Chronologist
TameFlow and the Manifesto for Agile Software Development
How does Agile and the Manifesto for Agile Software Development relate to the TameFlow Approach?
Self-Interest: The Secret Sauce of the TameFlow Approach
Enlightened Self-Interest is a driving force in the TameFlow Approach. It is not considered as an idealstic concept of ethical philosophy, but as an Alexandrian Pattern providing a solution to a problem in a context.
eXtreme Programming and the TameFlow Approach
How does eXtreme Programming (XP) relate to the TameFlow Approach?
Market Disruption the TameFlow Way
We can reason about disrupting markets with the Six Innovation Questions.
Constraints Everywhere
The distinction between the Constraint in the Work Flow, Work Execution and Work Process may seem academic. The Jungle-Jeep-Journey metaphor will help you understand the differences and allow you to nail down your current Constraint.
TameFlow Insights: Cost of Delay (CoD) Improved via Theory of Constraints (TOC)
The Throughput Octane (or Financial Throughput Rate) is the most reliable measure of speed of generation of value.
How to Draw Buffer Fever Charts
A Buffer Fever Chart is a powerful tool. It provides even earlier leading signals than the other buffer penetration diagrams, because it is based on the Buffer Burn Rate, not on the Buffer Consumption. Learning to draw it properly is of essence.
Pattern Language Development
A pattern language is constructed when the confidence of the collected patterns is assessed, and when interrelated patterns are cross-referenced. Just collecting a number of patterns alone is not sufficient to define the pattern language. The quality of the pattern to be used must be recognized.
How Patterns become a Pattern Language
Patterns are the result of empirical observations, and they can constitute a phenomenological foundation for a scientific theory.
Pattern Languages are Means of Expression of Organizational Design
A pattern language is a means of expression that provides: (1) A descriptive notation for modeling and understanding organizational designs; (2) An actionable specifications of organizational designs, whereby that specification can be turned into real organizational structures; (3) A language for communicating and reasoning about organizational designs.
Relevance and Applicability of Design Patterns to Organizational Design
Alexandrian Patterns can be employed to represent knowledge about organizational structures, and Pattern Languages can be successfully applied to the domain of organizational design and organizational architecture.
The Connection between Organizational Patterns for Software Development and Organizational Design
Contemprary organizational improvement approaches must be applicable to decentralized, distributed and networked knowledge-based organizations, that are shaped by the socio-technical impact of information technology.
Design Patterns are a form of knowledge
Patterns always represent social and human factors (comfort, convenience, utility, aesthetic, etc.). Thery are good at representing knowledge in socio-technical domains.
TameFlow and PopcornFlow foster Unity of Purpose
Unite a systematic way to achieve exploratory validated learning, the PopcornFlow approach, with the focusing and knowledge discovery contributions of the Levels of Disagreement of the Theory of Constraints.
Actionable Agile Metrics Review - Part 11
Dan’s book is simply a must read for any TameFlow practitioner.
Actionable Agile Metrics Review - Part 10: Forecasting and Analytics
Forecasts, linear projections, Montecarlo simulations are all options for knowing when work will be done. They are all heavily data driven. Become methodical about capturing the data.
Actionable Agile Metrics Review - Part 9: Pull Policies
Avoiding Classes of Services, trying to stick to a strick FIFO pull policy, designing the process for predictability, countering variability with excess capacity are all valuable concepts that are all embraced by TameFlow.
Actionable Agile Metrics Review - Part 8: Service Level Agreements
A delivery commitment should be expressed as date range. The closer you are to a stable process, the less data points you need. Service Level Agreements can and should be used in place of planning and estimation. Pick a starting and an ending percentile line to represent your MMR buffer.
Actionable Agile Metrics Review - Part 7: Scatterplots
Scatterplots give a temporal view and can uncover trends over time. You cannot identify special/common causes simply by looking at a Scatterplot. Figure out if any variability is self-imposed rather than being out of control; and if it is internal or external.
Actionable Agile Metrics Review - Part 6: Flow Debt
Learn to use the Approximate Average Cycle Time read off a Cumulative Flow Diagram and compare it to the Exact Average Cycle Time to detect if we are incurring Flow Debt.
Actionable Agile Metrics Review - Part 5: Conservation of Flow
In order not to overload the process you simply need to control how much work is allowed to enter it across the arrival point. Getting a balanced process is the single most important step towards predictability; and how WIP is limited is less important than actually doing it. In Tameflow, the amount of work that is allowed to enter into the process is limited to the amount of work that can be handled by the constraint. All and any prioritization is done only when capacity is available and only to the extent that can be handled by the Constraint. The state of the process must be taken considered when making prioritization and pull decisions.
Actionable Agile Metrics Review - Part 4: Cumulative Flow Diagrams
With actionable agile metrics, you can run experiments with your process and see what gives the best measured outcome in your context. Cumulative Flow Diagrams should not be used to identify bottlenecks, but simply to trigger the right questions.
Actionable Agile Metrics Review - Part 3: Little’s Law
Little’s Law can be applied exactly between the start and end points of an MMR/MOVE. When process policies warrant the assumptions of Little’s Law, the entire process will become more predictable. Predictability is more about having a system that performs according to expectation, rather than making exact forecasts.
Actionable Agile Metrics Review - Part 2: Flow Metrics
Striving to reduce Cycle Time (i.e. elapsed time) goes in the same direction of decreasing Operating Expense in terms of Throughput Accounting.
Actionable Agile Metrics Review - Part 1: Flow and Predictability
By employing actionable metrics, the Unity of Purpose and the Community of Trust patterns of TameFlow can expand beyond the boundaries of your own organization, and touches the customer too.
Management of Extra Work
Unplanned work will always come our way; and because it is “unplanned” it will always disrupt our plans. How can we manage it? Let’s find out.
Visual Portfolio Management
Visuals that busy exectutives wil love; while teams will be more in control.
Bottleneck in the Work Flow vs. Constraint in the Work Process
Finding where the Constraint is in your way of working is not always straightforward.
Kanban Column WIP Limits: Good or Bad?
Improvement by happenstance is better than no improvement at all. If used at all, they can serve as training wheels; then they should be taken off once the organization has found the balance and is ready to speed up!
Virtue No. 1 of Kanban Column WIP Limits: Open Discussions
Column WIP Limits can be good. Sometime.
Virtue No. 2 of Kanban Column WIP Limits: New Patterns of Conversations
Column WIP Limits can be good. Sometime.
Virtue No. 3 of Kanban Column WIP Limits: Acting on Signals
Column WIP Limits can be good. Sometime.
Virtue No. 4 of Kanban Column WIP Limits: Habits of Reflection
Column WIP Limits can be good. Sometime.
Virtue No. 5 of Kanban Column WIP Limits: Positive Teams
Column WIP Limits can be good. Sometime.
Virtue No. 6 of Kanban Column WIP Limits: Swarming
Column WIP Limits can be good. Sometime.
Virtue No. 7 of Kanban Column WIP Limits: Organizational Learning
Column WIP Limits can be good. Sometime.
Harm No. 1 of Kanban Column WIP Limits: They Hide the Real Constraint
Column WIP Limits are harmful!
Harm No. 10 of Kanban Column WIP Limits: Directionless Change
Column WIP Limits are harmful!
Harm No. 11 of Kanban Column WIP Limits: Moving Constraint Syndrome
Column WIP Limits are harmful!
Harm No. 12 of Kanban Column WIP Limits: Improvement by Happenstance
Column WIP Limits are harmful!
Harm No. 13 of Kanban Column WIP Limits: Induced Instability
Column WIP Limits are harmful!
Harm No. 2 of Kanban Column WIP Limits: Too Many False-Positives
Column WIP Limits are harmful!
Harm No. 3 of Kanban Column WIP Limits: Excessive Trial and Error
Column WIP Limits are harmful!
Harm No. 4 of Kanban Column WIP Limits: It is Tampering with the System
Column WIP Limits are harmful!
Harm No. 6 of Kanban Column WIP Limits: They are Artificial Bottlenecks
Column WIP Limits are harmful!
Harm No. 8 of Kanban Column WIP Limits: Local Optimization
Column WIP Limits are harmful!
Harm No. 9 of Kanban Column WIP Limits: They Hinder Flow
Column WIP Limits are harmful!
Mike Burrows on TameFlow
Pay attention to the quality of interactions, the flow of information and the overall level of connectedness.
Cumulative Flow Diagrams with Buffer Fever Charts
Get leading signals of negative variability and risk materialization by combining the Cumulative Flow Diagram of the Kanban Method with the Buffer Fever Chart of the Theory of Constraint’s Critical-Chain Project Management.
The Kanban Method Improved via Theory of Constraints
In this post we look into what are the elements to consider when enhancing the Kanban Method via the Theory of Constraints.
Virtues of Minimum Marketable Releases
In this fifth and last post about how to improve risk management in the Kanban Method via the Theory of Constraints we examine the benefits of using Minmum Marketable Releases.
Risk Management in the Kanban Method
In this fourth post about how to improve risk management in the Kanban Method via the Theory of Constraints we explore what options the Kanban Method offers to handle risk.
Root Cause Analysis and People Factors in the Theory of Constraints
In this third post about how to improve risk management in the Kanban Method via the Theory of Constraints we look in the tools of TOC that can be used to perform Root Cause Analysis and how they can impact the opinions and support of the people in the organization.
Buffer Management and Risk Management in the Theory of Constraints
In this second post about how to improve risk management in the Kanban Method via the Theory of Constraints we discover what is and how to use Buffer Management
Critical Chain Project Management in the Theory of Constraints
The cross-pollination of two different schools of thought — the Kanban Method and the Theory of Constraints — generate innovative ways to manage projects, enhance risk management, and continuously improve your software engineering processes. Learn how with this first of a series of posts on the topic.
Theory of Constraints and Software Engineering
Explore how the Theory of Constraints and Throughput Accounting can be used to make better software engineering management decisions.
Software Hyper-productivity and Function Points
While Function Points are a weak tool for estimating project, they do present this apparently interesting use case: after the fact assessments with Function Points give us a crude way to compare different projects.
Campfire
Campfire Talks with Herbie (#29) and Peter Merel
Summary of Campfire Talks with Herbie No 29
Campfire Talks with Herbie (#28), Patrick Steyaert and Arlette Vercammen
Summary of Campfire Talks with Herbie No 28
Campfire Talks with Herbie (#27) and Tom Gilb on Quantification
Summary of Campfire Talks with Herbie No 27
Campfire Talks with Herbie (#26) and Clarke ‘The Bottleneck Guy’ Ching talking about Agile and TOC
Summary of Campfire Talks with Herbie No 26
Campfire Talks with Herbie (#25) and Venkatesh Krishnamurthy
Summary of Campfire Talks with Herbie No 25
Campfire Talks with Herbie (#23) and J. B. Rainsberger
Summary of Campfire Talks with Herbie No 23
Campfire Talks with Herbie (#22) and Jitesh Dineschandra
Summary of Campfire Talks with Herbie No 22
Campfire Talks with Herbie (#21) and Cherifa Mansoura
Summary of Campfire Talks with Herbie No 21
Campfire Talks with Herbie (#20) and Sandeep Joshi
Summary of Campfire Talks with Herbie No 20
Campfire Talks with Herbie (#19) and Richard Kasperowski
Summary of Campfire Talks with Herbie No 19
Campfire Talks with Herbie (#18) and Abrar Hashmi
Summary of Campfire Talks with Herbie No 18
Campfire Talks with Herbie (#17) and Martin Nantel
Summary of Campfire Talks with Herbie No 17
Campfire Talks with Herbie (#16) and Ad Vermeulen
Summary of Campfire Talks with Herbie No 16
Campfire Talks with Herbie (#15) and Rudiger Wolf
Summary of Campfire Talks with Herbie No 15
Campfire Talks with Herbie (#14) and Øystein Mehus
Summary of Campfire Talks with Herbie No 14
Campfire Talks with Herbie (#13) and Julia Wester
Summary of Campfire Talks with Herbie No 13
Campfire Talks with Herbie (#12) and Daniel Plourde
Summary of Campfire Talks with Herbie No 12
Campfire Talks with Herbie (#11) and Daniel Gagnon
Summary of Campfire Talks with Herbie No 11
Campfire Talks with Herbie (#10) and Srinivas Garapati
Summary of Campfire Talks with Herbie No 10
Campfire Talks with Herbie (#9) and Katharine Chajka
Summary of Campfire Talks with Herbie No 9
Campfire Talks with Herbie (#8) and Mario Latreille
Summary of Campfire Talks with Herbie No 8
Campfire Talks with Herbie (#7) and Mark Jørgensen Chaudhry
Summary of Campfire Talks with Herbie No 7
Campfire Talks with Herbie (#5) and Tom Cagley
Summary of Campfire Talks with Herbie No 5
Campfire Talks with Herbie (#4) and Aram Petrosyan
Summary of Campfire Talks with Herbie No 4
Campfire Talks with Herbie (#3) and Minton Brooks
Summary of Campfire Talks with Herbie No 3
Campfire Talks with Herbie (#2) and Michael Küsters
Summary of Campfire Talks with Herbie No 2
Campfire Talks with Herbie No. 1
Summary of the very first Campfire Talks with Herbie Webinar
Kanban
Virtue No. 1 of Kanban Column WIP Limits: Open Discussions
Column WIP Limits can be good. Sometime.
Virtue No. 2 of Kanban Column WIP Limits: New Patterns of Conversations
Column WIP Limits can be good. Sometime.
Virtue No. 3 of Kanban Column WIP Limits: Acting on Signals
Column WIP Limits can be good. Sometime.
Virtue No. 4 of Kanban Column WIP Limits: Habits of Reflection
Column WIP Limits can be good. Sometime.
Virtue No. 5 of Kanban Column WIP Limits: Positive Teams
Column WIP Limits can be good. Sometime.
Virtue No. 6 of Kanban Column WIP Limits: Swarming
Column WIP Limits can be good. Sometime.
Virtue No. 7 of Kanban Column WIP Limits: Organizational Learning
Column WIP Limits can be good. Sometime.
Harm No. 1 of Kanban Column WIP Limits: They Hide the Real Constraint
Column WIP Limits are harmful!
Harm No. 10 of Kanban Column WIP Limits: Directionless Change
Column WIP Limits are harmful!
Harm No. 11 of Kanban Column WIP Limits: Moving Constraint Syndrome
Column WIP Limits are harmful!
Harm No. 12 of Kanban Column WIP Limits: Improvement by Happenstance
Column WIP Limits are harmful!
Harm No. 13 of Kanban Column WIP Limits: Induced Instability
Column WIP Limits are harmful!
Harm No. 2 of Kanban Column WIP Limits: Too Many False-Positives
Column WIP Limits are harmful!
Harm No. 3 of Kanban Column WIP Limits: Excessive Trial and Error
Column WIP Limits are harmful!
Harm No. 4 of Kanban Column WIP Limits: It is Tampering with the System
Column WIP Limits are harmful!
Harm No. 6 of Kanban Column WIP Limits: They are Artificial Bottlenecks
Column WIP Limits are harmful!
Harm No. 8 of Kanban Column WIP Limits: Local Optimization
Column WIP Limits are harmful!
Harm No. 9 of Kanban Column WIP Limits: They Hinder Flow
Column WIP Limits are harmful!
Mike Burrows on TameFlow
Pay attention to the quality of interactions, the flow of information and the overall level of connectedness.
The Kanban Method Improved via Theory of Constraints
In this post we look into what are the elements to consider when enhancing the Kanban Method via the Theory of Constraints.
Virtues of Minimum Marketable Releases
In this fifth and last post about how to improve risk management in the Kanban Method via the Theory of Constraints we examine the benefits of using Minmum Marketable Releases.
Risk Management in the Kanban Method
In this fourth post about how to improve risk management in the Kanban Method via the Theory of Constraints we explore what options the Kanban Method offers to handle risk.
Root Cause Analysis and People Factors in the Theory of Constraints
In this third post about how to improve risk management in the Kanban Method via the Theory of Constraints we look in the tools of TOC that can be used to perform Root Cause Analysis and how they can impact the opinions and support of the people in the organization.
Buffer Management and Risk Management in the Theory of Constraints
In this second post about how to improve risk management in the Kanban Method via the Theory of Constraints we discover what is and how to use Buffer Management
Critical Chain Project Management in the Theory of Constraints
The cross-pollination of two different schools of thought — the Kanban Method and the Theory of Constraints — generate innovative ways to manage projects, enhance risk management, and continuously improve your software engineering processes. Learn how with this first of a series of posts on the topic.
Patterns
TameFlow and the Manifesto for Agile Software Development
How does Agile and the Manifesto for Agile Software Development relate to the TameFlow Approach?
Self-Interest: The Secret Sauce of the TameFlow Approach
Enlightened Self-Interest is a driving force in the TameFlow Approach. It is not considered as an idealstic concept of ethical philosophy, but as an Alexandrian Pattern providing a solution to a problem in a context.
Pattern Language Development
A pattern language is constructed when the confidence of the collected patterns is assessed, and when interrelated patterns are cross-referenced. Just collecting a number of patterns alone is not sufficient to define the pattern language. The quality of the pattern to be used must be recognized.
How Patterns become a Pattern Language
Patterns are the result of empirical observations, and they can constitute a phenomenological foundation for a scientific theory.
Pattern Languages are Means of Expression of Organizational Design
A pattern language is a means of expression that provides: (1) A descriptive notation for modeling and understanding organizational designs; (2) An actionable specifications of organizational designs, whereby that specification can be turned into real organizational structures; (3) A language for communicating and reasoning about organizational designs.
Relevance and Applicability of Design Patterns to Organizational Design
Alexandrian Patterns can be employed to represent knowledge about organizational structures, and Pattern Languages can be successfully applied to the domain of organizational design and organizational architecture.
The Connection between Organizational Patterns for Software Development and Organizational Design
Contemprary organizational improvement approaches must be applicable to decentralized, distributed and networked knowledge-based organizations, that are shaped by the socio-technical impact of information technology.
Design Patterns are a form of knowledge
Patterns always represent social and human factors (comfort, convenience, utility, aesthetic, etc.). Thery are good at representing knowledge in socio-technical domains.
Actionable Agile Metrics Review - Part 11
Dan’s book is simply a must read for any TameFlow practitioner.
Actionable Agile Metrics Review - Part 8: Service Level Agreements
A delivery commitment should be expressed as date range. The closer you are to a stable process, the less data points you need. Service Level Agreements can and should be used in place of planning and estimation. Pick a starting and an ending percentile line to represent your MMR buffer.
Actionable Agile Metrics Review - Part 7: Scatterplots
Scatterplots give a temporal view and can uncover trends over time. You cannot identify special/common causes simply by looking at a Scatterplot. Figure out if any variability is self-imposed rather than being out of control; and if it is internal or external.
Actionable Agile Metrics Review - Part 5: Conservation of Flow
In order not to overload the process you simply need to control how much work is allowed to enter it across the arrival point. Getting a balanced process is the single most important step towards predictability; and how WIP is limited is less important than actually doing it. In Tameflow, the amount of work that is allowed to enter into the process is limited to the amount of work that can be handled by the constraint. All and any prioritization is done only when capacity is available and only to the extent that can be handled by the Constraint. The state of the process must be taken considered when making prioritization and pull decisions.
Actionable Agile Metrics Review - Part 4: Cumulative Flow Diagrams
With actionable agile metrics, you can run experiments with your process and see what gives the best measured outcome in your context. Cumulative Flow Diagrams should not be used to identify bottlenecks, but simply to trigger the right questions.
Actionable Agile Metrics Review - Part 3: Little’s Law
Little’s Law can be applied exactly between the start and end points of an MMR/MOVE. When process policies warrant the assumptions of Little’s Law, the entire process will become more predictable. Predictability is more about having a system that performs according to expectation, rather than making exact forecasts.
Actionable Agile Metrics Review - Part 2: Flow Metrics
Striving to reduce Cycle Time (i.e. elapsed time) goes in the same direction of decreasing Operating Expense in terms of Throughput Accounting.
Actionable Agile Metrics Review - Part 1: Flow and Predictability
By employing actionable metrics, the Unity of Purpose and the Community of Trust patterns of TameFlow can expand beyond the boundaries of your own organization, and touches the customer too.
Management of Extra Work
Unplanned work will always come our way; and because it is “unplanned” it will always disrupt our plans. How can we manage it? Let’s find out.
Visual Portfolio Management
Visuals that busy exectutives wil love; while teams will be more in control.
Kanban Column WIP Limits: Good or Bad?
Improvement by happenstance is better than no improvement at all. If used at all, they can serve as training wheels; then they should be taken off once the organization has found the balance and is ready to speed up!
Virtue No. 2 of Kanban Column WIP Limits: New Patterns of Conversations
Column WIP Limits can be good. Sometime.
Mike Burrows on TameFlow
Pay attention to the quality of interactions, the flow of information and the overall level of connectedness.
Software Hyper-productivity and Function Points
While Function Points are a weak tool for estimating project, they do present this apparently interesting use case: after the fact assessments with Function Points give us a crude way to compare different projects.
Wip Limits
Kanban Column WIP Limits: Good or Bad?
Improvement by happenstance is better than no improvement at all. If used at all, they can serve as training wheels; then they should be taken off once the organization has found the balance and is ready to speed up!
Virtue No. 1 of Kanban Column WIP Limits: Open Discussions
Column WIP Limits can be good. Sometime.
Virtue No. 2 of Kanban Column WIP Limits: New Patterns of Conversations
Column WIP Limits can be good. Sometime.
Virtue No. 3 of Kanban Column WIP Limits: Acting on Signals
Column WIP Limits can be good. Sometime.
Virtue No. 4 of Kanban Column WIP Limits: Habits of Reflection
Column WIP Limits can be good. Sometime.
Virtue No. 5 of Kanban Column WIP Limits: Positive Teams
Column WIP Limits can be good. Sometime.
Virtue No. 6 of Kanban Column WIP Limits: Swarming
Column WIP Limits can be good. Sometime.
Virtue No. 7 of Kanban Column WIP Limits: Organizational Learning
Column WIP Limits can be good. Sometime.
Harm No. 1 of Kanban Column WIP Limits: They Hide the Real Constraint
Column WIP Limits are harmful!
Harm No. 10 of Kanban Column WIP Limits: Directionless Change
Column WIP Limits are harmful!
Harm No. 11 of Kanban Column WIP Limits: Moving Constraint Syndrome
Column WIP Limits are harmful!
Harm No. 12 of Kanban Column WIP Limits: Improvement by Happenstance
Column WIP Limits are harmful!
Harm No. 13 of Kanban Column WIP Limits: Induced Instability
Column WIP Limits are harmful!
Harm No. 2 of Kanban Column WIP Limits: Too Many False-Positives
Column WIP Limits are harmful!
Harm No. 3 of Kanban Column WIP Limits: Excessive Trial and Error
Column WIP Limits are harmful!
Harm No. 4 of Kanban Column WIP Limits: It is Tampering with the System
Column WIP Limits are harmful!
Harm No. 6 of Kanban Column WIP Limits: They are Artificial Bottlenecks
Column WIP Limits are harmful!
Harm No. 8 of Kanban Column WIP Limits: Local Optimization
Column WIP Limits are harmful!
Harm No. 9 of Kanban Column WIP Limits: They Hinder Flow
Column WIP Limits are harmful!
Interview
Daily Flow - A Chat with Steve Tendon about Constraints in Knowledge-Work
Steve Tendon interviewed by John ‘The Agility Chef’ Coleman
The ToC-aissance Episode 2: The Book of Tameflow with Steve Tendon, June 13, 2021
Steve Tendon interviewed on the Agile Uprising Podcast
Steve Tendon on Agility Chef’s Live Show, May 29, 2020
John Coleman and Steve Tendon talk about OKRs, TOC and TameFlow
Steve Tendon on Agility Chef’s Live Show, May 22, 2020
John Coleman interviews Steve Tendon
Leanpub Frontmatter Interview, June 12, 2019
Len Epp, co-founder of Leanpub, interviews Steve Tendon
Steve Tendon Interviewed by Bill Fox, July 1, 2017
Bill Fox interviews Steve Tendon - Exploring Forward-Thinking Workplaces
Steve Tendon Interviewed by Clarke Ching, November 4, 2015
Clarke Ching “the Bottleneck Guy” interviews Steve Tendon
Theory of Constraints
Market Disruption the TameFlow Way
We can reason about disrupting markets with the Six Innovation Questions.
Constraints Everywhere
The distinction between the Constraint in the Work Flow, Work Execution and Work Process may seem academic. The Jungle-Jeep-Journey metaphor will help you understand the differences and allow you to nail down your current Constraint.
TameFlow Insights: Cost of Delay (CoD) Improved via Theory of Constraints (TOC)
The Throughput Octane (or Financial Throughput Rate) is the most reliable measure of speed of generation of value.
How to Draw Buffer Fever Charts
A Buffer Fever Chart is a powerful tool. It provides even earlier leading signals than the other buffer penetration diagrams, because it is based on the Buffer Burn Rate, not on the Buffer Consumption. Learning to draw it properly is of essence.
TameFlow and PopcornFlow foster Unity of Purpose
Unite a systematic way to achieve exploratory validated learning, the PopcornFlow approach, with the focusing and knowledge discovery contributions of the Levels of Disagreement of the Theory of Constraints.
Visual Portfolio Management
Visuals that busy exectutives wil love; while teams will be more in control.
Bottleneck in the Work Flow vs. Constraint in the Work Process
Finding where the Constraint is in your way of working is not always straightforward.
Cumulative Flow Diagrams with Buffer Fever Charts
Get leading signals of negative variability and risk materialization by combining the Cumulative Flow Diagram of the Kanban Method with the Buffer Fever Chart of the Theory of Constraint’s Critical-Chain Project Management.
The Kanban Method Improved via Theory of Constraints
In this post we look into what are the elements to consider when enhancing the Kanban Method via the Theory of Constraints.
Virtues of Minimum Marketable Releases
In this fifth and last post about how to improve risk management in the Kanban Method via the Theory of Constraints we examine the benefits of using Minmum Marketable Releases.
Risk Management in the Kanban Method
In this fourth post about how to improve risk management in the Kanban Method via the Theory of Constraints we explore what options the Kanban Method offers to handle risk.
Root Cause Analysis and People Factors in the Theory of Constraints
In this third post about how to improve risk management in the Kanban Method via the Theory of Constraints we look in the tools of TOC that can be used to perform Root Cause Analysis and how they can impact the opinions and support of the people in the organization.
Buffer Management and Risk Management in the Theory of Constraints
In this second post about how to improve risk management in the Kanban Method via the Theory of Constraints we discover what is and how to use Buffer Management
Critical Chain Project Management in the Theory of Constraints
The cross-pollination of two different schools of thought — the Kanban Method and the Theory of Constraints — generate innovative ways to manage projects, enhance risk management, and continuously improve your software engineering processes. Learn how with this first of a series of posts on the topic.
Theory of Constraints and Software Engineering
Explore how the Theory of Constraints and Throughput Accounting can be used to make better software engineering management decisions.
Podcast
The ToC-aissance Episode 2: The Book of Tameflow with Steve Tendon, June 13, 2021
Steve Tendon interviewed on the Agile Uprising Podcast
Leanpub Frontmatter Interview, June 12, 2019
Len Epp, co-founder of Leanpub, interviews Steve Tendon
Steve Tendon Interviewed by Bill Fox, July 1, 2017
Bill Fox interviews Steve Tendon - Exploring Forward-Thinking Workplaces
Steve Tendon Interviewed by Clarke Ching, November 4, 2015
Clarke Ching “the Bottleneck Guy” interviews Steve Tendon
Metrics
Actionable Agile Metrics Review - Part 11
Dan’s book is simply a must read for any TameFlow practitioner.
Actionable Agile Metrics Review - Part 10: Forecasting and Analytics
Forecasts, linear projections, Montecarlo simulations are all options for knowing when work will be done. They are all heavily data driven. Become methodical about capturing the data.
Actionable Agile Metrics Review - Part 9: Pull Policies
Avoiding Classes of Services, trying to stick to a strick FIFO pull policy, designing the process for predictability, countering variability with excess capacity are all valuable concepts that are all embraced by TameFlow.
Actionable Agile Metrics Review - Part 8: Service Level Agreements
A delivery commitment should be expressed as date range. The closer you are to a stable process, the less data points you need. Service Level Agreements can and should be used in place of planning and estimation. Pick a starting and an ending percentile line to represent your MMR buffer.
Actionable Agile Metrics Review - Part 7: Scatterplots
Scatterplots give a temporal view and can uncover trends over time. You cannot identify special/common causes simply by looking at a Scatterplot. Figure out if any variability is self-imposed rather than being out of control; and if it is internal or external.
Actionable Agile Metrics Review - Part 6: Flow Debt
Learn to use the Approximate Average Cycle Time read off a Cumulative Flow Diagram and compare it to the Exact Average Cycle Time to detect if we are incurring Flow Debt.
Actionable Agile Metrics Review - Part 5: Conservation of Flow
In order not to overload the process you simply need to control how much work is allowed to enter it across the arrival point. Getting a balanced process is the single most important step towards predictability; and how WIP is limited is less important than actually doing it. In Tameflow, the amount of work that is allowed to enter into the process is limited to the amount of work that can be handled by the constraint. All and any prioritization is done only when capacity is available and only to the extent that can be handled by the Constraint. The state of the process must be taken considered when making prioritization and pull decisions.
Actionable Agile Metrics Review - Part 4: Cumulative Flow Diagrams
With actionable agile metrics, you can run experiments with your process and see what gives the best measured outcome in your context. Cumulative Flow Diagrams should not be used to identify bottlenecks, but simply to trigger the right questions.
Actionable Agile Metrics Review - Part 3: Little’s Law
Little’s Law can be applied exactly between the start and end points of an MMR/MOVE. When process policies warrant the assumptions of Little’s Law, the entire process will become more predictable. Predictability is more about having a system that performs according to expectation, rather than making exact forecasts.
Actionable Agile Metrics Review - Part 2: Flow Metrics
Striving to reduce Cycle Time (i.e. elapsed time) goes in the same direction of decreasing Operating Expense in terms of Throughput Accounting.
Actionable Agile Metrics Review - Part 1: Flow and Predictability
By employing actionable metrics, the Unity of Purpose and the Community of Trust patterns of TameFlow can expand beyond the boundaries of your own organization, and touches the customer too.
Spamcast
Visual Management
How to Draw Buffer Fever Charts
A Buffer Fever Chart is a powerful tool. It provides even earlier leading signals than the other buffer penetration diagrams, because it is based on the Buffer Burn Rate, not on the Buffer Consumption. Learning to draw it properly is of essence.
Management of Extra Work
Unplanned work will always come our way; and because it is “unplanned” it will always disrupt our plans. How can we manage it? Let’s find out.
Visual Portfolio Management
Visuals that busy exectutives wil love; while teams will be more in control.
Cumulative Flow Diagrams with Buffer Fever Charts
Get leading signals of negative variability and risk materialization by combining the Cumulative Flow Diagram of the Kanban Method with the Buffer Fever Chart of the Theory of Constraint’s Critical-Chain Project Management.
Buffer Management and Risk Management in the Theory of Constraints
In this second post about how to improve risk management in the Kanban Method via the Theory of Constraints we discover what is and how to use Buffer Management
Throughput Accounting
TameFlow Insights: Cost of Delay (CoD) Improved via Theory of Constraints (TOC)
The Throughput Octane (or Financial Throughput Rate) is the most reliable measure of speed of generation of value.
Actionable Agile Metrics Review - Part 9: Pull Policies
Avoiding Classes of Services, trying to stick to a strick FIFO pull policy, designing the process for predictability, countering variability with excess capacity are all valuable concepts that are all embraced by TameFlow.
Actionable Agile Metrics Review - Part 2: Flow Metrics
Striving to reduce Cycle Time (i.e. elapsed time) goes in the same direction of decreasing Operating Expense in terms of Throughput Accounting.
Theory of Constraints and Software Engineering
Explore how the Theory of Constraints and Throughput Accounting can be used to make better software engineering management decisions.
Video
Daily Flow - A Chat with Steve Tendon about Constraints in Knowledge-Work
Steve Tendon interviewed by John ‘The Agility Chef’ Coleman
Steve Tendon on Agility Chef’s Live Show, May 29, 2020
John Coleman and Steve Tendon talk about OKRs, TOC and TameFlow
Steve Tendon on Agility Chef’s Live Show, May 22, 2020
John Coleman interviews Steve Tendon
5fs
Market Disruption the TameFlow Way
We can reason about disrupting markets with the Six Innovation Questions.
Constraints Everywhere
The distinction between the Constraint in the Work Flow, Work Execution and Work Process may seem academic. The Jungle-Jeep-Journey metaphor will help you understand the differences and allow you to nail down your current Constraint.
Jungle-Jeep-Journey
Constraints Everywhere
The distinction between the Constraint in the Work Flow, Work Execution and Work Process may seem academic. The Jungle-Jeep-Journey metaphor will help you understand the differences and allow you to nail down your current Constraint.
Campfire Talks with Herbie (#3) and Minton Brooks
Summary of Campfire Talks with Herbie No 3
Mental Models
TameFlow and the Manifesto for Agile Software Development
How does Agile and the Manifesto for Agile Software Development relate to the TameFlow Approach?
Self-Interest: The Secret Sauce of the TameFlow Approach
Enlightened Self-Interest is a driving force in the TameFlow Approach. It is not considered as an idealstic concept of ethical philosophy, but as an Alexandrian Pattern providing a solution to a problem in a context.
Psychological Flow
Self-Interest: The Secret Sauce of the TameFlow Approach
Enlightened Self-Interest is a driving force in the TameFlow Approach. It is not considered as an idealstic concept of ethical philosophy, but as an Alexandrian Pattern providing a solution to a problem in a context.
Campfire Talks with Herbie (#2) and Michael Küsters
Summary of Campfire Talks with Herbie No 2
Thinking Processes
The Kanban Method Improved via Theory of Constraints
In this post we look into what are the elements to consider when enhancing the Kanban Method via the Theory of Constraints.
Root Cause Analysis and People Factors in the Theory of Constraints
In this third post about how to improve risk management in the Kanban Method via the Theory of Constraints we look in the tools of TOC that can be used to perform Root Cause Analysis and how they can impact the opinions and support of the people in the organization.
Agile
TameFlow and the Manifesto for Agile Software Development
How does Agile and the Manifesto for Agile Software Development relate to the TameFlow Approach?
Constraint
Campfire Talks with Herbie (#3) and Minton Brooks
Summary of Campfire Talks with Herbie No 3
Extreme Programming
eXtreme Programming and the TameFlow Approach
How does eXtreme Programming (XP) relate to the TameFlow Approach?
Innovation
Market Disruption the TameFlow Way
We can reason about disrupting markets with the Six Innovation Questions.
News
The TameFlow Circle - A New Online Community for All TameFlow Practitioners
A place for all and everything about the TameFlow Approach
Popcornflow
TameFlow and PopcornFlow foster Unity of Purpose
Unite a systematic way to achieve exploratory validated learning, the PopcornFlow approach, with the focusing and knowledge discovery contributions of the Levels of Disagreement of the Theory of Constraints.
Software Engineering
eXtreme Programming and the TameFlow Approach
How does eXtreme Programming (XP) relate to the TameFlow Approach?
Strategy
Market Disruption the TameFlow Way
We can reason about disrupting markets with the Six Innovation Questions.
Tameflow Community
The TameFlow Circle - A New Online Community for All TameFlow Practitioners
A place for all and everything about the TameFlow Approach
Work Execution
Constraints Everywhere
The distinction between the Constraint in the Work Flow, Work Execution and Work Process may seem academic. The Jungle-Jeep-Journey metaphor will help you understand the differences and allow you to nail down your current Constraint.
Work Flow
Constraints Everywhere
The distinction between the Constraint in the Work Flow, Work Execution and Work Process may seem academic. The Jungle-Jeep-Journey metaphor will help you understand the differences and allow you to nail down your current Constraint.
Work Process
Constraints Everywhere
The distinction between the Constraint in the Work Flow, Work Execution and Work Process may seem academic. The Jungle-Jeep-Journey metaphor will help you understand the differences and allow you to nail down your current Constraint.