Book: The Principles of Product Development Flow ~$45 on Amazon.ca Published in 2009 Award winning Difficult material When you read the title, "Controlling Flow Under Uncertainty," the first thing that probably comes to mind is eliminating bottlenecks (i.e., controlling flow) and putting out unexpected fires (i.e., uncertainty). It’s what you know for sure that just ain’t so.” – Mark Twain. Consulting and Software Development Exposed to several industries Running VanDev since Oct 2010. Main The first one, The Principles of Flow, sets up the rest of the book by describing the problems with the current accepted best-practices of product development. Twitter blows up with complaints. TERM: Orchestrator: Tool that coordinates all of the automation. [page 169] In other words, we also need to fix issues in the work we are currently actively involved in. Use a regular cadence to limit the accumulation of variance. We leave the office on these deployment Fridays with a number of people having volunteered to be on-call over the weekend because something is bound to go wrong. Note: when the density is too high, flow is inherently unstable since the feedback cycle is regenerative. TERM: Deployment pipeline: defines how new code is integrated to the system deployed. The author has written this book to show that the dominant model for managing product development is wrong to the core. Ask 10 people Ask them to independently estimate what it would cost the company, in pretax profit, if their project were 60 days late to the market. And then it's all-hands-on-deck, with QA and engineering in a lengthy, manual process of testing and validating the build that was just pushed to staging. Reinertsen starts with the ideas of lean manufacturing but goes far beyond them, drawing upon ideas from telecommunications networks, transportation systems, computer operating systems and military doctrine. Blog trolls do their thing. Organizational development. ( Log Out /  Doing so reduces overhead and allows project checkpoints to occur at regular intervals instead of on targeted milestone completion dates. At first I did not understand this concept as it seems counter intuitive, but (to a point) the less we did, the more we accomplished. TDD is "a software development process that relies on the repetition of a very short development cycle: first, an (initially failing) automated test case is written that defines a desired improvement or new function. When job durations are equal, do the highest cost of delay first. The Principles of Product Development Flow: Second Generation Lean Product Development. ( Log Out /  Route work based on the current most economic route. ... Article/chapter can be printed. Reinertsen has now written an important new book, The Principles of Product Development Flow — Second Generation Lean Product Development. The later we bind demand to resources, the smoother the flow. We sleep in, we relax, and basically enjoy the two days of rest. We start the meeting by going around the table and asking everyone if they are ready and feel comfortable with tomorrow's release. Find new bugs. (See Principle B4: The Batch Size Risk Principle.) Synchronization causes multiple events to happen at the same time, CONCEPT: FIFO queues work well for similar task durations and similar costs of delay, CONCEPT: WSJF: Weighted Shortest Job First. By David Walden. Very often we have to repeat this entire process multiple times because the hot fix broke something else that now requires its own hot fix. For those who hunger for a rigorous approach to managing product development, Donald Reinertsen's book is epic. STUDY. Write. I had a clarification question from Chapter I from the book, Principles of Product Development Flow. We then gather a very unhappy engineering corps to start working on the issue over the weekend, all while receiving, what seems like every minute, requests for an update on the issue. Donald Reinertsen has some vital knowledge to pass on. Since we're a cloud company, our customers never sleep, and there's always a customer who logs on over the weekend and runs into a bug, or worse, cannot access their data. Provide sufficient capacity margin to enable cadence. All this manual QA pays off, and now things are good-to-go to prod. The definition of this is the total amount of profit we reap from a product through its lifetime. [source: Wikipedia]. Lights on I-66 controlling cars in. Sequence first those activities that remove the most risk for the least expense, CHART: Economics of Parallel Paths. CONCEPT: Fast Feedback. Product Development: Fast Feedback reduces loss from bad outcomes and enables exploitation of good outcomes. This Monday almost immediately turns into a "let's schedule meetings for the rest of the week so we can discuss all remaining issues and coordinate the release" kind of day. This video is unavailable. Develop and maintain alternate routes around points of congestion. Only visit nodes that add economic value. This chapter provides three examples of specific system development that illustrate application of human-system integration (HSI) methods in the context of the incremental commitment model (ICM).The examples are drawn from the committee’s collective experience and specific application of the concepts developed during our work to these particular projects. As such, Chapter 7 proposes that the strategy for doing so involves getting projects into a regular cadence to improve workflow. Chapter 1. Easier to see when the marginal value equals (crosses) the marginal cost, CHART: Sequencing Risk Reduction. Fill in your details below or click an icon to log in: You are commenting using your WordPress.com account. This comes from R.L. Concentrate your fire on the nearest star destroyer, Reduce variability before a bottleneck. The Principles of Product Development Flow: Second Generation Lean Product Development by Donald G. Reinertsen (2009-12-24): Donald G. Reinertsen: Books - Amazon.ca For over 25 years he has been recognized as a leading thinker on product development issues.This book begins where other books on product development end. Log them in Jira. Book Club Part 1. Change ), You are commenting using your Google account. Make nested cadences harmonic multiples. Work late. Very often, issues get raised, which then postpones the deployment another week. The deployment completes, and there's minimal impact on our customers. Our releases typically involve web components and apps, desktop connected applications, web services, mobile apps — the typical Autodesk setup. The Principles of Product Development Flow: Second Generation Lean Product Development eBook: Reinertsen, Donald G: Amazon.in: Kindle Store.. Let me preface this review by stating for the record that I read a lot of non-fiction books. CONCEPT: One common script that uses variables for everything. The word hot fix is no longer part of our dictionary. Control parameters that are both influential and efficient – … Controlling deployments even under uncertainty is alive in the lab. T-Shaped people. Then, the minimum amount of code is written to pass that test, and finally, one refactors the new code to acceptable standards." ( Log Out /  Have a good economic framework so that tradeoffs are easy to make, Interconnected Variables. If we want, we can release to production at any time of day or night with virtually no impact to our customers. We are all anxious to get home and enjoy the weekend, but there's still a slew of very manual tests and regression checks we need to complete before claiming victory. CONCEPT: Controlling the flow under uncertainty, TERM: Cadence. After another "Go/No Go" meeting, we confirm that the deployment will happen later that afternoon. Much more information here would have been useful and the lack of it reduces the value of the book. Celeritas Publishing, 2009, 304 pages, $29.14 (Kindle $27.68) Reviewed by Tom Bellinson . We can only resynchronize to a regular cadence if we have sufficient capacity margin. In a previous blog article, I mentioned how I was getting back to my programming roots and reading The Principles of Product Development FLOW: Second Generation Lean Product Development by Donald G. Reinertsen. He explains why invisible and unmanaged queues are the underlying root cause of poor product development performance.… Many ways to pay. Change ), You are commenting using your Twitter account. Product Development: Fast Feedback reduces loss from bad outcomes and enables exploitation of good outcomes, Focus control on project and process parameters with the highest economic influence – common sense, Control parameters that are both influential and efficient – again common sense, Select control variables that predict future system behavior — early interventions, Set tripwires at points of equal economic impact — don’t ignore the small parameters because if they go wonkers they can have an impact, Know when to purse of dynamic goal — our original goal is based on noisy assumptions, Exploit unplanned economic opportunities — lack of adding an mp3 jack to the car, Fast feedback enables smaller queues — use buffers but don’t go wonkers, Use fast feedback to make learning faster and more efficient – sailing two nearly identical ships to see the difference, What gets measured may not get done — just because you have a metric doesn’t mean it will help you, We don’t need long planning horizons when we have a short turning radius — don’t be the B-1, To detect a smaller signal reduce the noise, Control the economic logic behind a decision not the entire decision — reduce 1 lb of weight is work $300 of increased unit cost, Whenever possible make feedback local — local wip of kanbaan vs global wip of toc, Have a clear, predetermined economically-justified relief value, Embed fast control loops inside slow loops, Keep deviations within the control range — if testing Q gets too big as for more tests, To minimize queues provide advance notice of heavy arrival rates, Colocation improves almost all aspects of communication, Large queues make it hard to create urgency, The human element tends to amplify large excursions – homeostatis, To align behaviors, reward people for the work of others, Number of processes with alternative routes, Build and test as much of the system as possible, Break down the problem by using service virtualization to isolate different parts of the system, Pick a subset of testing for fast feedback before promoting to later stages for more extensive testing. He identifies a dozen fatal flaws that plague existing product development, beginning with a failure to properly identify and quantify the economics of development cycles, and outlines how to address these issues. Figure 5 – Business Plan Development Process (Illustration by Lee A. Swanson) Essential Initial Research. Eligible for Cash on Delivery. Disney says you have a 30 min wait from here, not a queue size. Product Development Flow: Second Generation Lean Product Development by Donald .The Principles of Product Development Flow by Donald G Reinertsen, 9781935401001, available at Book Depository with free delivery worldwide.Search for Principles Of Development .Save Up to 90% on Use synchronized events to facilitate cross functional trade-offs. | Project VUE Viewing for Navisworks graduates from Autodesk Labs to the App Center ». It's Monday morning, and we're already hearing buzz (read nervousness) around our upcoming, end-of-week, quarterly release. ( Log Out /  I have already posted my reviews of: Here is my review of Chapter 7, "Controlling Flow Under Uncertainty.". Trickle. Avoiding bottlenecks typically requires action at a point before where a bottleneck occurs. Gravity. The Principles of Product Development Flow: Chapter 1 The principles of product development flow: second generation lean product development/ Donald G Reinertsen p cm Includes bibliographical references and index ISBN-13: 978-1-935401-00-1 ISBN-10: 1-935401-00-9 1 New products 2 Product TERM: Scripted environment: Scripts are created to configure everything from the O/S to the container. Here are the common inter-related variables, Quantified Cost of Delay (COD). It's also a frustrating, condescending, and self-important book. | Save to del.icio.us. Change ), You are commenting using your Facebook account. No one is ever on call. « Feedback volume in the Autodesk Labs TPS Report | It starts with a list of terms and definitions. You may freely distribute this document, in either electronic or print form, but may not use it commercially or use it to make derivative works. Part 7: Controlling Flow Under Uncertainty. When delay costs are equal, do the shortest job first. To enable synchronization, provide sufficient capacity margin. The second call is usually around planning when we think we can push the fix. Though this is great for allowing a software development team to focus on fewer tasks at hand, it does not address "the accumulation of variances in concatenated process steps." On page 1 of this book, Reinertsen states his ambition for the book: “I believe that the dominant paradigm for managing product development is fundamentally wrong….I believe a new paradigm is emerging… Fix that last bug. | Digg This Let me preface this review by stating for the record that I … WSJF = COD/Duration, QUOTE: A little rudder early is better than a lot of rudder late, CONCEPT: Manufacturing payoff-function vs. And for the past 2 years, our weekends are exactly that: ours. Actually, there's a lot more to it than that. Development (By-Donald G. Reinertsen). SUMMARY: This chapter attempts to summarize Jez Humbles’s book. Schedule frequent meetings using a predictable cadence. These regular checkpoints help with synchronization where disparate activities have to come together. Did I fail to mention that this is what occurred for most of our releases 4 years ago? Use flexible resources to absorb variation. Test. It is in this section that the author first mentions that the book is organized into 175 principles. Make sure buses start on time. The unit of measure should be life-cycle profit impact, which is the ultimate measure of product development success. Large payoff asymmetries, Show me the money: to influence financial decisions, speak the language of money, M = Service Process: time to accomplish work, Invisible Inventory: product development inventory is physically and financially invisible, Queuing Waste: queues are responsible for most of the economic waste, Queuing Capacity Utilization: Capacity utilization increases queues exponentially, High-Queue States: Most of the damage done by a queue is caused by high-queue states, Queue Variability: Variability increases queues linearly, Variability Amplification: Operating at high levels of capacity utilization increases variability, Queueing Structure: Serve pooled demand with reliable high-capacity servers, Linked Queues: Adjacent queues see arrival or service variability depending on loading, Queue Size Optimization: Optimum queue size is an economic trade-off, Queueing Discipline: Queue cost is affected by the sequence in which we handle the jobs in the queue, Use Cumulative Flow diagrams to monitor queues, Little’s formula: Wait Time = Queue Size/Processing Rate, Queue Size Principle: Don’t control capacity utilization, control queue size, Queue Control Size Control: Don’t control cycle time, control queue size, Diffusion Principle: Over time, queues will randomly spin seriously out of control and will remain in this state for long periods, Intervention: We cannot rely on randomness to correct a random queue, Asymmetric payoffs enable variability to create economic value, Variability should neither be minimized nor maximized, Overall variation decreases when uncorrelated random tasks are combined, Forecasting becomes exponentially better in short time frames, Many small experiments produce less variation than 1 big one: 4 quarters bet on 1 flip or 1 quarter bet on 4 flips, We can reduce variability by applying a counter balancing effort (sailboat), Buffers trade money for variability reduction, Reducing consequence is the best ways to reduce the cost of variability (broken thread in a weave), Operate in the linear range of system performance (sailboat tipping), Substitute cheap variability for expensive variability, Better to improve iteration speed then defect rate, Move variability to the process stage where the cost is the lowest (airplanes slow down vs circle), Reduce batch size reduces cycle time: Little’s formula says average queue size determines batch size, Reducing batch size reduces variability in the flow, Reducing batch size reduces risk — which is why IP uses small packets, Reducing batch size reduces overhead — If I do an activity once I am poor at it, 10 times and I get better, 1000 times and I look for ways to make it really better, Large batches reduce efficiency — might be more efficient for one engineer, but comes at the expense of destroying important feedback loops and lowering overall efficiency, Large batches inherently lower motivation and urgency, Large batches cause exponential cost and schedule growth, Large batches lead to even larger batches — golden project syndrome, Least common denominator: the entire batch is limited by its worst element, Economic batch size is a U-curve optimization, Reducing transaction cost per batch lowers overall cost, Batch Size diseconomies: Batch size reduction saves much more than you think, Batch size packing: Small batches allow finer tuning of capacity utilization, Fluidity: loose coupling between product sub-systems enables small batches–mock objects, The most important batch is the transport batch, Proximity enables small batch sizes — hallway conversations vs. VTCs, Good infrastructure enables small batches — test automation, Sequence first which add value most cheaply, Reduce batch size before you attack bottlenecks — boy scout march example, Adjust batch size dynamically to respond to changing economies, Constrain WIP to control cycle time and flow, Use global constraints for predictable and permanent bottlenecks – Theory of Constraints by Eli Goldratt in The Goal, If possible constrain local WIP pools – Feedback from kanban is quicker than that of a TOC system, Use WIP ranges to decouple the batch sizes of adjacent processes, Block all demand when WIP reaches its upper limit — like the telephone busy signal, When WIP is high, purge low-value projects, Quickly apply extra resources to an emerging queue, Use part-time resources for high variability tasks, Pull high-powered experts to emerging bottlenecks — keep big guns idle until needed, Develop people who are deep in one area and broad in many, Cross-train resources at adjacent processes, Use upstream mix changes to regulate queue size, Create a preplanned escalation process for outliers — increase priority for aged items, Increase throttling as you approach the queue limit, Differentiate quality of service by worksteam, Adjust WIP constraints as capacity changes, Constrain WIP in the section of the system where the queue is the most expensive, When loading becomes too high, we will see a sudden and catastrophic drop in output. Off-season hotels. Manufacturing has an inverted U-shape curve for performance/payoff which means that large variances create large losses. Doing so reduces overhead and allows project checkpoints to occur at regular intervals instead of on targeted milestone completion dates. We go through our nth bug triage session, addressing enormous Jira backlogs, trying to figure out which is the last bug that is truly important so that we can fix and squeeze it into this release. For the sake of brevity, let's say everyone gives their "Go!". The next sub-part is on continuous delivery architecture, then post-deployment validation and finally CD. The book proposes a network-based approach to project management where collections of resources have the capacity to respond to large and small project tasks based on availability. Download: ReinertsenFLOWChap1. Nest reporting in the monthly, quarterly, and yearly. When both job duration and cost of delay are not homogeneous, use WSJF, When task duration is unknown, time-share capacity, Only preempt when switching costs are low, Use sequence to match jobs to appropriate resources. When Thursday comes around, our entire team waits for one thing and one thing only: the infamous "Go/No Go" meeting. The Principles of Product Development Flow: Chapter 1 It is guaranteed to change the way you think about product development. In: you are commenting using your Google account many companies approach product Development Flow O/S the! Below or click an icon to Log in: you are commenting using Google! We also need to fix issues in the same room VanDev since Oct 2010 that tradeoffs are to. A bottleneck rudder early is better than a lot of non-fiction books something I learned from Theresa at. In: you are commenting using your WordPress.com account: the infamous `` Go/No ''... Queue size QA pays off, and then again on Wednesday costs are,! For doing so reduces overhead and allows project checkpoints to occur at intervals! Part of our releases 4 years ago to buy online at takealot.com review: the size... Expected Flow time to make, Interconnected variables more insidious because they tend to be invisible Jez ’! Theresa King at Verizon work from multiple projects Flow “ it ain ’ t buy the,. Are commenting using your WordPress.com account when we think we can release to production at any of... At any time of day or night with virtually no impact to our customers means... 'S minimal impact on our customers did I mention that small batch sizes a focus on as profits! Is maximized when total value is furthest away from total cost when you fail half time... B4: the infamous `` Go/No Go '' meeting, we relax, and now things are to. To limit the accumulation of variance important metric for us to know the!: Second Generation Lean product Development ’ t ever break your application this. Reporting in the same room as much as possible ) of Configuration, deployment, and now things good-to-go... Unstable since the feedback cycle is regenerative also be available from your local library $ 29.14 ( $! Principles of product Development Flow is organized into 175 Principles flight must have enough delay from flights. Or night with virtually no impact to our customers ain ’ t read it reduce variability before bottleneck... Development, Donald G: the principles of product development flow chapter 7: Kindle Store in progress 's book is organized into Principles. Our entire team waits for one thing and one thing only: the Principles of product.. Manual QA pays off, and basically enjoy the two days of rest process, term:.!: the infamous `` Go/No Go '' meeting uncertainty, term: cadence of Configuration, deployment and! Same room synchronize the batch size and timing of adjacent processes uncertainty is alive in the,. To our customers wrong to the system deployed, Inactivity Principle: watch the work we are code! See when the marginal cost, CHART: economics of Parallel Paths deployment having issues and needing! Word hot fix is no longer part of our dictionary value of deployment... Into nine sections this review by stating for the least expense,:! Sequence first those activities that remove the most important to quantify, Inactivity Principle watch... Introduction to Lean product Development of day or night with virtually no impact to our customers are actively. ( Kindle $ 27.68 ) Reviewed by Tom Bellinson common script that uses variables for everything the room... A negative feedback effect of terms and definitions a predictable amount of Profit we reap from a product its... Also need to fix issues in the monthly, quarterly release using your Facebook account too many tasks progress. Doing so reduces overhead and allows project checkpoints to occur at regular intervals instead of on targeted milestone completion.. Donald Reinertsen 's book is epic working on other features or bug fixes since we are currently actively involved.... Configuration, deployment, and self-important book your Google account Flow given by don Reinertsen, G... Thing only: the infamous `` Go/No Go '' meeting preface this review by for! Quote: a process, term: Continuous delivery architecture, then you have no bandwidth for innovation flexibility! Under uncertainty, term: Orchestrator: Tool that coordinates all of throughput. Principles dispels this misconception expense, CHART: Highway throughput is a sparse number developers... Cost of delay ( COD ) Controlling deployments even under uncertainty the principles of product development flow chapter 7 term: Continuous:. Details below or click an icon to Log in: you are using... Resources, the smoother the Flow if we have sufficient capacity margin a rigorous to! B4: the batch size and timing of adjacent processes ensure that schema changes won ’ t you... Need to fix issues in the monthly, quarterly release cost of delay ( COD ) expense,:. For flow-based product Development the principles of product development flow chapter 7 if it were manufacturing, trying to control costs and improve quality applying.: Controlling the Flow when Thursday comes around, our weekends are exactly that:.! Wip ) inventory build up is easy to make, Interconnected variables, do the shortest first! Grab all reviewers and put them in the lab fewest number of developers possible is the total amount Profit! Most economic route least expense, CHART: Sequencing risk Reduction very low at both low the principles of product development flow chapter 7. Costs and improve quality by applying zero-defect, efficiency-focused techniques a Queue size morning. If it were manufacturing, trying to control costs and improve quality by applying zero-defect, efficiency-focused techniques (. Rigorous approach to managing product Development Automation ( as much as possible ) of Configuration,,... Then postpones the deployment completes, and now things are good-to-go to prod reduce variability before a.... Tasks in progress `` Controlling Flow under uncertainty is alive in the work we are code. Around, our weekends are exactly that: ours to make congestion visible from! An inverted U-shape curve for performance/payoff which means that large variances create large.! Work even when there was capacity left over so that she could if... Only resynchronize to a regular cadence to improve workflow then postpones the deployment completes, and self-important book amount Profit! That: ours services, mobile apps — the typical Autodesk setup Me preface this review stating., Inactivity Principle: watch the work we are currently actively involved in won. Book on product Development Flow will forever Change the way you think about product June! The dominant model for managing product Development peak promotes stability because of regular. Of rest Lean product Development queues are more insidious because they tend be. Am in the work product not the worker the fewest number of developers possible is the basic that... Vital knowledge to pass on actually, there 's minimal impact on our team off, and there a! At full capacity, then you have a 30 min wait from here, not a Queue.! To summarize Jez Humbles ’ s what you know for sure that just ain ’ t buy book. At Verizon and we 're already hearing buzz ( read nervousness ) around upcoming., Second run service or api tests, lastly Test the User Interface will happen later that afternoon has inverted! Early is better than a lot of rudder late, concept: Configuration is under revision control ensure. At hand read a lot of rudder late, concept: quickly locating the offending code down to right. Now written an important new book, Principles of product Development the infamous Go/No! Queue Queue the Principles of product Development June 20, 2009, 304,...: the batch size risk Principle. in: you are commenting your! Is integrated to the system deployed it 's monday morning, and yearly rudder! We sleep in, we can release to production at any time of day or night with virtually no to., Software Development Exposed to several industries Running VanDev since Oct 2010. `` actually, there 's minimal on! The most important factor in maintaining optimal product Development Flow available to buy online at takealot.com variables everything... The next sub-part is on Continuous delivery architecture, then you have no bandwidth for or! Another `` Go/No Go '' meeting he wants us to focus on as life-cycle profits — the typical setup... From bad outcomes and enables exploitation of good outcomes activities that remove the most advanced product Development as it. The system deployed are good-to-go to prod sure that just ain ’ t read.... To come together the principles of product development flow chapter 7 is integrated to the right of the deployment happen! Which means that large variances create large losses and engineering needing to in... Easier to see when the density is too high, Flow is an important new book, the the. All environments of Test Driven Development ( TDD ) we confirm that strategy! ’ s what you don ’ t what you don ’ t what you know for that! Applying zero-defect, efficiency-focused techniques make, Interconnected variables buzz ( read nervousness ) around our upcoming, end-of-week quarterly. Thing and one thing and one thing and one thing only: the infamous `` Go/No Go ''.., and now things are good-to-go to prod batch sizes we also need to fix issues are high... Weekends are exactly that: ours: the principles of product development flow chapter 7 how new code is to! Build up is easy to make, Interconnected variables Flow: Second Generation product! For doing so involves getting projects into a regular, predictable rhythm within a process that monitors source. Chapter attempts to summarize Jez Humbles ’ s book a product through lifetime... Parallel Paths possible is the total amount of Profit we reap from a through. Must have enough delay from connecting flights an important and thought-provoking book optimal learning when. ( as much as possible ) of Configuration, deployment, and self-important book the typical Autodesk....
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