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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
Those outcomes can help teams decide which agile approach(es) to start with and adapt. Let's start with who wants the teams to use an agile approach. Who Wants the Teams to Use an Agile Approach? Before I had the “agile” word, I discussed iterating over feature sets and delivering small increments.
I have a new book: Project Lifecycles: How to Reduce Risks, Release Successful Products, and Increase Agility. I wrote it because I'm concerned about what I see in too many supposedly agile teams: Crazy-long backlogs and roadmaps. A focus on a “standard” agile approach, regardless of how much agility is in that approach.
After Mark Kilby and I collaborated on From Chaos to Successful Distributed Agile Teams , we decided to start creating online classes. We have just opened registration for our first geographically distributed agile teams class. See Prepare for Successful Distributed Agile Teams. It's a self-study class. Any questions?
If you took an agileworkshop sometime in the past 15 years, you probably played the “ ball game.” Especially since they've probably suffered through way too many “agile” workshops with more and more games. We now have a team environment that can use agile principles, but we're not quite done.
But most of my business focuses on coaching, workshops, or consulting. 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. How can managers work as agile teams do, so they can change direction?
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.
I have opened the Q2 2023 Free Your Inner Writer workshop for registration. If you want my support in your writing, take the workshop. (If If you haven't yet bought the book, I'll give you a copy as part of the workshop.) See the syllabus on the Free Your Inner Writer workshop page. I can help. Register now. Contact me.
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.”
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.
We talk a lot about empowered or self-organizing teams in the agile community. When Mark Kilby and I wrote From Chaos to Successful Distributed Agile Teams , we said the easiest way to create a system that worked for the team was for the team to create its own board. Agile Approaches Require Management Cultural Change.
At the Influential Agile Leader workshop earlier this year, I led a session about scaling and how you might think about it. I asked if any of the teams succeeded at using an agile approach at the team level. I explained how in Agile and Lean Program Management.). ” Agile Scaling is the Answer to Whose Problems?
Now that agile teams stay together, we can change the kickoff to more project-specific work. I wrote an article several years ago, Keys to Chartering an Agile Project. In Create Your Successful Agile Project , I suggested a reframe for the charter. Many new-to-agile-thinking teams want everything defined upfront.
Advanced Practitioner Workshop. During this two-day, highly interactive, case-based workshop we will share insights from our forthcoming book bringing to life three and four dimensional organizational structures in some of the world’s largest and most complex global companies. Dec 9-10, 2015. New York University. Kimmel Center.
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. I want it now. How fast can I get it?”
I suggested ways to think about more agile budgeting in part 1. I can also predict how long it takes me to create or customize an in-person workshop. I have an upper bound for online workshops. Also, see From Chaos to Successful Distributed Agile Teams. Use the data you need to have a more agile approach.
I’ve been thinking more about possible measurements in an agile transformation journey. This post will focus on measurements you might see when the culture changes with an agile transformation. Without knowing why you want to use agile approaches throughout the organization, you can’t generate reasonable measurements.
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. If you are interested in helping your agile transformation, do listen to the podcast and join us for the conversation.
I finished one week of the videos for the writing workshop. Finish another week of videos for the writing workshop because I want to announce it “soon.” And the writing workshop will make more money sooner than the book will. My cycle times for my various work: About an hour to complete the videos for workshop week.
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.
Of these, it makes sense to change the compensation and rewards approach, recruitment and hiring if the organization wants to create an agile culture. It’s possible to create a more agile approach to education and training. committed to more workshops. Agile HR will not change the culture unless the reward system changes.
Strategy and Product Feedback Loops About 20 years ago, I taught a project management workshop to IT people. During that workshop, the participants all had the same question, “How do we engage our stakeholders? Adam, a product leader, has changed his meetings and workshops. What do they get out of this partnership?
” 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. Yes, I teach these workshops for each book remotely.
Gil Broza and I are thrilled to announce the updated version of our flagship workshop, the Influential Agile Leader. We’re leading the workshop in the Boston area, June 7-8, 2018. If you have these kinds of challenges: Your business can’t “stop” to recreate itself as an agile organization.
I met Mark back in 2017 when I attended an Anthology workshop from the nice folks at WMG Publishing. I sold two short stories at that workshop, my very first short story sales. For you agile types, Mark runs his podcast as a reflection—a retrospective—of what he learned from speaking with the guest.
I also talked about the workshop I conducted for Eric Buehler's November 2022 Enterprise Agility Global Conference on how to adapt an organization's culture during fast-changing times. You can view the slideshow of my workshop here.
I use “agile” and “agile approach” in my writing. I don't talk about the Agile Manifesto for Software Development every time. If you want to learn more writing secrets, and register for the April 2022 writing workshop, see Writing Workshop 1: Free Your Inner Writer & Sell Your Nonfiction Ideas.
Are you looking to help support your team, management, or organization’s agile adoption? Do you feel as if you are part of the formal or informal team leading your agile transformation? You need what Gil Broza and I teach and facilitate at the Influential Agile Leader Workshop. How Do You Tell Your Agile Story?
Whenever I teach agile approaches, I discuss the possible meetings a team might choose. If you use WIP limits greater than one, you might need a specific time to workshop stories just before they go on the board. The post Time You Spend in Agile Meetings appeared first on Johanna Rothman, Management Consultant.
When Mark and I wrote From Chaos to Successful Distributed Agile Teams, we saw these satellite team traps: People in the office forgot about the people not in the office. While we might call all these things, “meetings,” let's assume the team will workshop. Monday through Thursday, the team is a satellite.
Agile transformations are tough. That’s because wherever you start, the agile transformation creates culture clashes. Often, teams start with agile approaches. Teams discover the agile approach and practices that work for that team. That’s the external part of what we see in an agile transformation.
One of my clients has many reasons for wanting an agile transformation. They need agile approaches so they can get feedback from customers as they develop the new products. They need to create a mix of new products and services, which means they need to use an agile approach for their projects and their project portfolio.
The online workshop videos are complete. I also know my cycle times to develop workshops and video them. Have a workshop to decide. You're workshopping.) If you want to “scale” your agility, ask yourself these questions: How can we collaborate at all levels? I'm pleased with my progress. You can, too.
I finished all the video editing for the writing workshop. Because there's more work to finishing the workshop, I'm sure I will not finish the workshop today. Those purchase orders are much larger sums of money than an online workshop or revenue from a book. The marketing for that workshop is also separate.
Agile culture is about the ability to change. You need to know why you want to change, but once you know that, agile cultures promote change.). We (as agile teams and organizations) deliver something to get some feedback and learning. You might work for one of these companies and they want to use an agile approach.
As their organizations move to agile approaches, these managers have problems: their organization (managers above them) wants to measure them by the old rules which demand control. ” Too often, managers feel this tension because the agile approaches challenge the organizational culture. .”
I like agile approaches because I can separate lots of deliverables into small, coherent pieces. Same with workshops or consulting. In fact, agile approaches make this kind of culture possible. Work to increase collaboration and relationships across the organization. Focus on job satisfaction. Increase self-esteem.
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. In the early 2000s and into the teens, I led many workshops for distributed teams. Now, as I write this series, the coronavirus is winging its way around the globe.
See Lessons Learned from Leading Workshops About Geographically Distributed Agile Teams for data from some of my previous workshops.). They (re)build trust. In-person meetings help people build and reinforce their interpersonal relationships. We don't need a ton of in-person meetings.
” is one of the questions I see when I work with people going through an agile transformation. I like to see the questions reflect the why for your organization’s agile transformation. A simplistic qualitative measure of organizational agility). “What should I measure???” What do we want less of?
Martin Fowler, well-known in the agile community, once told me he purposefully created keynotes that were combinations of three fifteen to twenty-minute talks. While workshops often require some time where you talk, you can choose to design a workshop, so people mostly work and learn from debriefing.
See the video on YouTube: Johanna Rothman: Writing, Management, & Business Agility ?| Agile to agility | Miljan Bajic | #47. The writing workshop we mentioned now has its own page: Free Your Inner Writer & Sell Your Nonfiction Ideas. Please check out this wide-ranging conversation with Miljan Bajic.
Redwood Shores, CA – LSA Global, the leading business consulting, coaching, and training firm that helps fast growth life science, technology, and service companies by powerfully aligning their culture and talent with strategy, today announced results for a customized Leading Leaders Workshop. Learn more about getting aligned.
(The interval is different depending on whether I'm offering public or private workshops.). In my writing workshops, I ask people to write every day for 15 minutes. In my agileworkshops, I ask people to work as part of a team for an hour every day. Yes, I actually create outcomes for the workshop first.
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