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Agile Approaches Offer Strategic Advantage; Agile Tools are Tactics, Part 1

Johanna Rothman

They think that the agile tools they use, such as boards, offer a strategic advantage. However, they adopt or “install” an agile framework or process without customization. Instead, agile organizations need flexibility, not rigidity. You develop unique answers for your business. You likely compete on price.

Agile 116
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Why the Popular & Easy Career Ladder Prevents an Agile Culture, Part 1

Johanna Rothman

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. The disconnect is not one piece—it's an entire system. After a baby, returned to work as a developer.

Agile 132
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Three Keys for Successful Agile Coaching: Level, Empathy, and Experience

Johanna Rothman

On the ANE panel last night, an agile coach asked, “What's my path forward as an agile coach? Focus on business results, not agility per se. That's because the organization creates its system. And Paul Batalden said: “Every system is perfectly designed to get the results it gets.” Tall order.

Agile 110
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What Lifecycle or Agile Approach Fits Your Context? Part 1, Serial Lifecycles

Johanna Rothman

Are you trying to make an agile framework or approach work? Maybe you've received a mandate to “go agile.” Or, maybe you're trying to fit an agile framework into your current processes—and you've got a mess. I've seen plenty of problems when people try to adopt “agile” wholesale.

Agile 111
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Why Very Few (If Any) People Are “10x” Developers—Or Managers

Johanna Rothman

Steve, a software development manager, thought John was a “10x” developer. Was I willing to support and coach the other people in Steve's group to all become “10x” developers? Was I willing to support and coach the other people in Steve's group to all become “10x” developers?

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Three Ways to Stop Agile Death Marches

Johanna Rothman

See Who's Playing Agile Schedule Games? ). The developers were pretty accurate for their work time. The team decided to attack the build and deploy systems and see what they could automate. They spent another five hours of mobbing on those systems. No More Agile Death Marches. That increased their WIP.

Agile 91
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Insubordination vs Caring About the System

Johanna Rothman

Those people suffered from several problems—most of which was based on the system of rewards in the organization (part of the context): Because of their power, they were “on the hook” to deliver something we could not deliver. Mostly because of their positional power and the reward system.). I would have disagreed.

System 88