TameFlow Chronicles 2011-2015
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.
About the Author
About the Contributors
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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