Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
Vacanti makes the case for flow metrics over story point velocity. Covers cycle time, work in progress, throughput and their relationship through Little's Law, then the charts that make them usable, being the cumulative flow diagram, the cycle time scatterplot and the histogram.
Goldratt's business novel applying the theory of constraints to project management. The story follows a business school lecturer and his students as they work out why projects overrun even when every individual task carries …
A condensed statement of the Kanban Method, distilled from Anderson's longer blue book into about eighty pages. It sets out the values, the change management principles and the service delivery principles, then the general …
Two short books in one, the first comparing Scrum and Kanban as tools rather than as rival methods, the second a set of case studies from teams that used them.
Anderson's original Kanban book. Covers visualising the workflow, limiting work in progress, managing flow, making policies explicit, and improving collaboratively. The argument is for evolutionary change starting from the current process rather than a defined transition.
DeGrandis names five thieves of time being too much work in progress, unknown dependencies, unplanned work, conflicting priorities and neglected work. Each gets a chapter covering how to spot it, how to make it visible on a board, and the specific countermeasures.
The practical companion to The Phoenix Project, organised around the three ways of flow, feedback and continual learning. The flow section covers deployment pipelines, automated testing, low risk release patterns and the architecture that lets teams deploy independently of each other.
A novel about a plant manager given three months to save his factory, and the book that carried the theory of constraints to a wide audience. The five focusing steps run through the plot, showing how to identify the constraint …
A short definition of Kanban as a strategy for optimising the flow of value through a system, maintained independently of any one training body. It defines the workflow a team makes explicit, the three practices of visualising the …
Reinertsen sets out a large collection of numbered principles for managing the flow of product development work, grounded in queueing theory, economics and control theory.
Martin and Osterling treat value stream mapping as a leadership activity rather than a lean tool, and structure the book around running a mapping exercise from end to end.