Mastering work intake : from chaos to predictable delivery / Thomas M. Cagley, Jr. and Jeremy Willets.
"Regardless of whether you're creating, enhancing, or maintaining software products, work intake is a challenge you deal with constantly. Doing the right work at the right time can make or break your project, and there are surprisingly few resources to show you how to manage this process e...
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Full Text (via Skillsoft) |
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| Main Authors: | , |
| Format: | eBook |
| Language: | English |
| Published: |
Plantation, FL :
J. Ross Publishing,
[2024]
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| Subjects: |
MARC
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| 050 | 0 | 0 | |a HD69.P75 |b C34 2024 |
| 100 | 1 | |a Cagley, Thomas M., |d 1956- |e author. | |
| 245 | 1 | 0 | |a Mastering work intake : |b from chaos to predictable delivery / |c Thomas M. Cagley, Jr. and Jeremy Willets. |
| 264 | 1 | |a Plantation, FL : |b J. Ross Publishing, |c [2024] | |
| 300 | |a 1 online resource | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a volume |b nc |2 rdacarrier | ||
| 504 | |a Includes bibliographical references and index. | ||
| 520 | |a "Regardless of whether you're creating, enhancing, or maintaining software products, work intake is a challenge you deal with constantly. Doing the right work at the right time can make or break your project, and there are surprisingly few resources to show you how to manage this process effectively. You need to know what your team is executing, what work is next, and the skill sets required to do the work. Mastering Work Intake: From Chaos to Predictable Delivery focuses on the full pipeline that work follows as it enters and exits your organization, including the different types of work that enter at different levels and times. It is a must-read for agile coaches, Scrum Masters, product owners, project and portfolio managers, team members, and anyone who touches the software development process. Mastering work intake involves recognizing that it's easy to say "yes" and much harder to say "no.""-- |c Provided by publisher. | ||
| 505 | 0 | |a Front Cover -- Title Page -- Copyright -- Dedication -- Contents -- About the Authors -- Preface -- Acknowledgments -- Introduction to Terms -- WAV™ Page -- Section One -- Section One: Work Intake -- Section Introduction -- Chapter 1: What Is Work Intake? -- A Simple Example of Work Intake in Scrum -- Work Intake and Agile -- End-of-Chapter Questions -- Chapter 2: What Does Good Work Intake Look Like? -- Introduction -- Nine Core Principles -- End-of-Chapter Questions -- Chapter 3: Work Intake Basics -- Pull versus Push -- Story-Driven versus Interrupt-Driven -- Utilization Maximization Fallacy -- Flow -- The Happy Path -- End-of-Chapter Questions -- Chapter 4: Who Cares About Work Intake? -- Executives -- Customers -- Internal Stakeholders -- End-of-Chapter Questions -- Chapter 5: Three Levels of Work Intake -- Organization-Level Work Intake -- Middle-Level Work Intake -- Team-Level Work Intake -- Hierarchy and Fatalism: A Caution -- End-of-Chapter Questions -- Chapter 6: Work Intake Antipatterns: When Work Intake Goes Wrong -- Disrupted Work -- Everything Else Is Late -- Reduced Trust -- Leadership and Trust -- Lack of Safety -- Everything Is Started, Nothing Is Done -- Herding -- End-of-Chapter Questions -- Section One: Conclusion -- Section One: Introspection -- A Work Intake Case Study as a Business Novella, Chapter 1 -- Executing New Ideas -- Section Two -- Section Two: Work Intake Basics: Prioritization and Sequencing -- Section Introduction -- Chapter 7: Prioritization -- Priority -- Why We Prioritize -- What Is a Priority? -- End-of-Chapter Questions -- Chapter 8: The Who, When, and How of Prioritization -- Who Participates in Prioritization? -- When to Prioritize -- How to Prioritize -- End-of-Chapter Questions -- Chapter 9: Prioritization at All Three Levels -- Prioritization and Work Intake. | |
| 505 | 8 | |a Examples of a Simple and Complex Approach to Prioritization -- End-of-Chapter Questions -- Chapter 10: Prioritization Antipatterns -- I Can't Prioritize Between These Items. -- That's a High Priority. -- What Is the Next Thing on the Priority List? -- Everything Is a High Priority. -- Prioritization Antipatterns Conclusion -- End-of-Chapter Questions -- Chapter 11: Sequencing -- Why We Sequence -- What Is Sequencing? -- End-of-Chapter Questions -- Chapter 12: The Who, When, and How of Sequencing -- Who Participates in Sequencing? -- When to Sequence -- How to Sequence -- End-of-Chapter Questions -- Chapter 13: Sequencing at All Three Levels -- Sequencing and Work Intake -- Approach to Sequencing -- End-of-Chapter Questions -- Chapter 14: Sequencing Antipatterns -- That Work Isn't in Our Backlog of Product Work -- It's in Our Backlog of Technical Work. -- That's Not on Our Backlog. -- We're Going to Need to Do that Work Eventually, so Let's Just Do It Now. -- End-of-Chapter Questions -- Chapter 15: Prioritization and Sequencing-Related but Different -- End-of-Chapter Questions -- Section Two: Introspection -- A Work Intake Case Study as a Business Novella, Chapter 2 -- Executing New Ideas -- Section Three -- Section Three: Work Intake Visualization: Metrics that Matter -- Section Introduction -- Chapter 16: Flow -- Defining Flow -- Why a Definition Is Important -- Four Common Attributes of Flow -- End-of-Chapter Questions -- Chapter 17: Flow Metrics -- Introduction -- Flow Metrics Basics -- Basic Metrics of Flow -- End-of-Chapter Questions -- Chapter 18: Flow Metrics Palette -- Dashboard Metrics -- Rearview Mirror Metrics -- End-of-Chapter Questions -- Chapter 19: Flow Metrics at All Levels -- Organization -- Middle Management -- Team -- End-of-Chapter Questions -- Chapter 20: Metrics Antipatterns. | |
| 505 | 8 | |a Story Points (as Throughput and/or Velocity Measures) -- Measuring Individuals -- Team versus Team -- The Data Is the Whole Story -- Measuring Everything (or Nothing) -- Inconsistent Measurement Definitions -- Measuring Hours (and Estimating in Time) -- Measuring the Wrong Thing (and Believing It Is Right) -- Metrics Fire Drills -- Local Optimization -- The "Tragedy of the Commons" -- Time versus Productivity -- End-of-Chapter Questions -- Section Three: Introspection -- A Work Intake Case Study as a Business Novella, Chapter 3 -- Executing New Ideas -- Section Four -- Section Four: Work Intake Problems and Solutions -- Section Introduction -- Chapter 21: The Primary Causes of Work Intake Problems -- Cause #1: Goal Conflict -- Cause #2: Need Outstrips Supply -- Cause #3: Pay Practices -- Cause #4: Project Thinking versus Product Thinking -- Cause #5: Urgency/Importance Dichotomy -- Cause #6: Classes of Service -- Cause #7: Control -- Cause #8: "Yes-Itis" -- A Final Word on Causes -- End-of-Chapter Questions -- Chapter 22: Fixing the Primary Causes of Work Intake Problems -- Fix #1: Staffing Levels -- Fix #2: Alignment -- Fix #3: Change the Methods of Working -- Fix #4: Acquiring Capabilities -- Fix #5: Culture -- A Final Word on Fixes -- End-of-Chapter Questions -- Chapter 23: Why Middle Management Can Be Mushy -- What Is the Middle? -- Who Is Active in the Middle? -- Work Intake in the Middle -- End-of-Chapter Questions -- Chapter 24: Middle Management Antipatterns: Competing Interests -- Hierarchical Interests -- Technical Interests -- Product Interests -- Process Interests -- Meta Antidote -- End-of-Chapter Questions -- Chapter 25: When Work Is Done -- Work Acceptance Antipatterns -- End-of-Chapter Questions -- Section Four: Introspection -- A Work Intake Case Study as a Business Novella, Chapter 4 -- Executing New Ideas -- Afterword -- Index. | |
| 588 | |a Description based on online resource; title from digital title page (viewed on July 26, 2024). | ||
| 650 | 0 | |a Project management. | |
| 650 | 0 | |a Teams in the workplace. | |
| 650 | 7 | |a Project management. |2 fast |0 (OCoLC)fst01078797 | |
| 650 | 7 | |a Teams in the workplace. |2 fast |0 (OCoLC)fst01144679 | |
| 700 | 1 | |a Willets, Jeremy, |d 1980- |e author. | |
| 776 | 0 | 8 | |i Print version: |a Cagley, Thomas M., 1956- |t Mastering work intake |d Plantation, FL : J. Ross Publishing, [2024] |z 9781604272000 |w (DLC) 2023048108 |
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| 952 | f | f | |p Can circulate |a University of Colorado Boulder |b Online |c Online |d Online |e HD69.P75 |h Library of Congress classification |i web |