Keywords: Productivity_quotes Employment_quotes First_Class_quotes Average_quotes Mediocrity_quotes Scientific_Management_quotes Potential_quotes Difference_quotes Class_quotes Man_quotes Known_quotes Few_quotes Realize_quotes Science_quotes Management_quotes Possibility_quotes Men_quotes

Systematic Soldiering

“The greater part of the systematic soldiering, however, is done by the men with the deliberate object of keeping their employers ignorant of how fast work can be done. So universal is soldiering for this purpose, or under any of the ordinary systems of compensating labor, who does not devote a considerable part of his time to studying just how slowly he can work and still convince his employer that he is going at a good pace.”
  • Source: F.W. Taylor (1903) "Shop management; a paper read before the American society of mechanical engineers, " in: Transactions of the American Society of Mechanical Engineers 24: 1337-1480. p. 1351.
Keywords: Productivity_quotes Soldiering_quotes Ignorance_quotes Employment_quotes Labor_quotes Deception_quotes Worker_quotes Great_quotes Part_quotes Systematic_quotes Men_quotes Deliberate_quotes Keep_quotes Employer_quotes Fast_quotes Work_quotes Done_quotes Universal_quotes Purpose_quotes Ordinary_quotes System_quotes Compensation_quotes Devote_quotes Considerable_quotes Time_quotes Study_quotes Slow_quotes Convince_quotes Go_quotes Pace_quotes Good_quotes

Workman Soldiering

“After a workman has had the price per piece of the work he is doing lowered two or three times as a result of his having worked harder and increased his output, he is likely to entirely lose sight of his employer's side of the case and to become imbued with a grim determination to have no more cuts if soldiering can prevent it.”
  • Source: F.W. Taylor (1903) "Shop management; a paper read before the American society of mechanical engineers, " in: Transactions of the American Society of Mechanical Engineers 24: 1337-1480. p. 1352.
Keywords: Productivity_quotes Soldiering_quotes Ignorance_quotes Employment_quotes Labor_quotes Deception_quotes Worker_quotes Optimization_quotes Exploitation_quotes Workman_quotes Price_quotes Piece_quotes Work_quotes Lower_quotes Result_quotes Hard_quotes Increase_quotes Output_quotes Likely_quotes Entire_quotes Lose_quotes Sight_quotes Employer_quotes Side_quotes Case_quotes Become_quotes Imbued_quotes Grim_quotes Determination_quotes Cut_quotes Prevent_quotes

Gerald_Weinberg

Knowledge Came Slowly

“In ages past, the knowledge came very slowly, and one man in his life was not likely to see much change other than that wrought by nature. The controlled incorporation of arsenic into copper to make bronze took several thousand years to develop; the substitution of tin for the more dangerous arsenic took another thousand or two. In our modern age, laboratories turn out an alloy a day, or more, with properties made to order. The alloying of metals led to the rise and fall of civilizations, but the changes were too slow to be appreciated. A truer blade meant victory over the invaders, but changes were local and slow enough to be absorbed by a million tiny adjustments without destroying the species. With an alloy a day, we can no longer be sure. Science and engineering have been the catalysts for the unprecedented speed and magnitude of change. The physicist shows us how to harness the power of the nucleus; the chemist shows us how to increase the quantity of our food; the geneticist shows us how to improve the quality of our children. But science and engineering have been unable to keep pace with the second-order effects produced by their first-order victories. The excess heat from the nuclear generator alters the spawning pattern of fish, and, before adjustments can be made, other species have produced irreversible changes in the ecology of the river and its borders. The pesticide eliminates one insect only to the advantage of others that may be worse, or the herbicide clears the rain forest for farming, but the resulting soil changes make the land less productive than it was before. And of what we are doing to our progeny, we still have only ghastly hints. Some have said the general systems movement was born out of the failures of science, but it would be more accurate to say the general systems approach is needed because science has been such a success. Science and technology have colonized the planet, and nothing in our lives is untouched. In this changing, they have revealed a complexity with which they are not prepared to deal. The general systems movement has taken up the task of helping scientists unravel complexity, technologists to master it, and others to learn to live with it.”
  • Source: Weinberg, Gerald (2011-04-07). An Introduction to General Systems Thinking (Kindle Locations 264-267). Weinberg & Weinberg. Kindle Edition.
Keywords: History_quotes Knowledge_quotes Slow_quotes Humanity_quotes Life_quotes Change_quotes Nature_quotes Arsenic_quotes Copper_quotes Bronze_quotes Technology_quotes Tin_quotes Metal_quotes Laboratory_quotes Property_quotes On_Demand_quotes Rise_quotes Fall_quotes Civilization_quotes Appreciation_quotes Victory_quotes Blade_quotes Invader_quotes Adjustment_quotes Species_quotes Science_quotes Engineering_quotes Catalyst_quotes Speed_quotes Physics_quotes Chemistry_quotes Food_quotes Genetics_quotes Quality_quotes Children_quotes Effect_quotes Heat_quotes Fish_quotes Irreversible_quotes Ecology_quotes River_quotes Pesticide_quotes Insect_quotes Herbicide_quotes Forest_quotes Farming_quotes Soil_quotes Productivity_quotes Progeny_quotes System_quotes Failure_quotes Accuracy_quotes Colonize_quotes Planet_quotes Earth_quotes Complexity_quotes Preparation_quotes Man_quotes Nucleus_quotes Quantity_quotes Second-order_quotes First-order_quotes Nuclear_quotes Generator_quotes Alter_quotes Spawn_quotes Pattern_quotes Border_quotes Eliminate_quotes Advantage_quotes Worse_quotes Rain_quotes Land_quotes Ghastly_quotes Hint_quotes General_quotes Approach_quotes Success_quotes Accurate_quotes Say_quotes Untouch_quotes Reveal_quotes Master_quotes Learn_quotes

Programming Not Individual

“But there is much evidence, as we shall see presently, to argue that the proper study of programming is done at the level of the programming social unit. Not that the individual level is unimportant, but we might start by asking why, if the average programmer spends two-thirds of his time working with other people rather than working alone (yes, it's true!), that 99 percent of the studies have been on individual programmers.”
  • Source: Chapter 3. Weinberg, G. M. (2011). The Psychology of Computer Programming (Silver anniversary edition) | 1971. Weinberg & Weinberg.
Keywords: Evidence_quotes Programming_quotes Society_quotes Group_quotes Team_quotes Organization_quotes Level_quotes Individual_quotes Importance_quotes Programmer_quotes Time_quotes Productivity_quotes Research_quotes Study_quotes Social_quotes Unimportant_quotes Why_quotes Average_quotes People_quotes Coordination_quotes Cooperation_quotes

Furniture Partitions

“Someone should definitely study the depressing effect that the all-too-common half partitions have on programmer productivity. They manage to cut off all useful communication while permitting all disturbing sound and movement to penetrate.”
  • Source: Chapter 4. Weinberg, G. M. (2011). The Psychology of Computer Programming (Silver anniversary edition) | 1971. Weinberg & Weinberg.
Keywords: Furniture_quotes Environment_quotes Office_quotes Partition_quotes Programmer_quotes Programming_quotes Productivity_quotes Communication_quotes Usefulness_quotes Sound_quotes Disturbing_quotes Movement_quotes Concentration_quotes Flow_quotes Permit_quotes Penetrate_quotes

Multiple Programmer Productivity

“As a rough rule, three programmers organized into a team can do only twice the work of a single programmer of the same ability — because of time spent on coordination problems. Moreover, three groups of three programmers can do only twice the work of a single group.”
  • Source: Book Entitled: The Psychology of Computer Programming (Silver anniversary edition). Edition: Silver anniversary. Written By: Gerald Weinberg. Published originally: 1971. Republished: 2011. Chapter: 5.
Keywords: Rule_quotes Programmer_quotes Team_quotes Work_quotes Productivity_quotes Ability_quotes Coordination_quotes Problem_quotes Rough_quotes

Edward_Yourdon

Enterprise Productivity

“Enterprise productivity is much more important than project productivity or programmer productivity.”
  • Source: Edward Yourdon in the book “Decline and Fall of the American Programmer”. Published in 1992 by Prentice Hall. ISBN: 0-13-203670-3. Chapter 1, section 1.6, page 18.
Keywords: Enterprise_quotes Productivity_quotes Project_quotes Programmer_quotes

Shoshana_Zuboff

Share the Fruits

“Taylor believed it was necessary to share the fruits of such productivity increases and saw the differential piece-rate system, a central tenet of scientific management, as a method of uniting workers and managers in a bond of common interest. But incentive wages are devilishly hard to administer, and all too often, managers attracted to differential wage schemes succumbed to shortcuts that promised fast gains. Managers would frequently change piece rates as workers learned to meet the standards. This led to the complaints of overwork with which unions relentlessly dogged proponents of Taylorism. Scientific management frequently meant not only that individual effort was simplified (either because of labor-saving equipment or new organizational methods that fragmented tasks into their simplest components), but also that the pace of effort was intensified, thus raising the level of fatigue and stress.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 45. ISBN:0465032125.
Keywords: Fruit_quotes Sharing_quotes Productivity_quotes Scientific_Management_quotes Worker_quotes Management_quotes Incentive_quotes Employment_quotes Compensation_quotes Cooperation_quotes Fast_quotes Short_Sighted_quotes Change_quotes Exploitation_quotes Union_quotes Taylorism_quotes Automation_quotes Simplification_quotes Organization_quotes Fatigue_quotes Stress_quotes Taylor(topic)_quotes Increase_quotes Unite_quotes Bond_quotes Common_quotes Interest_quotes Wage_quotes Devilish_quotes Hard_quotes Administer_quotes Attract_quotes Differential_quotes Scheme_quotes Succum_quotes Shortcut_quotes Promise_quotes Gain_quotes Frequent_quotes Piece_quotes Rate_quotes Learn_quotes Standard_quotes Complaint_quotes Overwork_quotes Relentless_quotes Dogged_quotes Proponent_quotes Individual_quotes Effort_quotes Equipment_quotes Method_quotes Fragment_quotes Task_quotes Component_quotes Pace_quotes Intense_quotes Raise_quotes Level_quotes

Know-How

“The agenda for scientific management was to increase productivity by streamlining and rationalizing factory operation from cost accounting and supervision to the dullest job on the shop floor. Efficiency was the mania, and to achieve efficiency, it would be necessary to penetrate the labor process and force it to yield up its secrets. In order that effort be rationalized, the worker's skills had to be made explicit. In many cases, workers' perceptions of their own interests prevented them from articulating their know-how, but there was yet another involuntary barrier. These skills did not easily yield themselves to explication; they were embedded in the ways of the body, in the knacks and know-how of the craftworker.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 42. ISBN:0465032125.
Keywords: Knowledge_quotes Requirements_quotes Agenda_quotes Scientific_Management_quotes Productivity_quotes Reason_quotes Efficiency_quotes Drudgery_quotes Mania_quotes Achievement_quotes Labor_quotes Process_quotes Secret_quotes Rational_quotes Worker_quotes Skill_quotes Explicit_quotes Perception_quotes Interest_quotes Articulation_quotes Involuntary_quotes Barrier_quotes Embedded_quotes Body_quotes Subconscious_quotes Mind_quotes Craft_quotes Taylorism_quotes Science_quotes Management_quotes Increase_quotes Streamline_quotes Factory_quotes Operation_quotes Cost_quotes Accounting_quotes Supervision_quotes Dull_quotes Job_quotes Shop_quotes Floor_quotes Penetrate_quotes Force_quotes Yield_quotes Case_quotes Prevent_quotes Know-how_quotes Explication_quotes Knack_quotes Craftworker_quotes

Fundamental Scientific Management Reevaluation

“The logic that motivated the early purveyors and adapters of scientific management has continued to dominate the course of automation... It is a logic that must undergo a fundamental reevaluation as information technology is widely adapted to productive activity.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 42. ISBN:0465032125.
Keywords: Logic_quotes Motivation_quotes Adapter_quotes Scientific_Management_quotes Domination_quotes Automation_quotes Fundamental_quotes Evaluation_quotes Information_Technology_quotes Adaptation_quotes Productivity_quotes Activity_quotes Early_quotes Purveyor_quotes Science_quotes Management_quotes Undergo_quotes Reevaluation_quotes Information_quotes Technology_quotes
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