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One of my clients wants to use shared services “teams” as they start their agile transformation. Their developers work on a product for months and years at a time. ” Shared service-thinking denies the reality of effective product development: A cross-functional team learns together as they develop the product.
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. Ordering the work by value, even though agile approaches hope the value changes. (Re)defining That's why agile approaches emphasize “finish something and get feedback on it.”
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. What and how we reward people.
The true cost to business can be far greater, thanks to low productivity across organizations, high turnover, and the loss of the most capable talent. In our book Time, Talent and Energy , we note that when employees aren’t as productive as they could be, it’s usually the organization, not its employees, that is to blame.
global chip shortage), and the need for reducing production costs add to the above-mentioned difficulties. . In addition, to stay competitive on the market, business owners will struggle to deliver their products faster and produce more (e.g. The need to shorten the time for product development. Dealing with uncertainty.
Since then, my productivity has at least doubled. I converted from my religiously observed to-do list (daily work plan) to this calendar system, also known as timeboxing (a term borrowed from agile project management). In a study we conducted of 100 productivity hacks , timeboxing was ranked as the most useful.
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? That's what I need!”
.” In my experience, when organizations want to use agile approaches or transform in some way, the managers start with the teams. The more I work with people on teams, with teams, and with managers, the more I am convinced starting with the teams is the “wrong” end to start. The managers don't work together.
Our approach is rooted in extreme programming and agile processes , and the foundation of our work environment is a pair programming culture. I’m not quite as motivated (in terms of my fitness) or organized (in terms of my timemanagement). I wake up at 8 AM, barely enough time to shower and catch the subway.
Finally being able to use Photoshop, getting a grip on Agile or Waterfall, learning to write more clearly? Are there meta-skills that would help you do all of these things better — like coming across the way you intend to in meetings, or learning to manage your time more productively? What would help you the most?
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