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The latest Tweets from Donald Reinertsen (@DReinertsen). Product Development Consultant, Author, Always trying to learn more about math, science, and. Donald G. Reinertsen. · Rating details · 1, ratings · 94 reviews. In this book, Reinertsen provides an examination of product development practices. 14 quotes from Donald G. Reinertsen: ‘In product development, our greatest waste is not unproductive engineers, but work products sitting idle in process.

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We can only do so if we express both factors in the same unit of measure, life-cycle profits. I’ll go into a bit more detail about the major themes of this book, although it’s worth noting that there’s much more than I can usefully summarize. It’s not a g.reinfrtsen read, yet worth the effort.

Reinertsen & Associates – Reinertsen & Associates

Goodreads helps you keep track of books you want to read. The author uses lessons from economics, control theory, operations research, queueing theory, the algorithms running the g.reinertssen, and even the Marine Corps.

It would have been useful to at least address that. All interesting, if a bit abstract. This aligns perfect with Goldratt’s thinking in The Goal: Refresh and try again. This unfortunately donapd means that if one is a fallacy, the rest could be impacted. Amazon Advertising Find, attract, and engage customers. Reinertsen’s attempt to write a condense book. Want to Read saving….


It’s also a frustrating, condescending, and self-important book. Although, as noted above, batching can sometimes be the right trade-off, controlling batch size is one of the key ways of controlling queue size and, therefore, delay.

Donald G. Reinertsen Quotes (Author of Kanban)

The author uses principles to structure the book. For decentralization to be effective, leaders need to make sure that the decentralized decision makers are aligned with the larger organizational goals.

He provides clear examples, inspiring charts, and practical advice throughout the book. So this book has many lessons that apply directly to software development. I have a bachelors in Doald, and much of what Reinertsen discusses is mathematically accurate, but he typically only lays out conclusions and doesn’t really try to help the reader reach the conclusions from the premises.

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Reinertsen offers a new example of optimizing utilization of the bottleneck by having a group run ahead, pave the path and collect water. To see what your friends thought of this book, please sign up. He shows why these queues form and how they undermine the speed, quality, and efficiency in product development. This is a book donzld three different ideas speed, quality, cost. Large batches can be more efficient to process in isolation, but at the cost of increased delay, slower feedback, and slower iteration.


The more granular the schedule, the larger the schedule reserves. Each widget you make gives the same profit, but every new product you develop has different trade-offs for both profit and loss.

Reinertsen is making some obvious mistakes that makes me doubt the more valuable parts of the book. Just because “Product” is in the title, don’t think it’s just for product managers, if you’re an I didn’t finish this the first time I read it and gave it two stars.

Along with a lot of deep queue theory and serious mathematical theory interpolation, the advice are often very abstract and hard to understand how to put in practice. Open Preview See a Problem? Yet it leaves me hesitant to buy the facts at face-value. I found many insights in further extending them to knowledge work productivity. The first theme is that decisions should be made based on economic criteria rather than proxy variables.

Marvelous 5 star content obscured by sub-par organization and style choices. He explains why invisible and unmanaged queues are the underlying root cause of poor product development performance.