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What Lifecycle or Agile Approach Fits Your Context? Part 3, Incremental Lifecycles

Johanna Rothman

Once the team completes that highest priority feature(s), the team can release the product. Of course, there are feedback loops here, too: Notice that we expect feedback from later features back to the previous features. When we release, we can regroup and figure out what to do next for this product. Fork another product. (I

Agile 113
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Agile Project Manager, Scrum Master, or Product Owner?

Johanna Rothman

We had (and still have) too many products to keep the same teams on them for a long time. For programs, the team stayed together and moved to a different feature set/internal product until the program finished. We could move to a new product and/or a new team. My job was to smooth the way for people to deliver products.

Agile 60
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Designing an Organization for a Product Approach, Part 1

Johanna Rothman

If you’re thinking about an agile transformation, you already know about feature teams. You might even call them/use them as product teams. You might wonder about organizing all the work as product work. The “Typical Product Development Organization” shows the kind of organization I see most often.

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Where I Think “Agile” is Headed, Part 4: What Does “Agile” Mean?

Johanna Rothman

I started this series asking where “Agile” was headed. (I I didn't like what I saw at the Agile 2019 conference.) This part is about what “Agile” or “agile” means. I understand that people want what they perceive as the value “Agile” will bring them. Why a Manifesto?

Agile 66
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Alternatives for Agile and Lean Roadmapping: Part 5, the Product Value Team

Johanna Rothman

Instead of incurring the time and cost when you bring everyone together, consider the Product Value Team. (In In past writing and presentations, I’ve called this the Product Owner Value Team. I am trying to change my term to the Product Value Team.). The product value team is a different kind of a team.

Agile 54
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The Best Strategic Leaders Balance Agility and Consistency

Harvard Business

I’ve begun to view this as the ability to hold two specific traits in balance: consistency and agility. You can picture it like this: The best performers are, of course, consistent. They plan diligently and produce excellent products and experiences for clients time and time again.

Agile 62
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Easier Product Development Decisions and Why Backlogs Might Slow You Down (Day 3)

Johanna Rothman

I don't have just one product for my business. And I'm not a team working on just one feature set or a product. However, when I switched to continuous flow, I have a different approach to my planning and sizing of my work: I have a yearly strategy with the answers to who I serve with which products and services. What happened?