Tame your Work Flow
Tame your Work Flow
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Tame your Work Flow

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Last updated on 2019-08-10

About the Book

This book is about advanced applications of the TameFlow Approach. The TameFlow Approach is a high performance enterprise management and governance approach that will dramatically improve planning, execution and delivery while dealing with multiple projects, events, stakeholders and teams.

The book will describe how using the TameFlow Approach will result in better bottom line results, faster time to market, less work, better predictability, happier employees, delighted clients and satisfied stakeholders.

The book will introduce you to the fundamental ideas of operational flow management and constraints management.

It continues where all the mainstream "agile" or "agile-like" approaches, (like: Kanban, Kanban Method, Agile, Scrum, SAFe, LeSS, Nexus, Scrum At Scale, Enterprise Scrum, etc.) become insufficient. Focus is squarely on producing tangible bottom line results for businesses, all the while addressing the issues of coordination, synchronization and prioritization of multiple projects, with multiple events (i.e. deadlines), multiple stakeholders, and employing multiple teams.

In this book you will discover latest operational flow management ideas that were the basis of successful cases of the TameFlow Approach, since 2003 across numerous industries.

After reading the book, you will be equipped to create the conditions for enterprise level flow, whereby your organization's performance will increase in unprecedented ways.

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About the Authors

Steve Tendon
Steve Tendon

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

Daniel Doiron
Daniel Doiron

Daniel has been involved in IT since 1981 in a wide range of roles and responsibilities. primarily in client-facing consulting projects covering the government, banking, insurance and telecom industries to name a few. Daniel's involvement with agile started with Scrum in 2005 and then followed by Kanban. Daniel has taught more than 100 public LKU Kanban classes over the span of two years between 2016-2018, making him of the most active AKT for Lean Kanban University. Since May 2018, Daniel teaches Tameflow Kanban.

Today, he is heavily involved with Steve Tendon's Kanban Tameflow approach.

He is proficient and has working experience in Finance/Accounting/Managerial control (MBA-CPA-CMA), Agility (CSP), Project Management (PMP), Kanban (CKC and CKP) coupled with 38 years in IT (Undergraduate studies and career).

He loves systems, enjoys measuring progress while embracing teamwork that actually works!

For more Tameflow content and classes, visit www.agileagonist.com

Table of Contents

  • About this Book
    • Free Bonuses!
    • What is this book about?
    • Is this book for you?
    • What you need to know before reading this book
    • Scope of applicability the TameFlow Approach
    • Relevance of this book
    • How this book is organized
    • Typographical Conventions
    • Testimonials
    • Credits
    • Disclaimers
  • Thank You
    • Acknowledgements
  • Introduction
    • Introduction by Steve
    • Introduction by Daniel
  • Prologue
    • The Story of Herbie
    • Herbie and Your Work Flow
    • The Five Focusing Steps
    • The Secret of all Steps
  • PART 1 - Limit Work In Process And Improve Flow Efficiency
  • Chapter 1 - The Power of Explicit Mental Models
    • What is this TameFlow, anyway?
    • What is Flow and Throughput?
    • Decision Making through Explicit Mental Models
    • A Mental Model to Explain the Business Value of Flow
    • The Desire to Increase Performance
    • Increasing Performance through Effort bears Many Downsides
    • The Rate of Demand is Important Too
    • The Difference Between Demand and Delivery is Even More Important
    • Why Companies are Always Overburdened
    • The Hideous Effects of Multitasking
    • The Value of Matching Delivery to Demand
    • Thinking about the Demand Line instead of the Delivery Line
    • The Quest for Stability and Predictability
    • Unintended Consequences of Good Intentions
  • Chapter 2 - Postpone Commitment and Limit Work in Process
    • Limiting Work in Process
    • Postpone Commitment - But We Cannot Wait!
    • Conclusion
  • Chapter 3 - The Business Value of Flow Efficiency
    • Touch Time and Wait Time
    • Work Faster or Deliver Earlier?
    • Delivering Earlier Will Increase Throughput
    • Is it Worth it? The Impact of Flow Efficiency and Little’s Law
    • Economic Impact
    • Flow Efficiency, Little’s Law and the Theory of Constraints
    • Beware of Sprints - Another Flawed Mental Model
    • Conclusion
  • PART 2 - Thinking About Herbie - The Constraint
  • Chapter 4 - Where to Focus Improvement Efforts
    • On Bottlenecks and Constraints
    • Where to Improve, Where to Invest
    • Conclusion
  • PART 3 - The Flow Of Cash
  • Chapter 5 - Accounting F(r)iction
    • Kanban Models and Culture
    • Accounting F(r)iction
    • Smart Money at the Constraint
    • Unanimity or Consensus Based Decision Making?
    • Throughput Accounting Basics
    • Case Study - David’s One Year Project at TRUSTNEWS
    • Cost Control and Flow Accounting at TRUSTNEWS
    • Steve is Back!
    • Absence of Constraint Management
    • Expertise Mix between in house and consultants
    • The Throughput Accounting Report
    • Show me the Money !
    • The Financial Throughput Report
    • The “GOAL” Line
    • Conclusion
  • PART 4 - Taming Multiple Projects, Events, Stakeholders and Teams (PEST)
  • Chapter 6 - Constraints in the Work Flow and in the Work Process
    • VUCA and PEST
    • Constraint in the Work Flow and Constraint in the Work Process
    • The “Painting Gadgets” Example
    • Shape and Form of Demand
    • Relation to Special Cause Variation and Common Cause Variation
  • Chapter 7 - Understanding PEST Environments
    • Overview of the TameFlow Simulation
    • Simulating a PEST Environment: Initial Setup
    • The Work Flow and Work Process for a Single Project and Four Teams
    • Round 1 - The Warm Up
    • Round 2 - First Estimation
    • Round 3 - Two Projects and Conflicts of Interests Immediately Emerge
    • Round 4 - Ten Projects and Three Product Owners
  • Chapter 8 - Finding the Constraint in PEST Environments
    • Impact of the Shape and Form of Demand
    • Expose all (Virtual) Queues of Work Load without WIP Limit Distortions
    • Focus on the Constraint in the Work Flow First, then on the Constraint in the Work Process
  • Chapter 9 - Drum-Buffer-Rope Scheduling
    • Reflections on Column WIP Limits
    • Introducing Drum-Buffer-Rope in the Work Flow
    • Drum-Buffer-Rope Portfolio Kanban Boards
    • The Constraint in the Work Process of the Constraint in the Work Flow
  • Chapter 10 - Portfolio Prioritization and Selection in PEST Environments
    • Prioritizing for Business Value
    • Quantifying the Work Load
    • Economic Prioritization and Selection via Throughput Rate
    • The Need for Estimation Practices
    • Cost of Delay and CD3
    • Conclusion
  • PART 5 - Scaffolding for PEST Execution Management and Governance
  • Chapter 11 - Flow Efficiency, DBR and TameFlow Kanban Boards
    • New Types of Kanban Boards
    • Flow Efficiency Board
    • Managing Flowbacks
    • Drum-Buffer-Rope Board
    • The TameFlow Throughput Management Board
    • Revisiting the Portfolio Board
    • Acclamation of Idleness
    • Conclusion
  • Chapter 12 - Outcomes, Values and Efforts in PEST Environments
    • The Virtue of Minimalism: the Minimal Outcome-Value Effort (MOVE)
    • What is a MOVE?
    • A Small Target-Scope Work Package
    • The Balance of Two Opposing Forces
    • Unit of Commitment
    • Mechanism to Limit Work in Process
    • Risk Managed via Time Adjustments and not Scope Adjustments
    • Managing Scope Variation
    • A MOVE View of the Simulation
    • Conclusion
  • Chapter 13 - Introduction to Execution Management Signals
    • The Logic of Critical-Chain Project Management (CCPM)
    • Critical Chain Planning
    • The Critical Chain Plan
    • The Critical Chain Buffer
    • Buffer Zones
    • Buffer Consumption and Buffer Burn Rate
    • Execution Management Signals
    • Visual Execution Management and MOVEs
    • From One Team and One MOVE to One Team and Many MOVEs
    • From One Team and Many MOVEs to Many Teams with Many MOVEs
  • Chapter 14 - Introduction to Full-Kitting
    • Introduction to Full-Kitting
    • We don’t have time for this!
    • We Cannot do Waterfall Big Up-front Design in a VUCA World and we must be Agile
    • Dedicated Roles
    • The Nature of Full-Kitting
    • Simulating Full-Kitting on the Client-Side
    • Simulating Missing Information
    • Round 1 - Heads or Tails as Bearer of Information
    • Round 2 - Avoiding Flowbacks
    • Round 3 - Simulating Full-Kitting on the Team Side
    • Conclusion
  • PART 6 - Execution Management and Governance in PEST Environments
  • Chapter 15 - Full-Kitting as Ongoing Executive Activity
    • The Full-Kitting Work Flow
    • The Backlog Column
    • The Full-Kit Column
    • The Prioritization Column
    • The Ranking Column
    • The Committed Column
    • The In Flow Column
    • Operational Full-Kitting
  • Chapter 16 - Execution Management in PEST Environments
    • Many Moving MOVEs
    • Virtual Integration Points
    • Planning with respect to the Constraint
    • Monitoring the Buffer Consumptions
    • The Constraint Caused by Execution Issues
    • Conclusion
  • Chapter 17 - Governance in PEST Environments
    • Constraints Everywhere!
    • Early Detection Signals
    • Focused Governance
    • Overload Detection
    • Full-Kitting Revisited
    • Management by Exception - Limit Meetings
    • Management by Exception - Ad-hoc Meetings
    • Standup Meetings with Buffer Signals and Ageing Items
    • Reviews/Retrospectives
    • Informational Flow
    • Notes on Cadences
    • Conclusion
  • PART 7 - How to Get to Flow
  • Chapter 18 - Getting Started
    • Baby Steps towards Improvement
    • Pattern 1 - Leave No One Behind
    • Pattern 2 - One Slice at a Time
    • Pattern 3 - Set The Goal
    • Pattern 4 - Prime the Mindset
    • Pattern 5 - Measure The Ends and Have a Plot
    • Pattern 6 - Show the Work
    • Pattern 7 - Show the Flow
    • Pattern 8 - Show the Numbers
    • Pattern 9 - Limit Work in Process
    • Pattern 10 - Make MOVEs
    • Pattern 11 - Forecast (or Estimate)
    • Pattern 12 - Place and Use Your Buffers
    • Pattern 13 - Bake the Whole Cake
    • Pattern 14 - Set Priorities and Sequences and Get the Full-Kit
    • Pattern 15 - Keep Feeding Herbie
    • Pattern 16 - Catch the Signals
    • Pattern 17 - Stand Up for a Cause
    • Pattern 18 - Swarm the Block
    • Pattern 19 - Bubble Baths
    • Pattern 20 - Keep Reason Logs
    • Pattern 21 - Look Back at the Roots
    • Pattern 22 - Become a One Metric Company
    • Conclusion
  • Epilogue - It is Never “Done!”
    • What Have we “Done?”
    • The Prevalence of Mental Models
    • Mindsets and Attitudes to Win in a VUCA World
  • Bibliography
  • About the Authors
    • Steve Tendon
    • Daniel Doiron
  • Resources
    • Hyper-Productive Knowledge-Work Performance
    • The Essence of TameFlow
    • TameFlow Chronicles 2011-2015
    • TameFlow Patterns
    • Help with TameFlow
  • Notes

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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