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SoBrief
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Agile Project Management with Kanban
by Eric Brechner • 2015
Drowning in plans? A visual system that cuts the noise and lets your team ship continuously.
3.98
361
Agile Project Management with Kanban Summary
Agile Project Management with Kanban 96%
Drowning in plans? A visual system that cuts the noise and lets your team ship continuously.
by Eric Brechner 2015
3.98
361 ratings
The Principles of Product Development Flow
by Donald G. Reinertsen • 2009
Product development waste hides in its invisible queues. The fix is not process, it is economics.
4.19
3k+
The Principles of Product Development Flow Summary
The Principles of Product Development Flow 96%
Product development waste hides in its invisible queues. The fix is not process, it is economics.
by Donald G. Reinertsen 2009
4.19
3k+ ratings
AGILE in Practice
by Sudipta Malakar • 2021
A field manual for Agile beyond software: the Kanban, Scrum, and scaling tactics most guides skip.
5.00
1
AGILE in Practice Summary
AGILE in Practice 96%
A field manual for Agile beyond software: the Kanban, Scrum, and scaling tactics most guides skip.
by Sudipta Malakar 2021
5.00
1 ratings
Being Agile in Business
by Belinda Waldock • 2015
Software teams sprint for a reason. Borrow their visual, iterative playbook for whatever you make.
3.29
28
Being Agile in Business Summary
Being Agile in Business 95%
Software teams sprint for a reason. Borrow their visual, iterative playbook for whatever you make.
by Belinda Waldock 2015
3.29
28 ratings
Value Stream Mapping
by Karen Martin • 2013
Your hierarchy hides delays. One map reveals them, and a strict method makes the fixes permanent.
3.94
740
Value Stream Mapping Summary
Value Stream Mapping 95%
Your hierarchy hides delays. One map reveals them, and a strict method makes the fixes permanent.
by Karen Martin 2013
3.94
740 ratings
Rethinking Agile
by Klaus Leopold • 2018
Your teams are agile; the company is slow. The bottleneck is the system, not the team.
4.30
551
Rethinking Agile Summary
Rethinking Agile 95%
Your teams are agile; the company is slow. The bottleneck is the system, not the team.
by Klaus Leopold 2018
4.30
551 ratings
There's Got to Be a Better Way
by Nelson P. Repenning • 2025
Your team drowns in work that never finishes. The fix isn't working harder; it's starting less.
4.16
121
There's Got to Be a Better Way Summary
There's Got to Be a Better Way 95%
Your team drowns in work that never finishes. The fix isn't working harder; it's starting less.
by Nelson P. Repenning 2025
4.16
121 ratings
Project to Product
by Mik Kersten • 2018
Stop running software as projects. A product model that links engineering work to business value.
3.92
1k+
Project to Product Summary
Project to Product 95%
Stop running software as projects. A product model that links engineering work to business value.
by Mik Kersten 2018
3.92
1k+ ratings
The Haystack Syndrome
by Eliyahu M. Goldratt • 1990
Cost accounting died decades ago. Three numbers replace it, and most managers never noticed.
3.80
264
The Haystack Syndrome Summary
The Haystack Syndrome 95%
Cost accounting died decades ago. Three numbers replace it, and most managers never noticed.
by Eliyahu M. Goldratt 1990
3.80
264 ratings
Lean Six Sigma
by Michael L. George • 2002
Speed and quality are not a trade-off. Bring them together and lead times drop 80%.
3.7
232
Lean Six Sigma Summary
Lean Six Sigma 95%
Speed and quality are not a trade-off. Bring them together and lead times drop 80%.
by Michael L. George 2002
3.7
232 ratings
Lean Six Sigma For Dummies
by John A. Morgan • 2012
Find waste, fix bottlenecks, let data drive decisions: the beginner's guide to Lean Six Sigma.
3.65
271
Lean Six Sigma For Dummies Summary
Lean Six Sigma For Dummies 94%
Find waste, fix bottlenecks, let data drive decisions: the beginner's guide to Lean Six Sigma.
by John A. Morgan 2012
3.65
271 ratings
Lean Thinking
by James P. Womack • 1996
Most of what your company does creates no value. Five principles for finding and eliminating it.
3.92
6k+
Lean Thinking Summary
Lean Thinking 94%
Most of what your company does creates no value. Five principles for finding and eliminating it.
by James P. Womack 1996
3.92
6k+ ratings
Manage Your Project Portfolio
by Johanna Rothman • 2008
Your organization says yes to everything. The framework for choosing what to stop.
3.72
200
Manage Your Project Portfolio Summary
Manage Your Project Portfolio 94%
Your organization says yes to everything. The framework for choosing what to stop.
by Johanna Rothman 2008
3.72
200 ratings
The Logical Thinking Process
by H. William Dettmer • 2007
A systematic method to identify and break the one bottleneck holding your entire organization back.
4.38
160
The Logical Thinking Process Summary
The Logical Thinking Process 94%
A systematic method to identify and break the one bottleneck holding your entire organization back.
by H. William Dettmer 2007
4.38
160 ratings
Creating Agile Organizations
by Cesario Ramos • 2022
Scrum won't save a bad org chart. The structural redesign that makes agility possible.
4.69
16
Creating Agile Organizations Summary
Creating Agile Organizations 94%
Scrum won't save a bad org chart. The structural redesign that makes agility possible.
by Cesario Ramos 2022
4.69
16 ratings
Visual Project Management
by Mark J Woeppel • 2015
Invisible problems sink projects. Ten visual tools that expose them before they do damage.
3.79
39
Visual Project Management Summary
Visual Project Management 94%
Invisible problems sink projects. Ten visual tools that expose them before they do damage.
by Mark J Woeppel 2015
3.79
39 ratings
Lean Software Development
by Mary Poppendieck • 2003
The lean manufacturing toolkit, adapted for software teams: cut waste, ship faster, decide later.
4.19
1k+
Lean Software Development Summary
Lean Software Development 94%
The lean manufacturing toolkit, adapted for software teams: cut waste, ship faster, decide later.
by Mary Poppendieck 2003
4.19
1k+ ratings
Personal Kanban
by Jim Benson • 2011
Your brain isn't built for to-do lists. The visual system that calms the chaos.
3.77
2k+
Personal Kanban Summary
Personal Kanban 94%
Your brain isn't built for to-do lists. The visual system that calms the chaos.
by Jim Benson 2011
3.77
2k+ ratings
Agile Project Management for Beginners
by Bryan Mathis • 2013
From wishlist to working software: the sprint-by-sprint guide for first-time Agile leads.
3.35
71
Agile Project Management for Beginners Summary
Agile Project Management for Beginners 94%
From wishlist to working software: the sprint-by-sprint guide for first-time Agile leads.
by Bryan Mathis 2013
3.35
71 ratings
The Journey to Enterprise Agility
by Daryl Kulak • 2017
Copycat agile fails without the worldview: your company is a living system, not a machine.
4.36
39
The Journey to Enterprise Agility Summary
The Journey to Enterprise Agility 94%
Copycat agile fails without the worldview: your company is a living system, not a machine.
by Daryl Kulak 2017
4.36
39 ratings
The Goal
by Eliyahu M. Goldratt • 2004
Busy workers mask a fatal flaw: the novel that taught business to focus on bottlenecks.
4.07
85k+
The Goal Summary
The Goal 94%
Busy workers mask a fatal flaw: the novel that taught business to focus on bottlenecks.
by Eliyahu M. Goldratt 2004
4.07
85k+ ratings
Scrum
by Jeff Sutherland • 2014
Why small autonomous teams in short cycles outperform everyone, and how to build one.
4.14
24k+
Scrum Summary
Scrum 94%
Why small autonomous teams in short cycles outperform everyone, and how to build one.
by Jeff Sutherland 2014
4.14
24k+ ratings
Out of the Crisis
by W. Edwards Deming • 1982
Quotas backfire. Inspection can't find the real problem. The principles that actually fix quality.
4.01
5k+
Out of the Crisis Summary
Out of the Crisis 93%
Quotas backfire. Inspection can't find the real problem. The principles that actually fix quality.
by W. Edwards Deming 1982
4.01
5k+ ratings
The Toyota Way Fieldbook
by Jeffrey K. Liker • 2005
Most lean books end at principles; this one starts with the routines that make them daily reality.
4.18
707
The Toyota Way Fieldbook Summary
The Toyota Way Fieldbook 93%
Most lean books end at principles; this one starts with the routines that make them daily reality.
by Jeffrey K. Liker 2005
4.18
707 ratings
Gemba Walks
by James P. Womack • 2011
The org chart is fiction. Value moves sideways, and only a walk to the source reveals it.
3.88
238
Gemba Walks Summary
Gemba Walks 93%
The org chart is fiction. Value moves sideways, and only a walk to the source reveals it.
by James P. Womack 2011
3.88
238 ratings
Joy, Inc.
by Richard Sheridan • 2013
From the floor plan to the pair programming: how one firm made joy a repeatable system.
4.07
2k+
Joy, Inc. Summary
Joy, Inc. 93%
From the floor plan to the pair programming: how one firm made joy a repeatable system.
by Richard Sheridan 2013
4.07
2k+ ratings
The DevOps Handbook
by Gene Kim • 2015
Speed and stability without the tradeoff. A practical handbook for unifying your delivery pipeline.
4.29
6k+
The DevOps Handbook Summary
The DevOps Handbook 93%
Speed and stability without the tradeoff. A practical handbook for unifying your delivery pipeline.
by Gene Kim 2015
4.29
6k+ ratings
Automate Your Busywork
by Aytekin Tank • 2023
Most of your workday runs on repeat. The no-code playbook for automating it away.
3.29
391
Automate Your Busywork Summary
Automate Your Busywork 93%
Most of your workday runs on repeat. The no-code playbook for automating it away.
by Aytekin Tank 2023
3.29
391 ratings
Agile IT Organization Design
by Sriram Narayan • 2015
Agile IT starts with how you fund and structure teams, not with standups and sticky notes.
4.07
187
Agile IT Organization Design Summary
Agile IT Organization Design 93%
Agile IT starts with how you fund and structure teams, not with standups and sticky notes.
by Sriram Narayan 2015
4.07
187 ratings
Pareto's Principle
by 50Minutes • 2015
Eighty percent of what you do barely matters. One chart identifies the twenty percent that does.
3.47
15
Pareto's Principle Summary
Pareto's Principle 93%
Eighty percent of what you do barely matters. One chart identifies the twenty percent that does.
by 50Minutes 2015
3.47
15 ratings
Management Challenges for the 21st Century
by Peter F. Drucker • 2009
Management's old rules are dead. Falling birthrates, knowledge as capital, self-management.
4.07
876
Management Challenges for the 21st Century Summary
Management Challenges for the 21st Century 93%
Management's old rules are dead. Falling birthrates, knowledge as capital, self-management.
by Peter F. Drucker 2009
4.07
876 ratings
The Lean Machine
by Dantar P. Oosterwal • 2010
The lean product development playbook behind Harley-Davidson's turnaround, and how to use it.
3.83
137
The Lean Machine Summary
The Lean Machine 93%
The lean product development playbook behind Harley-Davidson's turnaround, and how to use it.
by Dantar P. Oosterwal 2010
3.83
137 ratings
Wiring the Winning Organization
by Gene Kim • 2023
Your company's processes either make problems solvable or bury them. A blueprint for fixing that.
4.17
336
Wiring the Winning Organization Summary
Wiring the Winning Organization 93%
Your company's processes either make problems solvable or bury them. A blueprint for fixing that.
by Gene Kim 2023
4.17
336 ratings
Strategic Kaizen
by Masaaki Imai • 2020
The CEO's framework for turning lean principles into strategy, not just shop-floor fixes.
3.90
29
Strategic Kaizen Summary
Strategic Kaizen 93%
The CEO's framework for turning lean principles into strategy, not just shop-floor fixes.
by Masaaki Imai 2020
3.90
29 ratings
Nexus Framework for Scaling Scrum, The
by Kurt Bittner • 2017
How 3 to 9 Scrum teams ship one integrated product every Sprint, no heavy framework required.
4.13
122
Nexus Framework for Scaling Scrum, The Summary
Nexus Framework for Scaling Scrum, The 93%
How 3 to 9 Scrum teams ship one integrated product every Sprint, no heavy framework required.
by Kurt Bittner 2017
4.13
122 ratings
Sense and Respond
by Jeff Gothelf • 2017
Plans break when markets shift fast. The winners listen, experiment, and adapt without waiting.
4.02
540
Sense and Respond Summary
Sense and Respond 93%
Plans break when markets shift fast. The winners listen, experiment, and adapt without waiting.
by Jeff Gothelf 2017
4.02
540 ratings
Understanding A3 Thinking
by Durward K. Sobek II • 2008
Toyota runs its entire management system on a single handwritten page. The method behind that page.
4.04
283
Understanding A3 Thinking Summary
Understanding A3 Thinking 93%
Toyota runs its entire management system on a single handwritten page. The method behind that page.
by Durward K. Sobek II 2008
4.04
283 ratings
A Team of Leaders
by Paul Gustavson • 2014
Turn your team from hierarchy to distributed leadership through five deliberate design stages.
3.89
132
A Team of Leaders Summary
A Team of Leaders 93%
Turn your team from hierarchy to distributed leadership through five deliberate design stages.
by Paul Gustavson 2014
3.89
132 ratings
Why Simple Wins
by Lisa Bodell • 2016
Your overflowing calendar and inbox are not your fault. The system for reclaiming your workday.
3.33
412
Why Simple Wins Summary
Why Simple Wins 93%
Your overflowing calendar and inbox are not your fault. The system for reclaiming your workday.
by Lisa Bodell 2016
3.33
412 ratings
Reset
by Dan Heath • 2025
The two moves that unstick any system: find the right point, then move everything onto it.
4.13
3k+
Reset Summary
Reset 93%
The two moves that unstick any system: find the right point, then move everything onto it.
by Dan Heath 2025
4.13
3k+ ratings
Outcomes Over Output
by Josh Seiden • 2019
Stop asking what to build and start asking what your customers should do differently.
4.33
2k+
Outcomes Over Output Summary
Outcomes Over Output 93%
Stop asking what to build and start asking what your customers should do differently.
by Josh Seiden 2019
4.33
2k+ ratings
Unlocking Agility
by Jorgen Hesselberg • 2018
Enterprise agility: transforming leadership and culture, not just adopting a software framework.
4.38
80
Unlocking Agility Summary
Unlocking Agility 93%
Enterprise agility: transforming leadership and culture, not just adopting a software framework.
by Jorgen Hesselberg 2018
4.38
80 ratings
The New Economics for Industry, Government, Education
by W. Edwards Deming • 1991
Ranking employees and setting numerical targets are not management. They are sabotage.
4.17
723
The New Economics for Industry, Government, Education Summary
The New Economics for Industry, Government, Education 93%
Ranking employees and setting numerical targets are not management. They are sabotage.
by W. Edwards Deming 1991
4.17
723 ratings
Product Leadership
by Richard Banfield • 2017
Building products and leading product teams are two different skills. Most PMs only learn the first.
3.65
1k+
Product Leadership Summary
Product Leadership 92%
Building products and leading product teams are two different skills. Most PMs only learn the first.
by Richard Banfield 2017
3.65
1k+ ratings
Doing Agile Right
by Darrell Rigby • 2020
Agile and bureaucracy can coexist. The companies that master both leave pure-agile rivals behind.
3.78
890
Doing Agile Right Summary
Doing Agile Right 92%
Agile and bureaucracy can coexist. The companies that master both leave pure-agile rivals behind.
by Darrell Rigby 2020
3.78
890 ratings
The Delicate Art of Bureaucracy
by Mark Schwartz • 2020
Most digital transformations fail because they fight bureaucracy instead of reprogramming it.
4.11
199
The Delicate Art of Bureaucracy Summary
The Delicate Art of Bureaucracy 92%
Most digital transformations fail because they fight bureaucracy instead of reprogramming it.
by Mark Schwartz 2020
4.11
199 ratings
Lean Vs. Agile Vs. Design Thinking
by Jeff Gothelf • 2017
Agile for engineers, Lean for product, Design Thinking for design. The power is where they meet.
3.74
704
Lean Vs. Agile Vs. Design Thinking Summary
Lean Vs. Agile Vs. Design Thinking 92%
Agile for engineers, Lean for product, Design Thinking for design. The power is where they meet.
by Jeff Gothelf 2017
3.74
704 ratings
Great Ceos Are Lazy
by Jim Schleckser • 2016
One bottleneck at a time: how top CEOs multiply output by doing less, not more.
4.26
393
Great Ceos Are Lazy Summary
Great Ceos Are Lazy 92%
One bottleneck at a time: how top CEOs multiply output by doing less, not more.
by Jim Schleckser 2016
4.26
393 ratings
Slack
by Tom DeMarco • 2001
Efficiency that cuts every buffer leaves organizations that can sprint but never pivot.
4.02
2k+
Slack Summary
Slack 92%
Efficiency that cuts every buffer leaves organizations that can sprint but never pivot.
by Tom DeMarco 2001
4.02
2k+ ratings
The Agile Pocket Guide
by Peter Saddington • 2012
Scrum from the inside: how to run sprints, lead teams, and ship products without the overhead.
3.42
48
The Agile Pocket Guide Summary
The Agile Pocket Guide 92%
Scrum from the inside: how to run sprints, lead teams, and ship products without the overhead.
by Peter Saddington 2012
3.42
48 ratings
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