The TameFlow Chronologist

Genesis and Evolution of the TameFlow Approach


The stories presented on these pages cover how each organization’s own “way of doing things” can help or hinder revenue generation and achievement of business results. The overarching subject matter is about how to create a hyper-productive business organization.

The most successful ventures are those where there is complete alignment of understanding, intent and execution at all levels, from the CEO to the most recent junior hire. Under such circumstances, it is possible to attain hyper-productivity where the execution teams perform at orders of magnitude above industry performance averages, allowing the business to reach levels of financial performance previously considered unattainable.

The main topic of how to create a hyper-productive business organization is further developed through the following themes.

Business, Finance and Economics

In most software businesses there is a disconnect, an impedance mismatch between the various roles. Executive management, project management and technical staff seem all to be speaking different languages; or even coming from different planets.

  • Executive management is often incapable of exercising financial responsibility in a way that is compatible with the nature of software development, setting the foundations for failure rather than success. A deeper understanding of the nature of software development — from a financial perspective — will help any software organization.

  • Technical staff is often totally unaware of the priorities and pressures that drive executive management. A deeper understanding of the nature of financial management — from a technical perspective — will help any software organization.

The posts related to this theme are categorized under Business.

Risk Entrepreneurship and Management

Risk management is one of those topics that everybody claims to be doing, but then nobody does. Risk management is honored mostly by lip-service. A first improvement is to actually implement risk management.

A more enlightened view is to move from risk management to risk entrepreneurship, wherein the risks is considered as a source of opportunities. The idea is to move from a defensive position about risk (i.e. protecting against loss), to an offensive one. Risk is turned into profits. Software businesses are ideally equipped to embrace risk entrepreneurship. Risk entrepreneurship requires the capability to rapidly and effectively explore opportunities.

Software is ideally suited to provide such speed of execution and business agility, provided, naturally, that the software itself is conceived of, and constructed to support this objective. Well constructed software, that can easily accommodate changing requirements, is the technical foundation for building a change-tolerant organization. Risk management is turned into a winning business strategy and competitive tool; by understanding risk better than the competition, it is possible to exploit the situation to one’s own benefit.

The posts related to this theme are categorized under Risk.

Methodologies, Processes and Practices

There a number of ways, schools of thought, and management theories about how a business should be developed and managed. Here are just a few methods that are examined here:

  • Agile and Scrum
  • Lean Thinking
  • Kanban Method and Kanban System
  • Theory of Constraints
  • Incremental Funding Method
  • Cynefin Framework
  • …and others!

The posts related to this theme are categorized under Method.