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Queueing theory
Speaking to the impact of WIP limits.
Variation is often dealt with by reducing the size of batches moving through the system
For example, many stores have check-out lanes for “10 items or less” to reduce the variation in checkout time for that line
Utilization and its impact on efficiency
Value Stream Mapping
I think a lot about how outcome/output is measured in software teams, especially around the contrast of measuring individual output vs team output and how that connects to the flow of value through a system that I’ve heard about from time and time again from these sources: successful teams are organised around flow. Flow of information, flow of requirements, flow of value from concept to customer. You want to design your information structures in a way that facilitates the flow of information & value- James Lewis
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Accelerate book & stuff from the SPACE framework
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Team Topologies' chapter on team first thinking
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helps break down what’s happening around lead time. identifies the amount of time that a unit of work spends ‘waiting to be picked up’, vs ‘being done’ (the value adding activity)
- why lead time is a useful metric
- DORA & accelerate
- in software, work sitting in a queue, or WIP state, is liked to inventory in the manufacturing process
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how queuing theory fits in