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Tired of Fake Agility? Choose When to Experiment and When to Deliver

Johanna Rothman

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. See Manage Unplanned Feedback Loops to Reduce Risks and Create Successful Products.)

Agile 85
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How Agile Managers Use Uncertainty to Create Better Decisions Faster

Johanna Rothman

Strategy and Product Feedback Loops Many of my middle-management and senior leadership clients want certainty about future work. However, I don't do long consulting contracts—by design. But most of my business focuses on coaching, workshops, or consulting. Does that sound like an agile team to you?

Agile 96
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How to Change a Workshop In-Person Game to a Remote Simulation for Effective Results

Johanna Rothman

If you took an agile workshop sometime in the past 15 years, you probably played the “ ball game.” Especially since they've probably suffered through way too many “agileworkshops with more and more games. We now have a team environment that can use agile principles, but we're not quite done.

Agile 75
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Agile Approaches Offer Strategic Advantage; Agile Tools are Tactics, Part 3

Johanna Rothman

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

Agile 105
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Maximizing Marketing Success Through Consulting

Business Consulting Agency

Marketing consulting services have emerged as invaluable partners for companies of all sizes and industries seeking to enhance their marketing results. The role of marketing consultants and the numerous benefits they offer are highly valuable to organizations. Maximizing marketing success through consulting services.

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Want a Successful Agile Project? Start with Why Before How

Johanna Rothman

The managers don't believe the teams need product owners, so the teams don't have POs. The managers (often with the assistance of a consultancy) decided Scrum was the answer. 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.

Agile 108
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Integrate Product Owners into Many Teams to Create Good Product Goals, Part 3

Johanna Rothman

Product owners have many challenges: They need to keep at least two thoughts about the product: what it needs to be in the near future, and what the organization wants it to be in the (distant) future. But the biggest problem I see is this: Effective product owners belong to at least two teams and maybe more. Strategic work.)