Johanna Rothman

DECEMBER 11, 2019

Scrum Master or Agile Project Manager? ” (You might like Why an Agile Project Manager is Not a Scrum Master.). She's an agile project manager. When she manages programs, she's an agile program manager. See a ton more about this role in Create Your Successful Agile Project.) Scrum is not her job.

Agile 60

Agile Productivity Management Meeting 60

Johanna Rothman

AUGUST 28, 2019

You have an agile roadmap to see where you're headed. Your team hates having to translate the agile planning into more traditional planning. If you're in this pickle, your manager might think your agile team doesn't replan very often. That manager might assume your team uses an agile approach only as a way to deliver.

Data 68

Data Agile Culture Management 68

Johanna Rothman

MARCH 30, 2020

See Agile Program Measurements to Visualize and Track Progress and Measure Cycle Time for my suggestions of what to measure. I have more ideas and a more in-depth discussion in Create Your Successful Agile Project.). Here are some examples: Demos, even of partially working product. I expect to see some kind of running code.

Management 92

Management Agile Metrics Video 92

Johanna Rothman

OCTOBER 2, 2023

Yes, the premise of my Agile and Lean Program Management book.) I have never seen those three conditions in any non-agile project, but that could be my experience and not universal. This team started off with a serial lifecycle, so they didn't even plan to have a demo until about September or so.

Agile 94

Agile Analysis Management Productivity 94

Epicflow

APRIL 19, 2024

After that, they are given access to a simple demo environment with a standard set of configurations, where they can test how our system works. If your company uses other project management tools like Jira, MS Project, or Oracle Primavera, the demo environment will be adjusted accordingly. Organizational culture.

Software 52

Software Resources Training Training 52

Johanna Rothman

MARCH 6, 2024

In Effective Agility Requires Cultural Changes: Part 1 , I said that real agile approaches require cultural change to focus on flow efficiency , where we watch the flow of the work , not the people doing tasks. What about those cultural changes? This is not an agile approach. 1,2 and so on.

Agile 81

Agile Culture Efficiency Metrics 81

Johanna Rothman

JANUARY 31, 2024

In Effective Agility Requires Cultural Changes: Part 1 , I said that real agile approaches require cultural change to focus on flow efficiency, where we focus on watching the work, not the people. If you and your team have been practicing real agility, you might say these ideas barely show any agility at all.

Agile 70

Agile Metrics Efficiency Culture 70

Johanna Rothman

JUNE 17, 2021

I see too much micromanagement, even in supposedly agile organizations. As an example, when managers don't bother to learn agile measures and what they mean and instead want a Gantt chart, “because how long could it take?” ” Or, when a manager imposes a “standard” agile approach.

Leadership 75

Leadership Agile Management Training 75

Johanna Rothman

FEBRUARY 12, 2019

Nor do the teams demo on a regular basis. The teams miss the feedback loops so critical for an agile approach. Their agile transformation falls apart. Let's think about how to create agile projects with short feedback loops, not projects that look like waterfall. Prevent Agile Projects that Look Like Waterfall.

Agile 58

Agile Productivity Retail Management 58

Johanna Rothman

MARCH 30, 2020

See Agile Program Measurements to Visualize and Track Progress and Measure Cycle Time for my suggestions of what to measure. I have more ideas and a more in-depth discussion in Create Your Successful Agile Project.). Here are some examples: Demos, even of partially working product. I expect to see some kind of running code.

Management 52

Management Agile Metrics Video 52

Johanna Rothman

SEPTEMBER 28, 2018

In Part 1 , I suggested that when we organize by function, the recognition and rewards might prevent a successful agile transformation. Not only does each team have all the skills and capabilities it needs, but the product line has all the skills and capabilities it needs to manage the culture. Consider a Product-Oriented Organization.

Productivity 65

Productivity Agile Efficiency Management 65

Johanna Rothman

SEPTEMBER 15, 2023

Instead, I see assumptions that reveal a divide-and-conquer, and possibly a command-and-control culture, not an agile culture. Divide and Conquer is Anti-Agility I see the product owner and dev team as a divide-and-conquer approach to work. Agility requires a collaborative cross-functional team.

Interviews 95

Interviews Culture Agile Efficiency 95

Johanna Rothman

OCTOBER 24, 2023

See Why Shared Services “Teams” Don’t Work with Agility. Demo inside the organization. Those pesky FTEs don't need health care or any of the other perks that come with employment. See People are NOT FTEs.) Worse, FTE thinking often leads to shared-services thinking. But they learn as they: Prototype and ask for feedback.

Construction 78

Construction Resources Productivity Development 78

Johanna Rothman

JULY 29, 2021

The teams want to use an agile approach so they can incorporate learning. The managers might even think this is roadmap reflects an agile approach. There's nothing about this roadmap that's agile. You can decide if you need an agile approach. Demo on a regular cadence. The managers want rigid roadmaps.

Agile 143

Agile Productivity Data Management 143

Johanna Rothman

JUNE 24, 2021

He thought agile approaches would work to “meet” and “enforce” deadlines. Even when we use a non-agile approach , schedule variance doesn't make sense. Because the “teams” couldn't deliver something small, they didn't demo very often. Over months, they stopped demoing anything.

Agile 85

Agile Meeting Software Government 85

Johanna Rothman

OCTOBER 8, 2020

Back in Part 1 , I wrote about how stage-gate approaches were as agile as we could use at the time. We had one delivery, so our agility was about canceling the project if we couldn't finish it. Once our customers saw demos, they wanted to change things. Opportunities for Agility. So, more agility than a serial approach.

Agile 117

Agile Development Productivity Management 117

Johanna Rothman

SEPTEMBER 27, 2023

Even if a 5 to 7-person team falls into the Everyone Starts Their Own Story trap (see Who’s Playing Agile Schedule Games? or Create Your Successful Agile Project ), the team can still know what's going on. Then, I watched Drunk Agile Episode 75: Team Size. That's when the culture of experience spat in my face.

Agile 110

Agile Culture Efficiency Development 110

Johanna Rothman

OCTOBER 27, 2020

Project lifecycles and cultures manage all those risks. And, you can decide if you want to try to change the culture. Or, you might only need informal demos to show people where you are. Solving Deterministic Problems Does Not Require an Agile Approach. You might show other people internal demos.

Agile 102

Agile Culture Productivity Management 102

Johanna Rothman

NOVEMBER 30, 2021

and Create Your Successful Agile Project. The closer to the left your products are, the more your managers might be open to changing their behaviors and the culture. TL; DR: “Stop making it harder” is a culture problem. The small-c culture in my team (we would call it a product team now) helped me learn a ton.

Culture 126

Culture Management Productivity Agile 126