Johanna Rothman

AUGUST 21, 2019

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.

Agile 65

Agile Culture Efficiency Guidelines 65

Johanna Rothman

SEPTEMBER 15, 2023

Instead, I see assumptions that reveal a divide-and-conquer, and possibly a command-and-control culture, not an agile culture. Divide and Conquer is Anti-Agility I see the product owner and dev team as a divide-and-conquer approach to work. Individual work does not encourage flow efficiency thinking. ” The team succeeds.

Interviews 96

Interviews Culture Agile Efficiency 96

Epicflow

JANUARY 21, 2022

So, automakers have to change their approaches to product development to make it shorter but no less efficient. . Nevertheless, automotive companies need to deliver their projects as successfully and efficiently as possible. Utilize available resources with maximum efficiency. Adopt Agile frameworks for product development.

Automotive 130

Automotive Industry Resources Agile 130

Johanna Rothman

OCTOBER 20, 2020

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.

Agile 60

Agile Culture Productivity Development 60

Johanna Rothman

MARCH 30, 2020

See the Flow Efficiency series.) See Agile Program Measurements to Visualize and Track Progress and Measure Cycle Time for my suggestions of what to measure. I have more ideas and a more in-depth discussion in Create Your Successful Agile Project.). Here are some examples: Demos, even of partially working product.

Management 92

Management Agile Metrics Video 92

Johanna Rothman

MARCH 18, 2024

That part discusses why managers see agile coaches and Scrum Masters as staff positions, not line jobs. This post is about your deep domain expertise, first in product, then in agility. Assess Your Product Subject Matter Domain Expertise There are at least two kinds of domain expertise: the product itself, and agile/lean expertise.

Agile 81

Agile How To Metrics Productivity 81

Johanna Rothman

FEBRUARY 6, 2024

If you took an agile workshop sometime in the past 15 years, you probably played the “ ball game.” Especially since they've probably suffered through way too many “agile” workshops with more and more games. That's an example of how insidious resource efficiency thinking is. Why do I have to play a game?”

Agile 75

Agile How To Exercises Efficiency 75

Epicflow

APRIL 19, 2024

After that, they are given access to a simple demo environment with a standard set of configurations, where they can test how our system works. If your company uses other project management tools like Jira, MS Project, or Oracle Primavera, the demo environment will be adjusted accordingly. Data adjustment and integration.

Software 130

Software Resources Training Training 130

Johanna Rothman

SEPTEMBER 28, 2018

In Part 1 , I suggested that when we organize by function, the recognition and rewards might prevent a successful agile transformation. Product lines use flow efficiency thinking. I have found agile managers can succeed when they ask questions such as these: How can I make it easier for the people to do the right thing?

Productivity 65

Productivity Agile Efficiency Management 65

Johanna Rothman

OCTOBER 2, 2023

Yes, the premise of my Agile and Lean Program Management book.) I have never seen those three conditions in any non-agile project, but that could be my experience and not universal. This team started off with a serial lifecycle, so they didn't even plan to have a demo until about September or so.

Agile 95

Agile Analysis Management Productivity 95

Johanna Rothman

AUGUST 25, 2023

That's a prime example of resource efficiency , which does not work. I needed to demo more often. This is the same problem as in Want to Be More Effective (and Agile)? The demos build trust—and might offer the team feedback on the product and the product leader feedback on the backlog. ” Aha!

How To 78

How To Productivity Agile Management 78

Johanna Rothman

MARCH 30, 2020

See the Flow Efficiency series.) See Agile Program Measurements to Visualize and Track Progress and Measure Cycle Time for my suggestions of what to measure. I have more ideas and a more in-depth discussion in Create Your Successful Agile Project.). Here are some examples: Demos, even of partially working product.

Management 52

Management Agile Metrics Video 52

Johanna Rothman

MARCH 26, 2024

That's why I wrote Project Lifecycles: How to Reduce Risks, Release Successful Products, and Increase Agility. ) In addition, I ask teams to show visual progress , such as in a demo. I want architecture feedback loops as early as possible in the project, which is why I want visual progress with demos. Yes, even with padding.

How To 70

How To Metrics Tools Productivity 70

Johanna Rothman

OCTOBER 24, 2023

See Why Shared Services “Teams” Don’t Work with Agility. Demo inside the organization. Those pesky FTEs don't need health care or any of the other perks that come with employment. See People are NOT FTEs.) Worse, FTE thinking often leads to shared-services thinking. But they learn as they: Prototype and ask for feedback.

Construction 78

Construction Resources Productivity Development 78

Johanna Rothman

SEPTEMBER 27, 2023

Even if a 5 to 7-person team falls into the Everyone Starts Their Own Story trap (see Who’s Playing Agile Schedule Games? or Create Your Successful Agile Project ), the team can still know what's going on. Then, I watched Drunk Agile Episode 75: Team Size. Then, senior management offered kudos when we showed a demo.

Agile 110

Agile Culture Efficiency Development 110