better ways to workingvald skaug
better ways to work        delays      feedback         risk
delays create extra workhttp://www.leankanbanuniversity.com/what-lean-kanban-0http://www.personalkanban.com/pk/expert/mult...
lean startupbeyond budgetingreal options                         uncertainty cannot be eliminated                         ...
you cant manage what you cant seehttp://skaug.no/ingvald/2010/12/agile_basics_visualize_more/
estimates create wasteestimates hide riskillusion of controlJim Benson: Why Plans Fail: Cognitive Bias, Decision Making, a...
you say estimates, i say promisesMary Poppendieck: Theory of Constraints - Its Okay to be Latehttp://www.leanessays.com/20...
the purpose of a company is not to make money... it is as absurd to say that the purpose of an organisation is to make mon...
Donald G. Reinertsen: "The Principles of Product Development Flow", pg 121via http://dev2ops.org/blog/2012/3/18/devops-les...
http://agileconsulting.blogspot.com/2011/07/explaining-why-limiting-wip-is-so.htmlhttp://skaug.no/ingvald/2010/02/lean_dev...
@ingvald           http://blog.crisp.se/2009/11/16/henrikkniberg/1258359420000
Better Ways to Work - TDC 2012
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Better Ways to Work - TDC 2012

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delays - feedback - risk. NB: see http://skaug.no/ingvald/2012/10/tdc-2012/ for original PDF, since slideshare seems to reduce quality.

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Better Ways to Work - TDC 2012

  1. 1. better ways to workingvald skaug
  2. 2. better ways to work delays feedback risk
  3. 3. delays create extra workhttp://www.leankanbanuniversity.com/what-lean-kanban-0http://www.personalkanban.com/pk/expert/multitasking-and-bottlenecks-why-limit-your-wip-iii/
  4. 4. lean startupbeyond budgetingreal options uncertainty cannot be eliminated by any estimation methodscontinuous integration nature of estimatescontinuous delivery => average deviations accumulate upwardsTDD / BDD/ ATDDSpec by example How Uncertainty Works http://www.cprime.com/knowledge/articles/uncertainty.html http://www.flickr.com/photos/adamfranco/5948262113/in/photostream/
  5. 5. you cant manage what you cant seehttp://skaug.no/ingvald/2010/12/agile_basics_visualize_more/
  6. 6. estimates create wasteestimates hide riskillusion of controlJim Benson: Why Plans Fail: Cognitive Bias, Decision Making, and Your Businesshttp://en.wikipedia.org/wiki/Optimism_biashttp://en.wikipedia.org/wiki/Planning_fallacyhttp://en.wikipedia.org/wiki/Parkinsons_Lawhttp://en.wikipedia.org/wiki/Student_syndromehttp://en.wikipedia.org/wiki/Hofstadter%27s_lawJørn Ola Birkeland, Bekk, at XP2010: From a timebox tangle to a more flexible flowhttp://xp2010.org/program?sid=11&o=1
  7. 7. you say estimates, i say promisesMary Poppendieck: Theory of Constraints - Its Okay to be Latehttp://www.leanessays.com/2001/03/theory-of-constraints.htmlhttp://www.methodsandtools.com/archive/archive.php?id=79http://leadinganswers.typepad.com/leading_answers/2008/01/software-estima.html
  8. 8. the purpose of a company is not to make money... it is as absurd to say that the purpose of an organisation is to make money as it is to say that the purpose of a human being is to eat or breathe.The Capable Company: Building the capabilities that make strategy work,Richard L. Lynch, John G. Diezemann, James F. Dowling
  9. 9. Donald G. Reinertsen: "The Principles of Product Development Flow", pg 121via http://dev2ops.org/blog/2012/3/18/devops-lessons-from-lean-small-batches-improve-flow.html
  10. 10. http://agileconsulting.blogspot.com/2011/07/explaining-why-limiting-wip-is-so.htmlhttp://skaug.no/ingvald/2010/02/lean_development_is_not_manufa/
  11. 11. @ingvald http://blog.crisp.se/2009/11/16/henrikkniberg/1258359420000

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