| tag |
reason |
use |
Approvals |
Full-Kitting ensures all approvals are obtained before work begins, preventing interruptions. |
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|
| tag |
reason |
Automation |
TameFlow encourages automation to maintain flow efficiency and reduce manual bottlenecks. |
|
| tag |
reason |
use |
Change Management |
Buffer Management detects issues early, enabling proactive change management before problems escalate. |
|
|
| tag |
reason |
use |
Demand Management |
Drum-Buffer-Rope ensures the constraint receives continuous work supply, managing demand through the system. |
|
|
| tag |
reason |
use |
Estimating |
Buffer Management provides empirical data on task completion, improving estimation accuracy. |
|
|
| tag |
reason |
use |
Issue Management |
Flow Efficiency Boards visualise work items and their status, making issues visible. |
|
|
| tag |
reason |
use |
Measurement |
TameFlow uses flow metrics like throughput, cycle time, and buffer consumption to measure performance. |
Flow Metrics |
Throughput Accounting |
|
|
| tag |
reason |
use |
Meeting |
Management by Exception focuses meetings on areas where performance deviates from expectations. |
|
|
| tag |
reason |
use |
Monitoring |
Buffer Management and Flow Efficiency Boards provide continuous monitoring of work progress. |
Buffer Management |
Flow Efficiency Boards |
|
|
| tag |
reason |
use |
Prioritising |
Work is prioritised based on constraint capacity and buffer status, focusing on what matters most. |
Drum-Buffer-Rope |
Buffer Management |
|
|
| tag |
reason |
use |
Release |
TameFlow optimises flow to enable predictable, reliable releases. |
|
|
| tag |
reason |
use |
Requirements Capture |
Full-Kitting ensures all requirements and inputs are gathered before starting work. |
|
|
| tag |
reason |
use |
Retrospectives |
TameFlow uses the Thinking Process from Theory of Constraints for systematic improvement. |
|
|
| tag |
reason |
use |
Stakeholder Management |
Management by Exception keeps stakeholders informed of significant deviations without information overload. |
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