The Principles of Product Development Flow: Second Generation Lean Product Development Hardcover – January 1, 2009

I got this book on 2014/06/17 and I've read into Chapter 3.Chapter 1 is somewhat different from the other chapters in that rather than being a series of principles, it provides an overall view of practice orthodoxy and how many of these closely held beliefs are based on secondary or proxy variables. The chapter continues with an overview of several examples and then summarizes and discusses where things are going in the rest of the book as well as the layout. The first chapter is great. I did expect it to end a bit sooner than it did (I was thinking in terms of self-referential, small batch sizes), but I'm not sure a shorter chapter would have been better.The second chapter introduces the approach for the rest of the book as well as the model underpinning the principles. The approach works for me. I imagine myself reading this book, going back and creating queue cards for each of the principles, then periodically looking up individual ones and refreshing my memory. It seems like a book I can keep going back to and reading just because I want 5 minutes of good reading.For some context, I'm a software developer. I learned about the Theory of Constraints (ToC) before I really learned software development processes in depth. When I did being the software process journey, it was under the OO umbrella, so incremental and iterative, feedback, etc. This learning, however, I've recently realized (by first reading Kanban and now this book) was heavily influenced by the ToC. At the beginning of this century, I jumped on the XP and Scrum bandwagons, even working with a few of the original signatories on the manifesto for agile development.ToC came up a number of times while coaching. Moving from ToC to thinking in terms of Kanban isn't much of a leap to me. However, since I was applying things I learned and internalized, things that seem obvious to me are often not obvious to my customers or even my colleagues (yes, sometimes I'm wrong, but often I'm not). For example, at many, many places I've been, companies claim they are practicing continuous integration or even continuous delivery, but then their builds are broken (red) 80+ % of the time. This is a huge cost to productivity, morale, feedback, etc. This is one example of many such examples that, in in the context of ToC are obvious bottlenecks, which cause queueing. If I look with lean glasses, many of these are worthy of stopping the line, but people march on, building up queues of work to be committed, which lead to more broken builds, integration problems, demoralization, etc.However, what seems obvious to me doesn't seem obvious to others. More importantly, many people don't even see that there's a problem at all! They think, for example, when developers complain about being blocked due to the build being broken, it's just developers complaining about a minor glitch, but it is more typically a systemic problem.This books presents a model based on economics. One thing that I observed myself observing about the book was that I thought it might be over emphasizing one dimension, cost of delay, or one approach, economics. However, "all models are wrong, some are valuable." While I had this observation, I didn't find anything wrong about the conclusions, and in fact find my self thinking "yes and," so I've kept reading. So while this model may be wrong in some ways (I'm not aware of any), I clearly see immediate and near-term value for me with its use.What this model does is allow me to speak to upper management, and maybe middle management using a language they are likely to appreciate. I'm able to justify things like slack using economic models, so that I might be better able to communicate with them. So rather than talking about the flexibility and agility that well under 100% utilization might offer, instead I can discuss the cost of delivery related to high utilization (lack of slack). My primary failing up until now is not being able to explain what seems intuitive to me in a way that bridges the communication gap. This model seems to give me another way to both think about it and communicate it.I have not finished reading the book, but in the the spirit of small batch sizes, this is my first delivery. I'll be making updates as I read the book. I am already confident that I'll finish this book and that I can recommend it to people. It'll have to really work hard to go under a 5 star review.Finally (so far): my impression so far reading the book is that it seems well researched, brings together a number of disciplines in a non-trivial manner and seems to come form someone who legitimately has many good years of experience, not just the same 1 year of experience repeated over and over.

This book is a refreshing read. Product developers have normalized and internalized bad practices for so long that it's often impossible to see why we so often fail. Too many fundamentally bad ideas have become so ingrained that we often forget to examine them. Things like phase gated project management and 'full utilization of resources' are taken for granted as much as the air we breath. When things do go wrong managers usually try and "fix" things by doing the same things but with more intensityReinertsen clears this away and looks at the product development cycle from holistic perspective. When you approach the problem from a Total Lifecycle Profits perspective some forms of apparent 'waste' are really not. Implementing two options in parallel knowing you will throwing one away may very well be less wasteful then implementing just your preferred option - only to discover too late that it won't work.His focus on queues and queuing theory is critically important. All processes and business have queues but too often we don't think of them that way. It's just the pile of work we need to get done - which is completely different from a queue right? Looking for hidden queues and treating them properly is the key to improving many processes.I particularly enjoyed his discussion of efficient 'resource utilization'. A road network that is 100% utilized is gridlocked. A computer server with a pinned CPU and full memory is clogged and overloaded. A FedEx truck packed with every cubic inch of space is impossible to unload efficiently. Why then do managers assume that an employee with 'only' 90% of their 'capacity' spoken for is in desperate need of another project? Reinertsen cuts through this nonsense.This is a new form of Scientific Management. Most previous attempts have treated people like clockwork parts in a machine. Differences were seen as a problem to be eliminated. If everything and everyone were the same then Efficiency would be achieved! All re-work was seen as inherently bad and a sign of a flawed process. Instead, by focusing on flow Reinertsen shows that in many cases variability is the key to adding value. With small batch sizes, parallel queues and fast feedback re-work can actually result in much better products and higher profits.This book doesn't not provide a capital P Process that a business can implement as a magic wand. Instead it provides a set of tools and a way of thinking that can guide each organization to discover how to achieve flow in their own domain.I highly recommend this book to executives, managers, product developers and "in the weed" workers. It's applicable across a wide variety of industries. While the details of developing new furniture or the next great cloud application are going to be very different the principles and tools are the same.

It is a comprehensive set of "rules" to consider when designing your Product development flow, and to many there are true surprises and eye openers. It is mostly - as I see it - the same rules and ideas (and a few additions) as in the famous "Managing the Design Factory" book, but here it is organized more like a rules book with a long list of rules to go through and check for. It is a tough book to read from end to end (not sure that it is actually the intention). However the first 2-3 chapters which are more "normal" will alone justify purchasing this great book. (I did like the managing the design factory better though, because it was easier to read I think).