Johanna Rothman
AUGUST 19, 2021
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.”
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.
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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.
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. Data adjustment and integration.
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. I am using the word serve as in servant leadership. I have found agile managers can succeed when they ask questions such as these: How can I make it easier for the people to do the right thing?
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.
Harvard Business
AUGUST 25, 2016
We expected people to point the finger at leadership (or lack thereof) to explain their organizations’ innovation struggles. While respondents did note some gaps in leadership effectiveness, they were more likely to highlight opportunities for their team members to improve. Fall in love with the problem, not your solution.
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