Remove Demo Remove Metrics Remove Productivity
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Effective Agility: Three Suggestions to Change How You and Your Team Work, Part 2

Johanna Rothman

The goal to release the product. When the team can focus on the product, as a cross-functional team, they can create some agility. See Flow Metrics and Why They Matter to Teams and Managers for more information. This can work well if you demo something at least monthly once you start writing code and tests. That's fine.

Agile 71
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Unemployed Agilists: How to Increase Your Value to Get a Great Job, Part 3

Johanna Rothman

I assume you have some sort of functional product development expertise. If not, why are you in technical product development? This post is about your deep domain expertise, first in product, then in agility. First, the product-based expertise. That's often product people, testers, and some UI/UX people.

Agile 81
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Five Tips for Managers of Newly Dispersed Teams

Johanna Rothman

If you're creating products of any kind—especially software products—you've got a team sport. Successful software product development is about how well the team learns together. The better the team learns together, the better the product is. See Product Orientation Requires Technical Excellence ).

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Low Tech Way to Visualize Your Percentile Confidence for Forecasts

Johanna Rothman

He pointed me to this slideshare: Lightweight Kanban Metrics (in German). That might be the feature set or the product. ). ” Many managers now realize they don't have to see everything to get an idea of where the team is going with the product. Don't worry about the language.) Go to slides 24, 25, and 26. That's good.

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Effective Agility: Three Ways to Change Your Team’s Project Culture, Part 3

Johanna Rothman

They are: Understand the various risks: project, product, and organization, and how to manage those risks with feedback loops. And product development has at least these risks: Project-based risks, so we can make effective tradeoffs. See How Product Risks Differ from Project Risks for a brief discussion of those two kinds of risks.)

Agile 81
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What’s Wrong With Detailed Gantt Charts and How to Make Fewer Details Work for You

Johanna Rothman

In innovative products, the interdependencies can change any day. If your product does not need much innovation, you can plan for longer and know you will meet that plan. Those are the kinds of products that do not require much, if any, innovation. In addition, I ask teams to show visual progress , such as in a demo.

How To 70
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Effective Agility Requires Cultural Changes: Part 1

Johanna Rothman

When I work with these teams or their managers, I realize they're not demoing or retrospecting on a regular basis. Worse, these people and teams don't feel any satisfaction with their products. And don't get me started on how coaches tend to do life coaching instead of support for agility.) ” There are many better ways.

Agile 88