Tame your Work Flow

Tame Your Work Flow, How Dr. Goldratt of "The Goal" would apply the Theory of Constraints to rethink knowledge-work management, by Steve Tendon and Daniel Doiron (2020)

This book focuses on how to manage Operational, Financial and Informational Flow in large organizations that have to deal with: multiple Projects or Products, Events (or deadlines), Stakeholders, and Teams — or PEST environments.

Deploying management methods that deal with thousands of employees, clients, teams, projects/products, under heavy deadlines, all the while dealing with Volatility, Uncertainty, Complexity and Ambiguity (VUCA), is a formidable challenge. This book shows how to use the TameFlow Approach in such demanding situations, and yet arrive at optimal solutions that provide the best economic benefit to the business.

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Hyper-Productive Knowledge Work Performance

Hyper Productive Knowledge Work Performance, The TameFlow Approach and Its Application to Scrum and Kanban, by Steve Tendon and Wolfram Müller (2015)

A comprehensive collection of ideas that are foundational to the TameFlow Approach — a must read for anyone learning about the TameFlow Approach.

The first part, for business leaders and managers, delves into management, leadership and governance topics and explains how to think when leading a knowledge-work organization.

The second part, for middle-managers, team-leads and practitioners, gives actionable and practical advice on how to apply the ideas of the TameFlow Aproach to two of the most popular knowledge-work management methods, namely Scrum and Kanban.

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The Essence of TameFlow

The Essence of TameFlow, Breakthrough Organizational Performance Innovation, by Steve Tendon (2016)

This short booklet explains that, unlike most other management approaches, the TameFlow Approach does not suggest adopting processes, roles, maturity levels, principles, artifacts, values, practices, cermonies or frameworks. The TameFlow Approach is none of this. Instead it is primarily concerned about quick and goal-directed decision making at any level of an organization.

For this to work, common decision making mental models must be adopted by all who belong to an organization. Thinking in terms of Flows helps in finding or developing the appropriate mental models.

To really understand what the TameFlow Approach is and how it is applied, you need to grasp its philosophy, mindsets and attitude, which this booklet will explain. With this insight you will be able to better understand all other topics presented in the other TameFlow books, and how they fit together.

This book is also part of the TameFlow Bundle.

TameFlow Chronicles 2011-1015

The TameFlow Chronicles 2011-2015, From the Archives of the TameFlow Chronologist, by Steve Tendon (2015)

While the TameFlow Approach has a history that goes way back to the early 1990s, the underlying ideas were published for the first time on the The TameFlow Chronologist blog in 2011. Those posts eventually became the raw material of many chapters of the Hyper-Productive Knowledge-Work Performance book, wherein the concepts and topics were refined and further expanded.

If you want to gain an insight into how the TameFlow Approach matured over time, this book will provide it.

This book is part of the TameFlow Bundle.

You can also get this book for free as part of the Bonus Pack that you can get when you purchase the Tame Your Work Flow, How Dr. Goldratt of “The Goal” would rethink the knowledge-work management book.

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TameFlow Patterns

TameFlow Patterns, How to Design Organizations that Flow, by Steve Tendon

In the TameFlow Approach, organizational patterns play an important role both in describing the approach and in applying it. Organizational patterns can be used to document what works and what doesn’t; likewise they can be used to redesign an organization in order to improve overall performance.

This book will expand your way of thinking about leading knowledge-work organizations, by providing you rwith new thinking tools organized in pattern forms and described through a pattern language.

Note: this book is a work in process and is stil being authored, yet it is made available in draft form while being written.

This book is part of the TameFlow Bundle.

You can also get this book for free as part of the Bonus Pack that you can get when you purchase the Tame Your Work Flow, How Dr. Goldratt of “The Goal” would rethink the knowledge-work management book.

Tell me more about the Free Bonus Pack

Agilty across Time and Space

Agility Across Time and Space, Implementing Agile Methods in Global Software Projects, with contributions by Steve Tendon (2010)

This book is a collection of essays by multiple authors, focusing how to use Agile methods in globally distributed teams.

In particular, “Chapter 4 – Tailoring Agility: Promiscuous Pair Story Authoring and Value Calculation” was contributed by Steve Tendon and illustrates a few of the practices used in the TameFlow Approach when seeking to create Unity of Purpose and build a Community of Trust between stakeholders that have diverging interests.

The chapter describes an initiative of a multi-national software organization involving several business units in eight different countries. The business decided to try an Agile approach after two previous failed attempts with traditional approaches. The case is about implementing agility in requirements gathering, with estimation and planning processes, in a global and international setting. At the outset there was a lot of distrust and conflict between the various country representatives and stakeholders. The Agile approach was inspired by XP and tailored to meet the particular situation.

Two innovations were critical. The first innovation was promiscuous pair story authoring, where user stories were written by two people (similarly to pair programming). The pairing changed very frequently – as often as every 15 minutes – to achieve representation of diverse and often conflicting perspectives and needs.

The second innovation was about the assessment of an economic value (and not the cost) which was attributed to individual User Stories. Continuous recalculation of the financial value of the User Stories allowed to appraise the project’s financial return.

The transitioning to Agility in the broader international context allowed the team members to reach unanimity of decisions making, vision, purpose and execution.

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