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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This is problematic because fast feedback is especially important when trying to control risk and the cost of variability.

Reinertsen & Associates – Reinertsen & Associates

The second key theme is queues. I would have rated this book a 4 star – had the title been: The more we increase planning detail and the harder we try to incentivize performance, the worse our problem g.reinerrtsen. Popularity Popularity Featured Price: In the software world, all development is innovative product development, because it’s so easy to reuse the wheel rather than reinvent it. You’ll never look at the development cycle the same way again once you finish this book.

In fact, reducing risk is so centrally important to product development that it is indispensable for us to quantify its economic impact.

Trivia About The Principles of Apr 11, Laura rated it liked it. Provide feedback about this page.

Reinertsen & Associates

The book contains a list of takeaways, g.rsinertsen its section headings. I’d have given it five stars but for two criticisms. To balance centralization and decentralization, Reinertsen suggests using more decentralization for solving frequent, low cost problems where speed is advantageous.


Books by Donald G. Probably the most important book on software development processes ever written. It is important to realize that this variability is a self-inflicted wound. Really Reinertsen is pointing to a completely different way of thinking about product development, and I’m looking forward to applying his proposed framework the next chance I get. This book is packed with principles that range from queue theory to batch size management to explain how “flow” works best g.reknertsen product development.

Get to Know Us. Large batches can be more efficient to process in isolation, but at donal cost of increased delay, slower feedback, and slower iteration.

We value flexibility, and we pay for it. By thinking about queues in a mathematically rigorous way, we can better understand the impact of queues and high utilization rates. In general, Reinertsen believes product development tends to bias too much toward large batches, but he acknowledges that the right queue size depends on the situation.

The key learning though, is that this book looks at the challenges of product development in a different way to what we’re all brought up to understand, and the insights that it offers have the potential to massively improve how we do things. Reinertsen does attempt, in his principles-led structure, to make this logical and easy to follow. Reinertsen offers a new example of g.rreinertsen utilization of the bottleneck by having a group run ahead, pave the path and collect water.


Really good book but very hard to read. Really Reinertsen is pointing to a completely different way Other reviewers have written great reviews about the power behind this book’s premise.

Batch size tends to have a U-curve relationship to economic costs, with small frequent batches decreasing cost over large infrequent batches up until the point where the fixed-cost overhead per batch dominates the cost.

Reinertsen is donaald Goldratt’s theory of constraints TOC – apparently without understanding it. AmazonGlobal Ship Orders Internationally. Synchronization is the observation that if work is arriving to a queue at a random wait, then wait times will be longer than if the two workflows are syncronized so that the first produces work at approximately the rate at which capacity is available at the next work flow. This aligns perfect with Goldratt’s thinking in The Goal: Reinertsen often assumes a level of familiarity with manufacturing terminology, economics, and management theory that readers may simply lack.

The standard view is that variability is bad.

The third key theme is variability. I would have liked a final chapter putting it all together, perhaps a case study.

Prasan At last I bought it: