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Agile Approaches Offer Strategic Advantage; Agile Tools are Tactics, Part 2

Johanna Rothman

So when does it make sense to customize your agile approach to gain a strategic advantage? They want an agile approach, so they started with Scrum. The first was not waiting for the end of an iteration to demo or release. They demo'd every week on Wednesday mornings and then they released after the demo. We do what works.”

Agile 104
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Leadership tip #9: See & Stop Micromanagement—Learn to Trust Instead

Johanna Rothman

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.

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Agile Project Manager, Scrum Master, or Product Owner?

Johanna Rothman

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
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Epicflow Implementation Guide: Essential Steps and Best Practices

Epicflow

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.

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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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How Interview Questions Reveal the True Organizational Assumptions & Culture, Part 5

Johanna Rothman

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.

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Large Features and Long Deadlines Mean You Have a Gantt Chart, Not a Roadmap

Johanna Rothman

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 142