Part V: Improving Challenges By directed Actions

One cannot make totally accurate predictions of what result an action will have. However, attending to Lean-thinking and culture can usually provide solid guidance. When unexpected results do occur it can provide a deeper understanding of how things are related to each other.

The metaphor that I like to use is that although there is no certainty that driving on the left side of the road in New Zealand will avoid accidents, it’s more likely than driving on the right side of the road.

This part includes chapters on each of the main actions that can be used to improve. Each chapter presents a pattern group covering a different part of the value stream.  These are:

Value stream wide

  1. Lean Leadership
  2. Lean Management
  3. Create visibility across the value stream of both the work and workflow


  1. Strategies with OKRs and Lean Portfolio Management
  2. OKRs drive strategies

Portfolio Management

  1. Portfolio Management
  2. Quarterly Budgeting
  3. Beyond Budgeting

Product Management

  1. Having an effective discovery intake process
  2. Using MBIs, MVPs and MVRs

Having an Effective Development Intake Process

  1. Using MBIs
  2. Having an effective development intake process
  3. Control interruptions
  4. Use ATDD with BDD’s Given-When-Then

Program Level Planning

  1. Program Increment Planning Event
  2. One time planning then flow
  3. Flow

Organizing The Talent

  1. Organize programs around a product mindset
  2. Use flow
  3. Multiple vertical applications being supported by platforms that are also releasable
  4. Effective team formation

Coordination and Integration

  1. Effective team formation
  2. Collaboration and integration
  3. Coordinate Shared Services


  1. Automated testing
  2. Improving Developer Skills

Release and Realization

  1. DevOps Stage 1
  2. DevOps Phase 2
  3. Coordinating with marketing and support