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Large Features and Long Deadlines Mean You Have a Gantt Chart, Not a Roadmap

Johanna Rothman

Demo on a regular cadence. Which means you can demo at will. Demo Early and Often. If you want to move your managers from “we need it all” thinking to “how little” thinking, demo every single time you release a slice. Record the demo. The demo is part of your data.

Agile 143
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How to Create Partnerships Instead of Using Stakeholders

Johanna Rothman

” 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.

How To 125
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Effective Agility: Three Suggestions to Change How You and Your Team Work, Part 2

Johanna Rothman

This can work well if you demo something at least monthly once you start writing code and tests. Tip 3: Demo Something Monthly (At a Minimum) The more your project demos your progress, the more other people—especially managers—will trust you. If you can demo once a week, very few people will ask for estimates.

Agile 71
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When Writing Has Two Focuses: Invite Ideal Readers to Change and Assure Secondary Readers

Johanna Rothman

Her ideal readers are the teams doing the work, so they can change their demos and reporting frequency. As a company, we need more demos and more data. However, we all need to see weekly demos according to the attached format. Please ensure your demo is ready every Wednesday by noon Eastern. Was Polly a little snarky?

Report 89
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Best Practices for Accelerating the Sales Process

Think about it: with outbound prospecting, requests from management, scheduled demos, and inbound calls, chaos can quickly work its way into your strategy, deeming a “speed wins” selling mentality downright ineffective. The bottom line is that, in B2B sales, speed is useless without control.

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The Business Plan Is Alive And Well But It May Not Be What You Think

Steve Shu Consulting

Often need a mix of instruments here (Powerpoint & Word docs, napkin drawings, demo), depending on the team, industry, and phase of product development (e.g., technology feasibility, commercial feasibility, ramp-up).

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With Agile Approaches, No Need to “Meet” or “Enforce” Deadlines

Johanna Rothman

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.

Agile 85