(EBook PDF) Mastering Work Intake From Chaos to Predictable Delivery 1st Edition by Thomas Cagley 1604278536 9781604278538 full chapters

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ISBN-10 ‏ : ‎1604278536 

ISBN-13 ‏ : ‎ 9781604278538

Author:  Thomas M. Cagley 

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 1st Table of contents:

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
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
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

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