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Feedback Loops Help When to Centralize or Decentralize Product-Based Decisions

Johanna Rothman

When I think about agile approaches to work, I think about how fast we can change and the cost of those changes. That's why an agile approach with deliverables every day or week doesn't fit with some kinds of projects, such as events. Here, I assume you want multiple releases for your product.

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Purpose vs. Product: Differentiate Your Strategy from Tactics (Portfolio & Roadmaps)

Johanna Rothman

Worse, many of these managers also want business agility. Business agility requires change. Product strategy, to define the value the products offer to the product's users/customers. In addition, you might need these product strategies too: Product architecture, to shepherd the technical value of a product.

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Middle Management Guideline: Only Plan for as Long As Your Management Can Commit

Johanna Rothman

See Create Successful Schedules: Three Tips to Rolling Wave Planning and the series that starts with Alternatives for Agile and Lean Roadmapping: Part 1, Think in Feature Sets. Later, she used these ideas for the product roadmaps. There's plenty more about rolling wave planning on this blog.)

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Leadership Tip #13: For Innovation, Remove at Least One Policy or Procedure a Week

Johanna Rothman

Now, these same managers want business agility. The more we remove, the more agility or improvement we might see. As the organization changes (both products and tooling), people might not make those mistakes again. About a decade ago, an organization suffered three consecutive bad deployments to production.

Policies 131
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Where I Think “Agile” is Headed, Part 5: Summary

Johanna Rothman

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
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Management Rewards: Doing Work vs Creating an Environment

Johanna Rothman

My agile transformation clients struggle with this big question: How do we effectively reward managers? The more the organization wants or needs an agile transformation, the less the current reward structure works. Cindy wants this agile transformation to succeed. Agile Transformation Requires Management Collaboration.

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Projects, Products, and the Project Portfolio: Part 2, Assess & Rank the Work

Johanna Rothman

I called the value stream a product so that people would think about who would use it and why. I suggested that we stop work on specific products when you have more products than teams. That would allow you to work on other projects in service of different products. What kinds of products/value streams do you have?