Reading in Progress
These are active notes while I make my way through the book. Expect updates, revisions, and maybe contradictions until I finish.
Projects are an ex we keep texting; familiar, toxic, and holding us back. Comfort feels safe, but it traps us in old patterns. Product thinking is moving on to find something healthier.
Summary in Four Sentences (or Less)
We’re running software empires with factory blueprints. From Project to Product is a polite way of saying: stop worshiping Gantt charts and start managing flow, not the comforting illusion of control.
Chapter Map
| Chapter | In 5 Words |
|---|---|
| Chapter 1: The Age of Software | Business runs on software flow. |
| Chapter 2: From Project to Product | Projects fail, products create continuity. |
| Chapter 3: Introducing the Flow Framework | Visibility connects delivery to strategy. |
| Chapter 4: Capturing Flow Metrics | Measure movement, not motion blur. |
| Chapter 5: Connecting to Business Results | Flow reveals value, not effort. |
| Chapter 6: Tracking Disruptions | Unplanned work exposes system weakness. |
| Chapter 7: The Ground Truth of Enterprise Tool Networks | Unplanned work exposes system weakness. |
| Chapter 8: Specialized Tools and the Value Stream | Integration turns chaos into clarity. |
| Chapter 9: Value Stream Management | Governance aligns flow and outcomes. |
| Conclusion: Beyond the Turning Point | Adapt now or become obsolete. |
Who Should Read It
TBD
Content coming soon, after I finish reading.
Book Discovery
I ran across several references to this book when I first started studying the Professional Flow Metrics for Scrum certification.
Impact
TBD
Content coming soon, after I finish reading.
Favorite Quotes
Atomic Notes
WIP
Some puzzle pieces haven’t been snapped in yet. As I process these notes into atomic form, links will start appearing to connect the bigger picture.
Chapter 1: The Age of Software
Chapter 2: From Project to Product
Chapter 3: Introducing the Flow Framework
Chapter 4: Capturing Flow Metrics
Chapter 5: Connecting to Business Results
Chapter 6: Tracking Disruptions
Chapter 7: The Ground Truth of Enterprise Tool Networks
Chapter 8: Specialized Tools and the Value Stream
Chapter 9: Value Stream Management
Conclusion: Beyond the Turning Point
Lingering Questions
- Can agile frameworks designed to be product focused (like Scrum) really succeed in a project focused organization?
Works Consulted
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