This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
The tool is tailored for professional services organizations (marketing, advertising, creative agencies, software, IT services, and management consulting sectors). The solution serves agencies, consultants, IT teams, construction and engineering industries. It has AI-powered functionality for automation and forecasting.
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?
Most of these consultants and coaches love what they do. They are not sitting up at night wondering how to find a coach that will unlock their authenticity or a consultant who has a 5-step methodology for aligning people, processes and profits. One of my favorite things to write and talk about is copywriting. Go to Amazon.
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.
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?
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. Became a consultant.
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
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.
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.
Individual consultants and engagement managers usually develop their own ways of organizing information. Have clear consultant assignments and owners for workstreams and major activity areas. Have individual consultants organize and present progress (for their realm) to engagement managers and principals at least 1–2 times per week.
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 Coaches are not enforcers.
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 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.
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?
(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.
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 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.
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.
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.
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.
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.
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.
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?
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.
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.).
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?
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.
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.
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 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?
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.
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.
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. .”
INFOSYS CONSULTING. Birthed in 2004 as a spin-off of Indian tech outsourcing behemoth Infosys Technologies, Infosys Consulting is quickly climbing the charts as an industry leader in IT Operations and Strategy consulting. INFOSYS CONSULTING KEY STATS. INFOSYS CONSULTING HISTORY. Infosys Revenue: $6B (2010).
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. We thought we had five finished chapters. Oh, we’ll get to a cover sometime in the next month or so.
See Agile FM – Johanna Rothman. We spoke about a number of ideas from the Modern Management Made Easy books: How to recognize and avoid micromanagement. appeared first on Johanna Rothman, Management Consultant. I had a terrific time with Joe Krebs on his podcast. What it might mean to engage people at work. One-on-ones.
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.
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.).
This guy, from a famous agileconsultancy, not only used my article. Not only did he use the image from the article that referenced the book, he didn't acknowledge my work at all. I said, “If you credit my work—both the article and the book—you can keep using these slides.” They could afford it.
I had the pleasure of interviewing Stefan Wolpers about his new book: The Scrum Anti-Patterns Guide: Challenges Every Scrum Team Faces and How to Overcome Them.
We organize all of the trending information in your field so you don't have to. Join 55,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content