THE READING ROOM · UPDATED 2026

Ideas you can
put to work.

Richard Durnall’s original articles and references, with current reading notes and practical next steps. New field guides sit alongside the original writing.

01Richard Durnall · reading note updated 2026

5S for IT Strategy

3 min
02Richard Durnall · reading note updated 2026

A3 Reports

1 min
03Original reference · reading note updated 2026

About Me

7 min
04Richard Durnall · reading note updated 2026

Agile Adoption Patterns

4 min
05Richard Durnall · reading note updated 2026

Agile Alliance Australia – Meetings

1 min
06Richard Durnall · reading note updated 2026

Agile Australia 2009

1 min
07Original reference · reading note updated 2026

Agile Glossary

5 min
08Richard Durnall · reading note updated 2026

Agile Glossary

1 min
09Richard Durnall · reading note updated 2026

Agile Readiness Assessments

4 min
10Richard Durnall · reading note updated 2026

Agile XP

3 min
11Richard Durnall · reading note updated 2026

Australian Architecture Forum 2008

2 min
12Richard Durnall · reading note updated 2026

Dzone Lean Article

1 min
13Richard Durnall · reading note updated 2026

Frog & Bike Thinkers

4 min
14Richard Durnall · reading note updated 2026

From Push to Pull

4 min
15Richard Durnall · reading note updated 2026

Google 2007 Financial Results

2 min
16Richard Durnall · reading note updated 2026

Hoshin Kanri

3 min
17Richard Durnall · reading note updated 2026

Interview: Lean Software Development with Kent Beck

3 min
18Richard Durnall · reading note updated 2026

Interview: Lean Software Development with Mary Poppendieck

6 min
19Richard Durnall · reading note updated 2026

Interview: Lean Thinking with Owen Berkeley-Hill

15 min
20Richard Durnall · reading note updated 2026

Interview: SEO with Rand Fishkin

5 min
21Richard Durnall · reading note updated 2026

Japanese Management Theory

1 min
22Richard Durnall · reading note updated 2026

Kanban

3 min
23Richard Durnall · reading note updated 2026

Lean 2008

1 min
24Richard Durnall · reading note updated 2026

Lean From The Top…

3 min
25Original reference · reading note updated 2026

Lean Glossary

13 min
26Richard Durnall · reading note updated 2026

Lean IT Glossary

1 min
27Richard Durnall · reading note updated 2026

Lean IT Presentation

1 min
28Richard Durnall · reading note updated 2026

Lean Software Development (LSD)

5 min
29Richard Durnall · reading note updated 2026

Lean Software Development Video

1 min
30Richard Durnall · reading note updated 2026

Lean vs Agile

5 min
31Richard Durnall · reading note updated 2026

Learning to Learn

1 min
32Original reference · reading note updated 2026

Media

1 min
33Richard Durnall · reading note updated 2026

New Book :: Toyota Culture

1 min
34Richard Durnall · reading note updated 2026

Objects of Desire: Fano RB6

1 min
35Richard Durnall · reading note updated 2026

Offshore Agile

2 min
36Richard Durnall · reading note updated 2026

Organisational Design

4 min
37Richard Durnall · reading note updated 2026

Presentation: Restructuring IT (Ross Pettit)

2 min
38Richard Durnall · reading note updated 2026

Presentations

1 min
39Richard Durnall · reading note updated 2026

Pull Systems

5 min
40Richard Durnall · reading note updated 2026

Push Systems

4 min
41Richard Durnall · reading note updated 2026

Reading List

1 min
42Original reference · reading note updated 2026

Reading List

1 min
43Richard Durnall · reading note updated 2026

Reflections on Agile 2008

11 min
44Richard Durnall · reading note updated 2026

Reflections on Lean 2008

3 min
45Richard Durnall · reading note updated 2026

Search Engine Optimisation (SEO)

4 min
46Richard Durnall · reading note updated 2026

Size Matters

1 min
47Richard Durnall · reading note updated 2026

Systems Management Theory

1 min
48Richard Durnall · reading note updated 2026

The IT Division. Refactored.

2 min
49Richard Durnall · reading note updated 2026

Top 200 Blogs for Developers

1 min
50Richard Durnall · reading note updated 2026

Waste / Muda

5 min
51Richard Durnall · reading note updated 2026

Welcome to ‘The Lean Tool Age’

3 min
52Richard Durnall · reading note updated 2026

What is Lean?

3 min

Practical field guides

Choose a reading path from a recurring work problem

Use the catalogue to resolve one practical question rather than reading every guide before acting. This route begins with a fictional problem: “Requests reach review, then nobody can say what they are waiting for.” It links current field guides without rewriting Richard Durnall’s historical articles or treating a reading list as an implemented improvement.

  1. Find the boundary: read Map one piece of work. Produce one trace from request to useful delivery, with known states, dates and unknown intervals. If the team cannot reconstruct the item, stop and obtain those observations; do not invent a bottleneck.
  2. Make a decision at capacity: read Set a WIP limit. Write what “started” and “finished” mean and what happens when the agreed review boundary is full. Keep blocked items inside the count where they remain within that boundary. A chosen cap is a trial agreement, not an optimal number discovered by the article.
  3. Test the explanation: read An A3 for a recurring problem. Separate the observation from the proposed cause, choose a reversible countermeasure and agree what would count against it. Leave the result unresolved until the trial runs.

Completed route card — fictional: the trace identifies an item waiting for an acceptance decision, but does not establish why. The team’s working hypothesis is that review requests lack an explicit decision owner. Its proposed test is to name that owner before the next agreed set of comparable handovers enters review, while keeping the existing capacity policy visible. If owners are named but the decisions still stall, the hypothesis is incomplete; inspect authority, availability or unclear criteria before repeating the same fix.

The next reading follows the unresolved question. If the item history is missing, return to the trace. If capacity exceptions hide unfinished work, return to the WIP agreement. If the evidence contradicts the proposed cause, revise the A3. The route is finished when it yields a reviewable next action, not when every linked page has been opened.

Route card: recurring problem ___; chosen item and boundary ___; observation still missing ___; first guide and output ___; policy decision needed ___; hypothesis ___; proposed test ___; evidence that would contradict it ___; owner/review date ___; next reading or stop ___. No business outcome is inferred from completing this card.

A reading route for unexplained waiting first traces one item, then defines the capacity decision, then tests one explanation. At each step an unresolved evidence gap can stop the route and send the reader back for observations.
Each reading step produces a decision record, not an automatic improvement. © Durnall website · CC BY 4.0.

The Kanban Guide, May 2025: explicit workflow boundaries and improvement

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