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Designing an Organization for a Product Approach, Part 2

Johanna Rothman

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.

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With Agile Approaches, No Need to “Meet” or “Enforce” Deadlines

Johanna Rothman

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.

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