The outcome of this workshop is typically a new product or service concept - ... 1. 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. Here is my review of Chapter 1, "The Principles of Flow." I have already posted my review of Chapter 1.Here is my review of Chapter 2, "The Economic View." 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. the steps used for program development: requirement, specification, design, implementation, testing, and the correctness proof of programs. The Principles of Product Development Flow: Second Generation Lean Product Development by Donald G. Reinertsen. Make nested cadences harmonic multiples. Core Principles of International Marketing. Only visit nodes that add economic value. Not just a little wrong, but wrong to its very core." The same product design and features, and the same basic promotional campaign, used in all countries. The Principles of Product Development Flow: Second Generation Lean Product Development by Donald G. Reinertsen A colleague of mine recommended this book and I was so lucky to buy it. Enjoy the videos and music you love, upload original content, and share it all with friends, family, and the world on YouTube. TERM: Orchestrator: Tool that coordinates all of the automation. Chapter 19 Business Decision Making in Product Development 566. Change ), You are commenting using your Facebook account. Change ), My Travels Through Agile Software Development. An introduction to Lean Product Development Flow given by Don Reinertsen at Adventures with Agile in London. 0000000955 00000 n
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. The same product design and features in all countries, with variations in the promotional campaigns country by country. Select and tailor the sequence of subprocesses to the task at hand. Use synchronized events to facilitate cross functional trade-offs. Variations in the product design country by country, with the same basic promotional campaign used in all countries. Page 3 | Chapter 9 – HACCP September 2017 9.1. What organizational structures and processes are used to manage new product development? 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. TERM: Scripted environment: Scripts are created to configure everything from the O/S to the container. My plan is to review each chapter. Principles of Product Development Flow: Second Generation Lean Product Development by Donald G. Reinertsen. Home » Patricia Alexander » The Principles of Product Development Flow Second Generation Lean Product Development Online PDF eBook. Thursday, September 28, 2017. < Metrics in Action 7.1: The . Let me preface this review by stating for the record that I read a lot of non-fiction books. Understanding Lead User Research Principles 1:2 Chapter 1 ... intensive product or service concept development work, usually over a 2 or 3 day period. Many ways to pay. —Don Reinertsen, Principles of Product Development Flow. Home » Uncategories » The Principles of Product Development Flow Second Generation Lean Product Development Online PDF eBook. SUMMARY: Some very complex ideas are presented in just a few pages. Let us get started! These beliefs, or agile principles, are described in this chapter. TERM: Deployment pipeline: defines how new code is integrated to the system deployed. They are different, to be sure, but the principles that will help to improve the quality of product and service are universal in nature. The Principles of Product Development Flow: Chapter 1 The Principles of Product Development Flow: Second Generation Lean Product Development Description "...the dominant paradigm for managing product development is wrong. ISBN-13: 978-1-935401-00-1 ISBN-10: 1-935401-00-9 1. The Principles of Flow “It ain’t what you don’t know that gets you into trouble. 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. Principles of Evaluation. CONCEPT: Quickly locating the offending code down to the fewest number of developers possible is the basic principle that should drive the design. I also encourage you to check out this at-a-glance comparison of the underlying principles of plan-driven process and Scrum. Now customize the name of a clipboard to store your clips. We can only resynchronize to a regular cadence if we have sufficient capacity margin. The author defines the most important metric for us to focus on as life-cycle profits. Section 1.1 introduces the programming paradigms, performance, features, and the development of programming languages. Use with specialty. Author DonReinertsen His latest award-winning book, The Principles of Product Development Flow: Second Generation Lean Product Development, has been praised as, “… quite simply the most advanced product development book you can buy.” 3. 4) Finance managers need to interact constantly with ... looking at the difference between total cash flow to the company with the cash flow, and without the cash flow. 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. Significant incentives exist for firms to continuously introduce viable new product s to the markets they serve. The principles of product development flow “Second generation lean product management” 2. Have a good economic framework so that tradeoffs are easy to make, Interconnected Variables. 19.1 Introduction 566. TERM: Continuous Delivery: Automation (as much as possible) of configuration, deployment, and testing. 19.2 Economic Analysis 566. Includes bibliographical references and index. 19.5 Company and Societal Factors Affecting Product Development 573. provement, Volume 2 of Principles of Cultivar Development was prepared. %PDF-1.4
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I had a clarification question from Chapter I from the book, Principles of Product Development Flow. Book review: The Principles of Product Development Flow. This third book by a best-selling product development author lucidly explains the principles behind these new methods and shows readers how to apply them. It becomes very low at both low and high speeds. IDEA:The Problem. The Principles of Product Development Flow: Second Generation Lean Product Development by Donald G. Reinertsen. Download: DGR Interactive Economic Model 8-14-12 The Principles of Product Development Flow – Chapter 1 Use a regular cadence to enable small batch sizes. ( Log Out / Länge: 290 Seiten Word Wise: Aktiviert Verbesserter Schriftsatz: Aktiviert PageFlip: Aktiviert Sprache: Englisch Kunden, die diesen Artikel gekauft haben, kauften auch . Principles of Product Development Flow is organized into nine sections.