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
If you're ready to discover how to talk about what you do in a way that is compelling to your ideal clients, then read on. What I'm NOT going to do is show you how to put sizzle around how to explain your methodology to your client that makes them sign with you on the spot because that is not going to happen. You get me!".
We talk a lot about empowered or self-organizing teams in the agile community. Everyone does the best job they know how to do. Instead of talking about empowerment, let's discuss how we trust teams and people to do their best job. And managers don't realize inspect-and-adapt is a necessary part of an agile culture.).
So when does it make sense to customize your agile approach to gain a strategic advantage? They can offer a subscription-based revenue model if they figure out how to release something useful almost every week. They want an agile approach, so they started with Scrum. Then, they Built their agile approach based on their needs.
See Leadership Tip #4: Admit When You Don’t Know.). Don, a CIO, attempted to “install” a common agile framework. The teams didn't change how they worked. Meeting with senior leadership helped Don learn as part of a team. That's why asking for help is a sign of strength and leadership.
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. ” Whenever I've been in that position, my mind immediately went to, “how many months of mortgage payment (or insert a large monetary outlay here) do I have available?”
I had a great time with Jeff and Squirrel on their podcast, Troubleshooting Agile. If we want to be great managers, we need to learn how to be a manager. The post Great Fun on the Troubleshooting Agile Podcast, Part 1 appeared first on Johanna Rothman, Management Consultant. We had a wide-ranging and fun discussion.
I like agile approaches because I can separate lots of deliverables into small, coherent pieces. I might not know how to achieve what I want yet. I worry that I have no idea how to achieve those deliverables for those deadlines. The team decides how to work. How we treat each other. Let me start with good stress.
Leaders today know that they need to be agile — to change direction quickly in the face of changing or uncertain conditions. But a byproduct of agility is churn: The confusion and demotivation that comes from many such pivots. This can cause inefficiency that bogs down innovative projects and strategies.
I had the pleasure of being on the Agile Uprising Podcast: Modern Management Made Easy with Johanna Rothman. How servant leaders support people taking responsibility. How trust, empathy, and creating a safe environment are what allows us to use agile approaches. ” The costs and fallacy of yearly planning.
Strategy and Product Feedback Loops Many of my middle-management and senior leadership clients want certainty about future work. Does that sound like an agile team to you? However, managers don't create features as agile teams do. Agile teams don't assume they make a final product the first time out.
” These people claim there is no need for either role in an effective team, especially an agile team because the team can manage its own deliverables. While some agile teams can manage their own deliverables, that's not the only role for a project or program manager. I've been talking about servant leadership.
I've met a number of agile coaches recently. Even though the client asked for agile coaching, that might not be what the client needs. Even though the client asked for agile coaching, that might not be what the client needs. These questions have nothing to do with a “better agile” or “better Scrum.”
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. Seek outcomes over outputs : It doesn't matter how many hours people work (or where they work).
I just finished a series for my Pragmatic Manager newsletter about Agile Transformation Secrets: Part 1: Manage for Change. I wrote this series because I find that many people get a little confused about an agile transformation. They think an agile approach will work because they can predict and commit better. Please join us.
Several of my clients have internal struggles about how to internally see the future of the product. The teams want to use an agile approach so they can incorporate learning. ” (Notice how all the features end on a quarter boundary?). The managers might even think this is roadmap reflects an agile approach.
When I work with leaders about how to say No, they often say: But someone needs to do this work, right? And I have a discussion in Create Your Successful Agile Project about backlog items.). I often discover the value discussion illuminates how to create better choices—about the work and the people who could do the work.
link] Cross-Cultural Strategy #1: Culturally AgileLeadership Leaders increasingly face cross-cultural differences working with diverse customers and employees. Cross-cultural differences require leaders with cultural agility. Successful, culturally agile leaders can see themself through another person's perspective.
I’m tired of hearing about how much business and leadership is going to change in the “World 2.0.” Not to be left out of the rush to platitudes, the Darden business school at the University of Virginia enjoins us to “get back to BASICS,” their acronym for Bonding, Agility, Safety, Inclusion, Compassion, and Strategic Alignment.
In Part 1 , I wrote about how “Agile” is not a silver bullet and is not right for every team and every product. This post is about how management fits into agile approaches. Too often, managers think “agile” is for others, specifically teams of people. The team decides how to solve problems.
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. Agility requires a collaborative cross-functional team. How do they tend to decide?
Then, offer some options for how to proceed, including changing meeting techniques. In Create Your Successful Agile Project , I recommend the team end an iteration in the middle of a week. See Part 2 for how to reduce necessary planning time. You might be using an agile approach, but it's not Scrum.
The following 9 inspirational videos on leadership and change have been helpful for us and the leaders with whom we work. How do you lead change? Grit, curiosity, agility, courage and so much more. In this talk, Jason Clarke covers how to make your ideas happen and why new ideas are often met with resistance.
McNulty, associate director of the National Preparedness Leadership Initiative at Harvard, and Leonard Marcus, founding co-director of the National Preparedness Leadership Initiative at Harvard, wrote , “The coronavirus crisis, like every crisis, is unfolding over an arc of time with a beginning, middle, and end. Build Agility.
Part of what makes an agile transformation difficult is the cultural change required. That’s what makes an agile transformation a journey. A client said to me, “I want the agile. The agile is good stuff: faster delivery of smaller stuff that we can get revenue for. How fast can I get it?”
I see too much micromanagement, even in supposedly agile organizations. As an example, when managers don't bother to learn agile measures and what they mean and instead want a Gantt chart, “because how long could it take?” ” Or, when a manager imposes a “standard” agile approach.
A couple of weeks ago, I delivered the first version of my Free Your Agile Team talk at Agile New England. I spoke about the problem of a framework-first approach to transforming to an agile culture. I based the talk on Create Your Successful Agile Project , but I didn’t stop there.). (I Yes, there are 8 parts!).
See Create Your Successful Agile Project for more details.) Also, see the Pairing, Swarming, Mobbing post so you can see how people might work together, keeping the team's WIP low. The reason the teams worked on so many projects was that senior leadership was not clear on the strategy.
Let's first discuss what my colleague does and how we might name that role. Scrum Master or Agile Project Manager? ” (You might like Why an Agile Project Manager is Not a Scrum Master.). She's an agile project manager. When she manages programs, she's an agile program manager. Scrum is not her job.
You want business agility. The teams have worked hard to change how they work. The people and teams continue to experiment with agile behaviors. Every team's agile journey is unique. So is each manager's agile journey. If some people aren't sure, they might not be as far along in their agile journey.
I’ve recently been thinking about this with regard to how leaders can be more strategic, able to effectively execute the core of their business while remaining open to trends in the market and adapting to meet them. I’ve begun to view this as the ability to hold two specific traits in balance: consistency and agility.
How to Optimize Team Potential: A 7-Step Guide for Managers High performing team managers optimize potential by unlocking their teams collective capability. They use leadership simulation assessments , people manager assessment centers , and training needs assessments to continuously identify and develop what matters most to team success.
Agile Change Management – What Is It? Agile change management is an approach to managing the people side of change that works in concert with the agile project management methodology. Done right, the agile approach to project management enables teams to adapt to change quickly and deliver work faster.
Instead of copying how Dan did the management job, Jim's now rethinking everything about how to be more effective. If you use these delegation ideas, you will find you have time to have one-on-ones every week or two, depending on howagile your team is. Do you want to do more technical work or leadership work?
Most of my clients struggle with their agile transformation. The teams love agile approaches because they can work on their release frequency and technical excellence. The senior managers love the agile promise because they can see howagile approaches help the teams release a more constant flow of value.
I don't know how to offer the level of predictability they want for large and unchanging work. Worse, many of these managers also want business agility. Business agility requires change. See Leadership Tip# 10: Commit Coherent & Meaningful Work to a Team.). Let's differentiate between the strategic and the tactical.
Introduction to an Agile Transformation series… I’ve seen several agile transformation challenges. Since I want to address those challenges, this is a series of posts about agile transformation. The problems I’m planning to address are: Understanding why agile, why now. You might have another reason.
Agile Organizations In general, agility is the ability to move quickly and easily. In a business setting, we define organizational agility as the ability of an entire organization (especially its leadership team) to adapt quickly to market changes. We need more agile mindsets at work. What are its trademarks?
I started to think about the management signals we send, especially in an agile transformation. In From Chaos to Successful Distributed Agile Teams , Mark and I developed this chart to show howagile approaches change the culture.
The People Leadership Fundamentals workshop results were: 98.2% To set people leaders up for success, they wanted to establish proficiency with the fundamentals of leadership. Creating a High Performing Team Explore how team motivation and performance are interrelated in delivering productivity, efficiency, and quality.
Effective leadership is communication. A few things about effective leadership communication are proven based on several studies over the past two decades. With these recommendations, you can focus on the critical few proven leadership communication solutions that create business results. Why Leadership Communication Matters.
Ryan Ripley, host of Agile for Humans, interviewed Gil Broza and me in AFH 102: The Influential Agile Leader. We spoke about the workshop I lead with Gil, the Influential Agile Leader. We spoke specifically about how to help people see their options as leaders in the organization—regardless of their title.
Alignment of leadership characteristics with the market and the organization model may be the single biggest driver of successful re-organization initiatives. Both structure and the selection of executive leaders reflect these critical differences in leadership requirements. Very smart! Great places to assign high-potential leaders.
I have a new book in beta, Create Your Successful Agile Project: Collaborate, Measure, Estimate, Deliver. Agile approaches create more opportunities for jelled, performing teams. And, many teams find agile approaches tease them farther apart, not together. It’s a process.). I’m so excited about this book.
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. How do you incent the managers? Cindy wants this agile transformation to succeed.
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