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Portfolio health metrics to track progress, budgets, and risks across projects. Reporting and Analytics Advanced reporting with customizable metrics for decision-making. Agile, Waterfall, or Hybrid). Jira Jira is a widely used project management software, particularly well-suited for Agile teams in the IT sector.
How to Optimize Team Potential: A 7-Step Guide for Managers High performing team managers optimize potential by unlocking their teams collective capability. To optimize team potential, start by clearly defining the teams mission , goals, roles, success metrics , interdependencies, and expected outcomes.
These tools offer features for tracking performance metrics, managing resources, and ensuring alignment with strategic priorities. By providing real-time insights and streamlining complex workflows, project portfolio management tools empower organizations to handle diverse initiatives with precision and agility.
I started this series by discussing why managers didn't perceive the value of agile coaches and Scrum Masters in Part 1, resulting in layoffs.) That's why I then asked people to review their product-oriented domain expertise and agile-focused domain expertise in Part 3. Especially, Agile is Not a Silver Bullet.
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.”
These tools offer features for tracking performance metrics, managing resources, and ensuring alignment with strategic priorities. By providing real-time insights and streamlining complex workflows, project portfolio management tools empower organizations to handle diverse initiatives with precision and agility.
Many companies are attempting a radical — and often rapid — shift from hierarchical structures to more agile environments, in order to operate at the speed required by today’s competitive marketplace. At Bain & Company, we do not believe that companies should try to use agile methods everywhere. This takes time.
And even if you can find an agile coaching or Scrum Master job, the pay is so terrible, you don’t want to take it. That’s because these managers think agile coaching and Scrum Mastering is a staff job, not a line job. That’s because potential employers think these jobs are staff positions.
But, what about the application of AI and ML to agile development, testing and even portfolio management? For nearly two decades, many companies have utilized the principles within the Agile Manifesto to deliver faster time-to-market than traditional, or linear development models. Focus on Outcomes, not Metrics.
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?
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.)
(That link just goes to the first post) My most recent book: Project Lifecycles: How to Reduce Risks, Release Successful Products, and Increase Agility. In addition, here's the unedited transcript: Agile _ Adapt – Expert Talk – Johanna Rothman – April 2024 in docx format. I hope you enjoy this one.
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. But teams can change how they work—in any approach. But here's how they can work to create more agility.
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.
Every day, I hear more stories of agile coaches or Scrum Masters losing their jobs. Several reasons: No manager cares about “agile” even if they care about agility. So, selling “agile” into the organization doesn’t create any traction for change. You might not like these ideas.
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.).
Next, How Value and Cost of Delay—Not Cost Savings—Applies to Centralization Decisions Part 2 , I explained how to think about the value of work instead of predicted costs. See Why Shared Services “Teams” Don’t Work with Agility and Unearthing Your Project's Delays.) Ignorance of the flow metrics.
If software has eaten the world, then agile has eaten the software world. And there is no shortage of information and advice on howagile should be implemented in your tech organization. For example, a Google search for “agile software development” returns over 14 million results. Related Video.
Here's a scatter plot: Yes, I realize those little dots are hard to see, so if anyone knows how to fix this in Excel, I would love to know. Now, as to how long things took? The agile project manager asks, “What percentage confidence are you comfortable with for a given item? If you want 80%, that's about two weeks.
And, they want metrics. I wrote a series about that, starting with Agile Approaches Offer Strategic Advantage; Agile Tools are Tactics, Part 1.). Tools don't help you work better—they reflect how you work now. on how to reduce dependencies between teams. Worse, they want to start with a tool. We will see.
I suggested ways to think about more agile budgeting in part 1. How do you budget your own money and time? How do you know how to bet? Also, see From Chaos to Successful Distributed Agile Teams. You can use incremental funding, incremental budgeting, and lean metrics to manage the project portfolio and adapt.
Do you have an overstuffed backlog the way Jenny did in Create More Success: How to Say No to “Everything” to Say Yes to What’s Necessary Now ? How can you prevent an overstuffed backlog, roadmap, or all those great ideas from interrupting your team from finishing its work? I offered “now” advice in that newsletter.
A core challenge of management is to ensure that the organization’s priorities, strategies, and metrics are consistently embraced and that any impediments are identified and addressed quickly. Metrics that are reported daily, such as “units at capacity.” CAPTION TEXT HERE/Getty Images.
They could find the details in their defect tracking system, but they had no idea of the magnitude of the problem, where the problems lay, or how long they took to fix anything. See What Lifecycle or Agile Approach Fits Your Context? Almost all of these clients think they are using an agile approach.
As a manager, while you might have a bunch of metrics, most of those measures don't help you manage. ( 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.).
Forecasting and decision-making Thanks to predictive analytics, PM tools analyze historical data along with current project metrics to predict how the project environment will change. Let’s now review the most common applications of the technology in more detail.
How to Create Clear Team Roles and Responsibilities High performing teams matter, but they are elusive. Key Questions to Answer: What is the fundamental reason that the team exists and how does it connect to the strategic aims of the larger organization? Who are the key stakeholders that we serve?
Members are guided on how to register for an online member portal, which provides access to email your doctor, refill prescriptions, make appointments, and more. The metrics also changed. Marketers are adopting the business practices of entrepreneurs such as lean startup and agile development. The results?
And given the plethora of “agile” coaches, too many managers have relinquished their coaching roles to these (supposed) agilists. See Throughput: Why Salary Costs Matter Less Than You Think They Do and Flow Metrics and Why They Matter for Teams and Managers for the details.) Instead, managers are supposed to coach people.
That's why I wrote Project Lifecycles: How to Reduce Risks, Release Successful Products, and Increase Agility. ) Here's how I find that data to see the project's current progress and a little into the future. Yes, Little's Law and the flow metrics rule our work. That allows everyone to focus on solving this one problem.
The corollary, of course, is “we don’t know how to do that.” By tracking a metric, they can sell optimized wait times (elevators as a service) rather than banks of elevators based on price. That, in turn, has allowed the elevator companies to revamp their business models. They are selling performance, not hardware.
But since Tom’s boss was under pressure to meet a number of website metrics, she didn’t have the flexibility to implement his ideas. It’s not often possible to ignore performance metrics or overcome policies and bureaucratic red-tape. .” At first, Tom wasn’t deterred.
In the agile and lean communities, we talk a lot about transparency. This image is the transparency principle we used in From Chaos to Distributed Agile Teams. And, a much more agile organization. What do agile managers do? That includes any interim measures, including cycle time metrics. People Solve Problems.
Here's how to dissect that bio: In Line 1, I use my first name because I want people to connect with me , as a human being. As for certifications, as I write this in 2019, the agile community has too many framework battles. Along the way, she's learned about vanity metrics and metrics that work. The flow metrics?
Truth is, you can have the right portfolio of investments, the right metrics and governance, the right stage-gate development process, and the right talent on the right teams — but if you don’t design the right handoffs between your teams, all of that planning falls apart. How should you create a smoother handoff between teams?
Read more from Korn Ferry: How to Develop Leaders Who Can Drive Strategic Change. So how can organizations seize the opportunities of the digital economy? And how can they embed the ability to change and thrive in the digital world into their DNA in order to ensure their digital sustainability? Discipline and Focus.
See Flow Metrics and Why They Matter to Teams and Managers. The post How to use Timeboxes instead of Batch Planning: Visible Progress or Focus to Finish appeared first on. Too often, all that “too much” rolls work over to the next sprint. That doesn't help anyone finish. Instead, make work small and finish it.
Customer Satisfaction (CSAT), Customer Effort Score (CES), and Net Promoter Score (NPS) metrics have long been invaluable tools in the industry, but it’s critical to recognize that these metrics on their own cannot improve customer experience. How to improve CSAT. How to improve CES. What is a CSAT rating?
This is one of the reasons Mark and I wrote From Chaos to Successful Distributed Agile Teams. Your team might not need an agile approach. This includes the team's board and the team's metrics. We didn't specifically talk about how to collaborate when writing stories, code, or tests. The place to gather team data.
what it offers (and does not offer) its customers, and how and why this offer delivers value to these customers. what this produces for the business and for shareholders — the critical outcome metrics by which the organization will be judged. How to Create an Exponential Mindset. You and Your Team Series. Mark Bonchek.
By establishing a clear understanding of expectations and success metrics, your organization can ensure that everyone is working towards a common goal and contributing to the overall success of the organization. How to track your Goals and objectives: Tracking goals and objectives can be a daunting task for many senior leaders.
Agility and a Learning Mindset The 90-day operational road map provides guidelines, but there will inevitably be unforeseen roadblocks. This is when organizational change agility comes into play. Leading and lagging metrics should be relevant, fair, accurate, trusted, meaningful, and timely.
As a manager, while you might have a bunch of metrics, most of those measures don't help you manage. ( 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.).
We want more collaboration and smaller stories in any agile approach. Here's how to measure cycle time: I like to use a value stream map to see the wait times and work times. And, for thinking about how to collaborate as in pairing, swarming, or mobbing. Use Cycle Time to Estimate Story Duration.
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