Agile Demo Efficiency 
Johanna Rothman
JANUARY 10, 2024
I see many teams and team members who say, “Agile stinks. ” When I ask people what's happening, they say: We're doing an agile death march because someone else already told us what we have to do and the date it's due. And don't get me started on how coaches tend to do life coaching instead of support for agility.)
Johanna Rothman
JANUARY 31, 2024
In Effective Agility Requires Cultural Changes: Part 1 , I said that real agile approaches require cultural change to focus on flow efficiency, where we focus on watching the work, not the people. If you and your team have been practicing real agility, you might say these ideas barely show any agility at all.
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Johanna Rothman
JUNE 24, 2021
He thought agile approaches would work to “meet” and “enforce” deadlines. Even when we use a non-agile approach , schedule variance doesn't make sense. Because the “teams” couldn't deliver something small, they didn't demo very often. Over months, they stopped demoing anything.
Johanna Rothman
MARCH 6, 2024
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?
Johanna Rothman
FEBRUARY 6, 2023
” For years, I explained that the more often the team or program could demo, the more the project or program could engage its stakeholders. See Customers, Internal Delivery, And Trust for a recent post about demos and trust.) The more frequently you can demo, the more your partners can trust you to deliver something.
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.
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.
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