Johanna Rothman

AUGUST 24, 2021

In Part 1 and 2 of this series, I wrote about how an agile approach might offer strategic benefits. And because an agile approach changes your culture, I said the agile approach was part of your strategy. So let's ask this question: Can any tool—agile or otherwise—offer you a strategic advantage? (I

Agile 105

Agile Tools Productivity Analysis 105

Johanna Rothman

AUGUST 26, 2021

They think agile approaches are tactics and agile tools are part of their strategy. That's why they want to Buy an agile approach. Because the managers don't realize that when they create a “standard” board, they demand every team follow the same workflow. They can manage the cost of the tools.

Agile 96

Agile Tools Culture Strategy 96

Johanna Rothman

APRIL 13, 2021

I had great fun with Cherie Silas and Alex Kudinov on their podcast, “Keeping Agile Non-Denominational.” You've seen or heard about this problem: Senior leadership says, “Yes we need agility!” ” The teams say, “Yes, we got the agile goodness here!” ” And the middle managers?

Agile 108

Agile Management Culture Leadership 108

Johanna Rothman

DECEMBER 2, 2022

On the ANE panel last night, an agile coach asked, “What's my path forward as an agile coach? I said that if the coach wanted to move up the hierarchy in the organization, the coach needed some form of management experience. Focus on business results, not agility per se. What do I do next?” Most cannot.

Agile 110

Agile System Productivity Management 110

Johanna Rothman

AUGUST 12, 2021

Some managers wanted to prevent Bad Things from happening in the organization, so they added policies or procedures. Now, these same managers want business agility. The more we remove, the more agility or improvement we might see. The more we remove, the more agility or improvement we might see.

Policies 131

Policies Leadership Guidelines Agile 131

Consulting Matters

MARCH 3, 2021

Some outcomes for another one of my clients is a change consultant and was struggling with trying to find her angle in the market and how she stood out and discovered that one of the big challenges with change was the limits of traditional leadership development and why it is insufficient for handling unplanned change. Yes, emotions.

How To 401

How To Methodologies Survey Leadership 401

Johanna Rothman

NOVEMBER 23, 2021

When managers decide for other people, the managers exert a form of power-over. Instead, I see a manager deciding how other people or a team should work. Or even the “standard” agile approach everyone should use. When managers do that, they remove autonomy from people and teams. Leave the building now!”

Leadership 110

Leadership Agile Exercises Culture 110

Johanna Rothman

NOVEMBER 19, 2021

Daniel Vacanti and Prateek Singh graciously invited* me to be on an episode of Drunk Agile: Episode 37 Johanna Rothman Part Deux More Bigger Aging. We didn't address this as much because I wrote about this in Manage Your Project Portfolio. Ordering the work by value, even though agile approaches hope the value changes. (Re)defining

Agile 104

Agile Video Management Time Management 104

Johanna Rothman

MARCH 11, 2021

That often creates a problem: great technical people become insufficient managers. Let's not blame these people—many of them didn't want to become managers However, if people want more responsibility, the career ladder often forces people into management. Separate the Kinds of Leadership.

Agile 95

Agile Engineering Productivity Culture 95

Johanna Rothman

JANUARY 14, 2021

I had a great time with Jeff and Squirrel on their podcast, Troubleshooting Agile. We spoke about the Modern Management Made Easy books in Johanna Rothman on Modern Management Part 1. Here's a highlight idea from the podcast: a transition to management is a career change. We had a wide-ranging and fun discussion.

Agile 108

Agile Management Consulting How To 108

Johanna Rothman

MAY 24, 2021

Do you or your managers want people to be happy at work? For example, if your manager has not maintained their one-on-ones with you? You might feel stress, a lack of social relationships, worry that your job satisfaction doesn't match what your manager thinks. Did I manage to smile at some point today? My delivery.

Leadership 134

Leadership Culture Agile Management 134

Johanna Rothman

MAY 18, 2021

I had the pleasure of being on the Agile Uprising Podcast: Modern Management Made Easy with Johanna Rothman. We had a wide-ranging discussion, including: What the manager's job is (and is not). Why, if people manage through the seven principles, we don't need to use transparency and communication as principles.

Agile 93

Agile Exercises Management Consulting 93

Effective Managers

JULY 26, 2024

A Guide to Agile Practices and Their Benefits in Today’s Dynamic Business Environment In to-day’s business landscape, agility has become a key driver for success. Agile methodology, originally conceived for software development, has transcended its IT roots to become a vital approach in various business sectors.

Methodologies 76

Methodologies Agile Productivity Training 76

Johanna Rothman

JANUARY 6, 2023

Several people on social media have denigrated the terms “project manager” and “program manager.” ” 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. Facilitating the team's collaboration.

Management 109

Management Agile How To Productivity 109

Johanna Rothman

FEBRUARY 4, 2021

I had a great time on the Agile Coffee podcast, 75. Managing with Coffee. We spoke about a variety of issues that managers, teams, and people encounter, such as: Culture and how that plays out at all levels. Why I don't always subscribe to the idea of intent-based leadership. I had a blast with Vic, Chris, and Ben.

Agile 66

Agile Management Culture System 66

Johanna Rothman

APRIL 23, 2021

See Leadership Tip #4: Admit When You Don’t Know.). But I'm going to talk about a manager. Don, a CIO, attempted to “install” a common agile framework. However, the senior managers didn't change their actions. The middle managers actively acted against the framework. Like that lovely tall woman.).

Leadership 114

Leadership How To Agile Exercises 114

Johanna Rothman

AUGUST 14, 2019

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. Managers Create and Refine the Culture.

Agile 69

Agile Management Efficiency Culture 69

Johanna Rothman

JULY 29, 2021

The teams want to use an agile approach so they can incorporate learning. The managers want rigid roadmaps. Because the managers want to “know” the teams will deliver it all. However, the managers create a roadmap similar to the image above. The managers created a Gantt Chart as a picture, not a roadmap.

Agile 143

Agile Productivity Data Management 143

Johanna Rothman

DECEMBER 18, 2018

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.”

Agile 75

Agile Metrics Management Data 75

Harvard Business

SEPTEMBER 20, 2023

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.

Agile 101

Agile How To Strategy Strategy& 101

Johanna Rothman

APRIL 14, 2020

Manage for effectiveness. 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. Applies to management teams, too.). Seek outcomes, not outputs.

Agile 83

Agile Efficiency Culture Resources 83

Johanna Rothman

FEBRUARY 17, 2021

I wrote more about No words in Manage It! and Manage Your Project Portfolio.). However, this post is about how you manage your feelings. The team might be a management team, as in Practical Ways to Lead an Innovative Organization. And I have a discussion in Create Your Successful Agile Project about backlog items.).

Leadership 116

Leadership Management Agile Exercises 116

Johanna Rothman

OCTOBER 26, 2018

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 how agile approaches change the culture. When managers signal to the right, the organization can change.

Management 73

Management Agile Culture Leadership 73

Harvard Business

OCTOBER 19, 2023

Managing extended R&D projects comes with its unique challenges, with even the popular agile method struggling in such contexts. Drawing from a recent significant build at Lattice, an HR software startup, three key factors emerge as essential for success in managing large projects.

Management 101

Management Agile Software Culture 101

Johanna Rothman

JUNE 8, 2021

I had a terrific time with Chris and Austin on the Mob Mentality Show: Modern Management with Johanna Rothman. Is “mobbing” is the right word for management collaboration? However, the reasons we mob—to get all the people we need to learn and think together—those reasons work as well in management decisions.

Management 104

Management Agile System Consulting 104

Johanna Rothman

JUNE 3, 2020

The processes don't have sufficient agility to deliver the necessary results. Yet, people who want to use agile approaches don't want to apply agile thinking to their processes. Some clients want to create their custom agile process— and then standardize it across the organization. My Processes and My Agility.

Agile 70

Agile Management Examples Consulting 70

Johanna Rothman

MARCH 4, 2019

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.

Agile 71

Agile Management Consulting How To 71

Johanna Rothman

AUGUST 4, 2020

I told the story of Cliff, a manager who wanted to understand why the projects were so late. ” I said, “Managers might spend as little as a quarter and as much as a year or two. .” ” In my experience, when organizations want to use agile approaches or transform in some way, the managers start with the teams.

Management 101

Management Agile Meeting ROI 101

Johanna Rothman

DECEMBER 11, 2019

I spoke with a project manager recently. I used to facilitate project teams as a project manager. Why a project manager? When I learned to manage programs, I managed programs like that, too. Then, we went “all-Scrum” so my managers called me a Scrum Master. Scrum Master or Agile Project Manager?

Agile 60

Agile Productivity Management Meeting 60

Harvard Business

JUNE 3, 2024

When companies leverage the diverse talents of their Asian workforce, they can evolve into more global, agile, and powerful hubs of innovation and growth.

Leadership 100

Leadership Agile Talent Company 100

Johanna Rothman

DECEMBER 14, 2022

Jim, a relatively new manager said, “I don't have nearly enough time. I asked him to eyeball the Management Time Sheet (link is to the google sheet) and see where he spent his time. Isn't that the right way to manage?” If you're moving from first-level management up to director, it's the same idea.

Leadership 79

Leadership Management Efficiency Meeting 79

Johanna Rothman

AUGUST 18, 2020

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? What makes sense for management compensation?

Management 99

Management Guidelines Agile Productivity 99

Brimstone Consulting

NOVEMBER 6, 2020

How a private equity-backed artisanal food manufacturer stemmed losses, rebuilt the leadership team, and positioned the company for growth. Brimstone worked with the CEO, the senior leadership team, and the private equity firm to put in place the conditions for success. CASE STUDY. Two senior team members were onboarded.

Agile 58

Agile Leadership Development Case Studies 58

Johanna Rothman

SEPTEMBER 24, 2020

We hear about agile teams, in the form of product or feature teams. However, too many managers still work independently. That’s a problem when the teams have organizational problems a single manager can’t solve. Instead of managers working alone, what if we had teams of managers? We have senior leadership teams.

Management 87

Management Agile Productivity Culture 87

Harvard Business

AUGUST 8, 2017

One of the most exciting and — sometimes anxiety-producing transitions in a career — comes when you move from being an individual contributor to becoming a manager. So, as a new manager, how do you build an authentic and connected leadership presence that has a positive impact on your team and colleagues?

Leadership 69

Leadership Management Emotional Intelligence Agile 69

LSA Global

DECEMBER 2, 2024

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. The post People Leadership Fundamentals for Technology Managers appeared first on LSA Global. Job Relevance 98.4%

Leadership 46

Leadership Management Training Training 46

Johanna Rothman

SEPTEMBER 15, 2023

They (the team) feel that the tasks for the sprint are too varied to manage to a single sprint goal. Instead, I see assumptions that reveal a divide-and-conquer, and possibly a command-and-control culture, not an agile culture. Agility requires a collaborative cross-functional team. Those two things do not make an agile team.

Interviews 96

Interviews Culture Agile Efficiency 96