TameFlow Chronicles 2011-2015
TameFlow Chronicles 2011-2015
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TameFlow Chronicles 2011-2015

This book is 100% complete

Completed on 2016-02-07

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

Steve Tendon
Steve Tendon

I am a senior, multilingual, executive management consultant, experienced at leading and directing multi­national and distributed knowledge­work organizations. Expert in organizational performance transformation programs. Adviser, consultant, coach, mentor, speaker and author, specializing in organizational productivity, organizational design, process excellence and process innovation. I help businesses create high-performance organizations and teams.

Read my blog: The Chronologist

Check my site: tendon.net

Find me on Goggle Plus or LinkedIn

Read the blog about Tame the Flow

Reviews of Tame the Flow

Bundles that include this book

The Essence of TameFlow
TameFlow Chronicles 2011-2015
TameFlow Patterns
3 Books
$49.97
Suggested Price
$14.99
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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 unit of TameFlow Consulting Limited/ChainStrategies) will bring you the most current information and cutting edge ideas about the TameFlow approach and about how you can develop your own breakthrough innovation in your organization's performance.

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