Quotes about Team Collaboration

It's only when you're privy to the conversations and a member of the production team that you can direct the course of a series and make sure it flourishes.

Team members care about one another, listen, share secrets, talk about the latest news, have heated arguments, are sometimes jealous of each other, and even cry together.

I have to be a good game manager for us to be able to win games. I like having a gunslinger mentality, though, because I'm not afraid to make any throw.

It's true that Coutinho played on the centre because sometimes Messi likes playing on the right side. If that happens, we have to readjust a bit.

My dream five-a-side team will be: me, Messi, Ibrahimovic, Maxwell and Thiago Motta.

I tell guys all the time, you see me messing up, get at me. I want you to get at me.

I always say my role in Metallica is to support the song and to support my team, and whatever that means, I'm there for it.

All coaches now look for forwards who not only score goals but also run back and help in midfield.

The problem, as I see it, isn't what you're working on, it's whom you're working with. You can't feel in love with your life if you hate your work; and more times than not, people don't love their work because they work with people they don't like.

Cooperation does not equal enjoyment.

Some of the teams who read and applied the first edition of this book didn't get the part of the message about the last responsible moment. They piled story on story as quickly as possible with the least possible investment in design. Without daily attention to design, the cost of changes does skyrocket. The result is poorly designed, brittle, hard-to-change systems.

A team using the information provided by pay-per-use should be able to do a more effective job than a team relying for feedback only on license revenues.

To achieve this his team had a sophisticated stress testing environment. When they wanted to improve the architecture they would first improve the stress tests until the system broke. Then they would improve the architecture just enough to run the tests. I suggested this strategy to an architect at another company. He complained of spending all of his time writing specifications and then explaining them to developers.

First a small team writes a small system. Then they find the natural fracture lines and divide the system into relatively independent parts for expansion. The architects help choose the most appropriate fracture lines and then follow the system as a whole, keeping the big picture in mind as the groups focus on their smaller section.

Simplicity only makes sense in context. If I'm writing a parser with a team that understands parser generators, then using a parser generator is simple. If the team doesn't know anything about parsing and the language is simple, a recursive descent parser is simpler.

Without planning, we are individuals with haphazard connections and effectiveness. We are a team when we plan and work in harmony.

Cards on a wall is a way of practicing transparency, valuing and respecting the input of each team member. The project manager has the task of translating the cards into whatever format is expected by the rest of the organization.

A servant leader—serves the mission and leads by serving those on mission with him.

To work entirely independent of others is art. To work creatively as a team, with a share of the work done privately, is design.

You get what you design for. Chester, your peer in Development, is spending all his cycles on features, instead of stability, security, scalability, manageability, operability, continuity, and all those other beautiful 'itties.

Show me a developer who isn't crashing production systems, and I'll show you one who can't fog a mirror. Or more likely, is on vacation.

When Dev teams had problems with testing or deployment, they needed more than just technology or environments. What they also needed was help and coaching. At first, we embedded Ops engineers and architects into each of the Dev teams, but there simply weren't enough Ops engineers to cover that many teams. We were able to help more teams with what we called an Ops liaison model and with fewer people.

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 prevent it. This

we are not talking to one another about what changes we're planning or implementing. This is not acceptable.