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Management Rewards: Doing Work vs Creating an Environment

Johanna Rothman

My agile transformation clients struggle with this big question: How do we effectively reward managers? The more the organization wants or needs an agile transformation, the less the current reward structure works. Cindy wants this agile transformation to succeed. Cindy operates in a regulated industry.).

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Minimum Requirements Documentation: A Matter of Context

Johanna Rothman

I use the guideline: If I can't write large enough on the front of the card to see, my story is too large. Too many distributed teams operate as people in silos, handing work off to each other. for ways to use lifecycles other than waterfall or agile. Agile approaches assume a collaborative approach, including with the PO.

Agile 68
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The Future of Management (Part 2/3)

Tom Spencer

Some change management consultants prepare organisations to transform the way they do things in order to become more efficient and effective versions of themselves – for example, Agile Coaches and Lean Consultants. Google Ventures or Intel Capital ). Some of your best ideas get plagiarised by your direct supervisor. References.

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The Future of Management (Part 2/3)

Tom Spencer

Some change management consultants prepare organisations to transform the way they do things in order to become more efficient and effective versions of themselves – for example, Agile Coaches and Lean Consultants. Google Ventures or Intel Capital ). Some of your best ideas get plagiarised by your direct supervisor. References.

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Multiple Short Feedback Loops Support Innovation

Johanna Rothman

My guideline is 3 acceptance criteria, as Given-When-Then. In many teams, the PO is an Overloaded Operator.). I still think that teams—assuming they use an incremental lifecycle or an agile approach—can control their cycle time more than they might think. What if your team can't complete a story in under a week?