The key to this book is that they don’t think in terms of how to whip people into greater productivity, but how to find the sources of friction that slows them down. (Location 104)
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They describe effective developer experience in terms of three elements: feedback loops, flow state, and cognitive load. We can only find out whether we are on the right path by getting rapid feedback. (Location 108)
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Internal systems teams frequently disappoint—or lose—developers through neglect of the broader developer journey. (Location 126)
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Developers will gravitate toward tools and workflows with the easiest and most efficient implementation path. (Location 134)
Despite this unprecedented speed in code creation, many organizations find that delivering software to customers is still frustratingly cumbersome. New competitors spring up every minute, customers expectations keep rising, and the pressure to innovate has never been more intense. The cost of software development inefficiencies is substantial and measurable. CISQ research shows that technical debt costs U.S. companies $1.52 trillion annually, with the average enterprise carrying $3.6 million in tech debt. McKinsey reports that up to 40 percent of development budgets are spent on avoidable rework. Meanwhile, developers reported feeling only 68.4 percent productive on average—that missing 31.6 percent represents roughly $300 billion in lost GDP annually. (Location 159)
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Developer experience (DevEx) is the day-to-day reality of building software—the friction developers face, the workflows they navigate, and the support they receive. When DevEx is poor, even the best tools and processes fall short. But when it’s measured and improved intentionally, organizations unlock the full potential of their engineering teams. (Location 166)
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developer experience captures the quality of interactions developers have around the tools, processes, and people they work with when trying to get their job done. (Location 205)
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