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Agile methodology. In contrast to Waterfall, Agile is a flexible iterative approach, which was initially developed for software engineering but has gained popularity in other types of engineering projects. The main characteristics of this approach are responsiveness to changes, continuous collaboration, and frequent value delivery.
Jeffrey, Squirrel, and I continued our conversation on the Troubleshooting Agile Podcast, with Part 2. We had a great discussion about several of the principles in the Modern Management Made Easy books: Empathy. Jeffrey liked the call to action at the end of each book. Value-based integrity. Should we even have managers?
At the same time, the amount of information in any domain is unprecedentedly huge – courses, books, education websites, blogs, etc. So, we’d like to give you guidance in this flow of resources – we’ve selected 11 project management books that any successful project manager should discover. What else will you find in this book?
I had a terrific time with Chris Williams on his Badass Agile podcast. We discussed the Modern Management Made Easy books. The seven principles I covered in the books. How managers need to collaborate to achieve agility. Chris called these “indispensable books.”. We had a terrific discussion. Rule of three.
I know it is critical for the leadership to embrace agile, but the sad reality is that I’m not sure our leadership team will start before it’s too late. Rather than debating the advantages of agile teams, why not start demonstrating them? Perhaps my journey to agile will help you figure out how to begin your own.
In Part 1 and 2 of this series, I wrote about how an agile approach might offer strategic benefits. And because an agile approach changes your culture, I said the agile approach was part of your strategy. So let's ask this question: Can any tool—agile or otherwise—offer you a strategic advantage? (I
As I've been speaking about the Modern Management Made Easy books, people ask these questions: We're pretty good with our agile approach. These people tell me their career ladder doesn't work to enhance agility. Organizations reward people as individuals—but agility demands collaboration. What do we do?
I had a great time with Jeff and Squirrel on their podcast, Troubleshooting Agile. We spoke about the Modern Management Made Easy books in Johanna Rothman on Modern Management Part 1. The post Great Fun on the Troubleshooting Agile Podcast, Part 1 appeared first on Johanna Rothman, Management Consultant.
I’ve been pair-writing a book with Mark Kilby , From Chaos to Successful Distributed Agile Teams: Collaborate to Deliver. We’ve been working on this book for a year. We reflected a little on our success to date: We both want the best possible book. It’s much better because of our collaboration.
I spoke at Agile 2019 last week. Here are my thoughts and where I think the “agile” industry is headed. Problems I See with “Agile” Here's a summary of problems I saw last week: Too many people think “agile” will solve all their problems. Do You Need an Agile Approach?
I had the pleasure of being on the Agile Uprising Podcast: Modern Management Made Easy with Johanna Rothman. How trust, empathy, and creating a safe environment are what allows us to use agile approaches. See the Modern Management Made Easy books, too. How servant leaders support people taking responsibility.
How should agile coaches work? I've heard several questions and problems around what agile coaches should and should not do. Should agile coaches focus on: How well the teams use their pre-determined agile framework. Enroll (or somehow persuade) the managers in an agile mindset. (As I offered questions there.
Agile has become the most popular methodology in recent years and has proven its efficiency for millions of companies already so nobody has any doubts about it today. Being agile means being flexible enough to adequately and timely react to any alterations of your project environment and any external changes that may happen at any time.
(That link just goes to the first post) My most recent book: Project Lifecycles: How to Reduce Risks, Release Successful Products, and Increase Agility. In addition, here's the unedited transcript: Agile _ Adapt – Expert Talk – Johanna Rothman – April 2024 in docx format. I hope you enjoy this one.
I was on the Agile Uprising podcast this past Sunday, discussing my most recent book. Some of what we discussed: That managers want agility but do not care about any agile methods or frameworks. While we might think “agile” is another project organization method—or lifecycle—it's not. See (and hear!):
I have a new book: Project Lifecycles: How to Reduce Risks, Release Successful Products, and Increase Agility. I wrote it because I'm concerned about what I see in too many supposedly agile teams: Crazy-long backlogs and roadmaps. So I wrote a book. The post Tired of Fake Agility? Yes, I'm experimenting!)
More of my clients say they want business agility. Yet, we don't share a common definition of business agility. Actions matter when it comes to business agility. Since managers create and refine the culture, they can create an environment that supports business agility. An Environment that Supports Business Agility.
Many nonfiction writers start books with outlines. Or, some writers (raises hand) are prone to put everything she ever learned about this topic into one book. Either of those problems make it difficult to finish a book before the writer dies. Either of those problems make it difficult to finish a book before the writer dies.
I started this series by discussing why managers didn't perceive the value of agile coaches and Scrum Masters in Part 1, resulting in layoffs.) That's why I then asked people to review their product-oriented domain expertise and agile-focused domain expertise in Part 3. Especially, Agile is Not a Silver Bullet.
Sure by the end of being coached by you, someone might get rid themselves of false beliefs, bad job or toxic relationships and you might apply your 5-step process in your consulting, but that isn't what is going to get a client to excitedly book a free consult with you to learn more about what you do. Go to Amazon. Yes, emotions.
I had a terrific conversation with the two Jeffs at the Agile Wire. We touched on many topics in the Modern Management Made Easy books: The system of work. The post Management Learning with the Agile Wire appeared first on Johanna Rothman, Management Consultant. How fast can managers learn? and much more.
I'm rewriting/reorganizing the Lead an Innovative Organization book. Let me address a little about business agility and innovation. Business agility allows us to create a culture where we plan to change. Too many people think business agility is about the ability to do more of the same, faster. Manage for effectiveness.
As an example, for Door 3 students could put me in the hotspot by having me present a short piece of research and then quiz me based on concepts in Chapters 1 and 2 of the course book. The voting didn’t quite go as I expected it would. Students chose Door 1 over Door 3. Perhaps list item primacy effects?
See Behaviors Create an Agile Culture with Johanna Rothman. We spoke about the Modern Management Made Easy books. We had a delightful discussion on Behaviors Create an Agile Culture with Johanna Rothman. The post Behaviors Create an Agile Culture with Gregory Miller appeared first on Johanna Rothman, Management Consultant.
In Effective Agility Requires Cultural Changes: Part 1 , I said that real agile approaches require cultural change to focus on flow efficiency , where we watch the flow of the work , not the people doing tasks. Can you create an agile culture for your team even if you can't change how the organization works? 1,2 and so on.
For example, people can read books. As an example, I have often told students that they will likely see Scrum/Agile project management methods when they go into the working world. The book is about 50-pages long with simple to-the-point language, a lot of cartoon-style drawings. They can watch videos on TikTok or YouTube.
The original signatories of the Manifesto for Agile Software Development wanted to solve these specific problems: How can we: Bring more adaptability to software development? Before the Manifesto, we had plenty of books and articles that discussed more lightweight approaches. That's just books. The Context for the Manifesto.
I said that when we focus on individual achievements and deliverables, we ignore the agile system of work. Worse, when we reward individual achievements we prevent an agile culture. That's because agile teams learn together as they create the product. Agile Behaviors for Learning and Working Together.
I started this series asking where “Agile” was headed. (I I didn't like what I saw at the Agile 2019 conference.) This part is about what “Agile” or “agile” means. I understand that people want what they perceive as the value “Agile” will bring them. Why a Manifesto?
Ron Jeffries, Matt Barcomb, and several other people wrote an interesting thread about prescriptive and non-prescriptive approaches to team-based agile. If you don’t want to read the entire thread, here is a summary: People often need help with their agile approach. That’s why we have the agile values and principles.
I had fun with Ian Gill on his Agility by Nature podcast: A Conversation with Johanna Rothman about the Modern Management Made Easy books. Ian and I laughed and commiserated about the many myths in the Modern Management Made Easy books. We laughed a lot. Partly at me. I am the Queen of the Career-Limiting Conversation.).
You hear a lot about “agile innovation” these days. Teams using agile methods get things done faster than teams using traditional processes. Agile has indisputably transformed software development, and many experts believe it is now poised to expand far beyond IT. They keep customers happier.
Some of my clients have struggled with their project governance as they move to agile approaches. This kind of measurement is antithetical to agile principles. We can see it in an agile approach, because the more time we spend estimating up front, the longer it takes us to deliver that first increment of value.
If software has eaten the world, then agile has eaten the software world. And there is no shortage of information and advice on how agile should be implemented in your tech organization. For example, a Google search for “agile software development” returns over 14 million results. Related Video.
You might remember I’m working on a book with Mark Kilby. It’s From Chaos to Successful Distributed Agile Teams: Collaborate to Deliver. We just published a new version of the book. We rearranged the entire book. ” That one chapter might be all you need to create a successful distributed agile team. .”
I had great fun with Cherie Silas and Alex Kudinov on their podcast, “Keeping Agile Non-Denominational.” You've seen or heard about this problem: Senior leadership says, “Yes we need agility!” ” The teams say, “Yes, we got the agile goodness here!” ” And the middle managers?
Other Features Resource scheduling Resource management Leave management Project scheduling Equipment management Timesheet Meeting room booking system Project forecasting reports 4. It also shows undercapacity so that you can reassign work and avoid issues.
I had a great time on the Agile Coffee podcast, 75. We discussed several ideas from the Modern Management Made Easy books: How performance reviews make an agile culture difficult, if not impossible. The post Enjoy an Agile Coffee About Modern Management appeared first on Johanna Rothman, Management Consultant.
I discussed the origins of the agile approaches in Part 5. In this post, I'll discuss how you can create an agile approach that fits your context. Why should you create your own agile approach? You deserve an agile approach that helps you achieve the business outcomes you need. What do you need? Start with the Team.
I started asking if you actually need an agile approach in Part 1 and noted the 4 big problems I see. Part 2 was why we need managers in an agile transformation. Part 4 was about how “Agile” is meaningless and “agile” is an adjective that needs to be applied to something. That would be resilient.
Years ago, Roy Osherove interviewed me about project management, agile thinking, hiring, and management. See Johanna Rothman Interview – Agile, a Decade Later. We focused much more on agile issues in this interview. Some links to some of my thinking on: “Scaling” agile. We had a great conversation.
Mark Kilby and I have finished the first four chapters of From Chaos to Successful Distributed Agile Teams: Collaborate to Deliver. If you don’t like to read books in progress, wait until we have more chapters done. If you don’t like to read books in progress, wait until we have more chapters done.
In From Chaos to Successful Distributed Agile Teams , Mark and I discussed the two competing theories of communication. Read Defining “Scaling” Agile, Part 6: Creating the Agile Organization for a more complete definition of the model or Change is Inevitable on my other blog.). Natural means we see each others' faces.).
I’ve taught and written about agile distributed teams for several years. Now, I’m pair-writing a geographically distributed agile teams book with Mark Kilby. We’ll be talking about our process at Agile 2018 in an experience report. We’ve tweeted a little. We need your help. We need a title.
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