TameFlow Chronicles 2011-2015


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TameFlow Chronicles 2011-2015

From the Archives of the TameFlow Chronologist

About the Book

This book will present some of the key ideas of the TameFlow Approach, such as: 

  • Software craftsmanship
  • Feedback and the learning organization
  • Function points and story points
  • Software productivity
  • Agility and empiricism
  • Theory of constraints and software engineering
  • Root cause analysis
  • Kanban
  • Visual portfolio management
  • Flow metrics

The book presents some (though not all!) of the important ideas that have shaped the TameFlow Approach.

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  • Categories

    • Agile
    • Management
    • Leadership
    • Lean
    • Project Management
    • Startups
    • Teamwork
    • DevOps
    • Social Sciences
    • Economics
    • Psychology
  • Feedback

    Email the Author(s)

About the Author

Steve Tendon
Steve Tendon

I accelerate business performance in collaborative knowledge-work without compromising humanity, sustainability, or quality, through patterns, mental models and emerging technologies.

I am the author of "The Book of TameFlow: Theory of Constraints Applied to Knowledge-Work Management," among many others.

Steve Tendon

Episode 133

About the Contributors

Devin Moore
Devin Moore

Cover Image: "Fractal Phlegyas on the River Styx" ©2008, Devin Moore http://www.linkedin.com/in/devinmoore/ - http://www.devinmoore.com/

Table of Contents

  • Preface
  • Software Craftsmanship Management
    • Imprecision and Vagueness of Human Communication
    • What has This to Do with Business Results?
    • Programmers are Not Mechanical Coders
    • The Resistance of the Medium
    • Understand the Nature of Software
  • Friction is Feedback
    • Doing the Right Things Right
    • Some Sample Practices of Friction
    • Friction and the Learning Organization
    • Friction is not Always Welcome
    • Friction as a Risk Strategy
  • Function Points are Fantasy Points
    • The Reference Project
    • Function Point Analysis
    • Counting What? And What Not?
    • Conclusion
  • Story Points are Not Function Points
    • Story Points are NOT an Absolute Metric
    • Story Points Reduce Risk
    • Story Points Involve a Social Process
    • Story Point Estimation Galvanizes the Team
    • Story Point Estimation Maps the Territory
    • Conclusions
  • Software Hyper-Productivity
    • Ex Post Facto Assessment
    • Software Hyper-productivity
    • Barbarians, not Burrocrats!
    • Scrum does Not Lead to Software Hyper-productivity
    • Kanban does Not Lead to Software Hyper-productivity
    • Organizational Culture
    • Is Software Hyper-Productivity Transferable?
  • Agility as Empiricism
    • From Rationalism to Empiricism
    • Uncertainty and Incompleteness
    • Wegner’s Lemma
    • Rationale for Empiricism in Software Methods
    • Other Contemporary Precedents
    • Empiricism in Architecture
    • Empiricism in Strategic Management
    • Considerations for Software Engineering Management
  • Theory of Constraints and Software Engineering
    • Origins of the Theory of Constraints
    • Fundamental Concepts of the Theory of Constraints
    • Continuous Improvement and Theory of Constraints
    • Significance of Work in Process and Inventory
    • Inventory in Software Development
    • Throughput Accounting
    • Throughput Accounting vs. Cost Accounting
    • Cost Accounting is not for Management Decisions
    • Throughput Accounting can be Reconciled with Cost Accounting
    • Throughput Accounting for Software Engineering
    • Example: Decrease Operating Expense by Avoiding Feature Creep
    • Example: Decrease Investment and Operating Expense with Open-Source Software
    • Example: Increase Throughput by Targeting the Long Tail
    • Considerations on Combining the Examples
    • Software Production Metrics in Throughput Accounting
    • Throughput Accounting’s Effects on Delivery
    • Conclusions
  • Critical Chain Project Management in the Theory of Constraints
    • Critical Chain Project Management
    • The Single Project Buffer in Critical Chain Project Management
    • Statistics Support
    • Critical Chain Project Management and Agile/Lean Approaches Appear to Be Incompatible
  • Buffer Management and Risk Management in the Theory of Constraints
    • Buffer Management in Critical Chain Project Management
    • Risk Detection and Classification, Constraint Identification and Continuous Improvement
  • Root Cause Analysis and People Factors in the Theory of Constraints
    • Root Cause Analysis in the Theory of Constraints
    • People Factors and Change Management
  • Risk Management in Kanban
    • Kanban in a Nutshell
    • Explicit Risk Management in Kanban
    • Kanban is Good, but not Enough!
  • Virtues of Minimum Marketable Releases
    • Kanban and Minimum Marketable Releases
    • Minimum Marketable Release and Risk Management
    • Explicit Risk Management is Mandatory but Not Prescribed
    • The Best of All Worlds: IFM + TOC + Kanban!
  • Kanban Improved via the Theory of Constraints
    • The Kanban Method was Influenced by the Theory of Constraint
    • Keeping the Useful Parts of Critical Chain Project Management
    • A Perfect Match between Kanban and the Theory of Constraints
    • Kanban with Buffer Management
    • The Key Innovation: The Minimum Marketable Release Buffer
    • Conclusion
  • Bottleneck in the Work Flow vs Constraint in the Work Process
    • Painting Items
    • From Work Flow to Work Process
    • The Kanban Method and TameFlow Kanban are Complementary
  • Visual Portfolio Management
  • Management of Extra Work
    • Management of Unplanned Work
  • Review of the Book “Actionable Agile Metrics”
    • Chapter 1 Flow, Flow Metrics and Predictability
    • Chapter 2 The Basic Metric of Flow
    • Chapter 3 Introduction to Little’s Law
    • Chapter 4 Introduction to Cumulative Flow Diagrams
    • Chapter 5 Flow Metrics and Cumulative Flow Diagrams
    • Chapter 6 Interpreting Cumulative Flow Diagrams
    • Chapter 7 Arrivals and Departures
    • Chapter 8 Commitments
    • Chapter 9 Flow Debt
    • Chapter 10 Introduction to Cycle Time Scatterplots
    • Chapter 11 Interpreting Cycle Time Scatterplots
    • Chapter 12 Service Level Agreements
    • Chapter 13 Pull Policies
    • Chapter 14 Forecasting
    • Chapter 15 Monte Carlo Method
    • Chapter 16 Getting Started
    • Review Summary
    • Conclusions
  • TameFlow and PopcornFlow
    • It is Not about Prioritization
    • It is Not about Unanimity Either
    • It is about Focus and Knowledge Discovery
  • Further Reading
    • Hyper-Productive Knowledge-Work Performance
    • The Essence of TameFlow
  • Help with TameFlow

About the Publisher

This book is published on Leanpub by TameFlow Press

TameFlow Press - a business unit of TameFlow Consulting Limited - brings you the most current information and cutting edge ideas about the TameFlow Approach to help you develop your own breakthrough performance-innovation for your organization. For more about the TameFlow Approach, visit https://tameflow.com.

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