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When I was asked to demo a broadcasting system to the Belgian government’s Flemish- and French-speaking radio and television stations, I thought I would schedule a single demonstration in English that members from both services could attend; this seemed to be the most efficient and cost-effective approach. Why might this be?
” For years, I explained that the more often the team or program could demo, the more the project or program could engage its stakeholders. See Customers, Internal Delivery, And Trust for a recent post about demos and trust.) The more frequently you can demo, the more your partners can trust you to deliver something.
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. This can work well if you demo something at least monthly once you start writing code and tests. Demos aren't the only measure of progress.
After that, they are given access to a simple demo environment with a standard set of configurations, where they can test how our system works. If your company uses other project management tools like Jira, MS Project, or Oracle Primavera, the demo environment will be adjusted accordingly. Data adjustment and integration.
When I work with these teams or their managers, I realize they're not demoing or retrospecting on a regular basis. And all those ways require we change the culture from that of resource-efficiency thinking to flow-efficiency thinking. I can't get anything done. That's not all. That creates distrust and an anti-agile culture. .”
No one wants to demo this work, because everyone thinks the demo will wander all over the place. Worse, no one wants to demo, because they can't see the value for any user. Use the Demo to Guide Sizing. Use the Demo to Guide Sizing. Focus on the flow of work through the team, flow efficiency thinking.
See the Flow Efficiency series.) Here are some examples: Demos, even of partially working product. It might not be a customer-worthy demo, but it's a demo of a sort.). The post Five Tips for Managers of Newly Dispersed Teams appeared first on Johanna Rothman, Management Consultant.
Because the “teams” couldn't deliver something small, they didn't demo very often. Over months, they stopped demoing anything. Because no one saw any demos, management couldn't trust the teams to deliver. Then, the managers asked the teams to demo something every week instead of measuring schedule variance.
Individual work does not encourage flow efficiency thinking. See How to Start Thinking in Flow Efficiency for Better Teamwork & Throughput and What Does Your Culture Value: People “Efficiency” or Work Throughput? When was the most recent demo? That increase in WIP increases aging, which slows everything down.
The tech in the room was completely efficient. He then efficiently got me into a lavaliere microphone, did a sound check handed me a slide clicker and declared me, “Good to go.”. I’m a Master of Consultant Marketing. See Jerry’s speaker demo reel. Consulting: [link] Speaking: [link]. She was delightful.
That's an example of how insidious resource efficiency thinking is. Show a demo of whatever you complete at the 15-minute mark. The timing: I use a 15-minute timebox, followed by not more than 5 minutes of a demo. I tend to run the simulation at least three times, for a total of 45 minutes plus up to 15 minutes of demo time.
The same study indicates that businesses are considered the most ethical and the most efficient and expected to lead in the New Normal. See Jerry’s new speaker demo reel. His consulting practice, founded in 1990, is known for on and off-line Trust-based Consultant Marketing advice that builds businesses, brands and lives of joy.
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. Where the organization rewards resource efficiency, not flow efficiency.) Too few organizations can do that.
The conditions in which you've used flow efficiency thinking to help the team and/or the managers collaborate more. The frequency of the team's demos, who conducted them and how, and the audience for those demos. The frequency of the team's demos, who conducted them and how, and the audience for those demos.
This team started off with a serial lifecycle, so they didn't even plan to have a demo until about September or so. I chose to add more testers and writers and increase the team's collaboration so we could see a monthly demo. Now, the tester was 6 months behind. At the time, I did not realize I reduced the WIP.
That's a prime example of resource efficiency , which does not work. I needed to demo more often. The demos build trust—and might offer the team feedback on the product and the product leader feedback on the backlog. I'm not going to dignify that with a discussion. ” Aha! Rethink Three Classic Management Assumptions.)
Product lines use flow efficiency thinking. Instead, the projects used a staged-delivery life cycle , an incremental approach with cross-functional teams and monthly demos. We integrated customer support into our demos, so they understood what their challenges would be when we released. What do you do? We weren’t perfect.
In addition, I ask teams to show visual progress , such as in a demo. I want architecture feedback loops as early as possible in the project, which is why I want visual progress with demos. Too often, that means people work in resource efficiency, not in flow efficiency. What if you have no visual progress yet ?
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Business resilience means everyone works in flow efficiency , not resource efficiency. You can show demos—yes, even if you don't use an agile approach. Explain flow efficiency , and why that means everyone optimizes up, at every level of the organization. That would be resilient. Yes, the managers collaborate. .”
Demo inside the organization. The post Retire These Metaphors & Reframe the Discussion to be More Effective appeared first on Johanna Rothman, Management Consultant. But they learn as they: Prototype and ask for feedback. Conjecture about an architecture or an algorithm, and test their theories.
For project-centric companies such as consulting firms, architect and engineering firms or software publishers, the term project accounting takes on a whole new meaning. Providing the project team members with a personal resource board means they can view assigned tasks and prioritize them based on importance, enhancing team efficiency.
Assess how often you demo releases. You can do that if your team works in flow efficiency. Part 6, Create Your Agile Approach appeared first on Johanna Rothman, Management Consultant. (I see this with teams with too few testers.) Review your queued work. You might need WIP limits. That's how you create an agile culture.
You decided to put your consulting career on the front burner. Not long after that I was trying to convince the man who has now been a client for a decade that moving from doing turnarounds as a CEO or COO to Leadership and Management Consulting was significantly different and that he did not have a team in place to handle the shift.
The previous manager had focused on resource efficiency, not flow efficiency , so everyone had “their” own work. Then, senior management offered kudos when we showed a demo. Increase Team Size and Reduce WIP appeared first on Johanna Rothman, Management Consultant. But Little's Law always comes true.
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