Agile Demo Efficiency Productivity 
Johanna Rothman
JANUARY 10, 2024
I see many teams and team members who say, “Agile stinks. ” When I ask people what's happening, they say: We're doing an agile death march because someone else already told us what we have to do and the date it's due. And don't get me started on how coaches tend to do life coaching instead of support for agility.)
Johanna Rothman
MARCH 18, 2024
That part discusses why managers see agile coaches and Scrum Masters as staff positions, not line jobs. I assume you have some sort of functional product development expertise. If not, why are you in technical product development? This post is about your deep domain expertise, first in product, then in agility.
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Johanna Rothman
FEBRUARY 6, 2024
If you took an agile workshop sometime in the past 15 years, you probably played the “ ball game.” Especially since they've probably suffered through way too many “agile” workshops with more and more games. That's an example of how insidious resource efficiency thinking is. Why do I have to play a game?”
Johanna Rothman
FEBRUARY 6, 2023
Strategy and Product Feedback Loops About 20 years ago, I taught a project management workshop to IT people. Their products and services did not ship outside the building—their products and services enabled the organization to make money. See Customers, Internal Delivery, And Trust for a recent post about demos and trust.)
Johanna Rothman
OCTOBER 20, 2020
I discussed the origins of the agile approaches in Part 5. In this post, I'll discuss how you can create an agile approach that fits your context. Why should you create your own agile approach? Because your context is unique to you, your team, project, product, and culture. Remember, an agile approach starts with a team.
Johanna Rothman
AUGUST 21, 2019
I started asking if you actually need an agile approach in Part 1 and noted the 4 big problems I see. Part 2 was why we need managers in an agile transformation. Part 4 was about how “Agile” is meaningless and “agile” is an adjective that needs to be applied to something. That would be resilient.
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. In this part, I’ll discuss an option for a product-oriented organization. Consider a Product-Oriented Organization. That includes product ownership. How Many Managers Do You Need?
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