Johanna Rothman

AUGUST 19, 2021

So when does it make sense to customize your agile approach to gain a strategic advantage? Example 1: Startup/Small Organization with Few Products. They offer their product in two versions: Pro and Lite. They want an agile approach, so they started with Scrum. Some of the regular product teams figured out one-day stories.

Agile 104

Agile Tools Productivity Development 104

Johanna Rothman

DECEMBER 11, 2019

We had (and still have) too many products to keep the same teams on them for a long time. For programs, the team stayed together and moved to a different feature set/internal product until the program finished. We could move to a new product and/or a new team. My job was to smooth the way for people to deliver products.

Agile 60

Agile Productivity Management Meeting 60

Johanna Rothman

JUNE 17, 2021

I see too much micromanagement, even in supposedly agile organizations. ” When we have insufficient trust, morale and the products deteriorate. Instead, we can extend trust and keep innovating for morale and the products. ” Or, when a manager imposes a “standard” agile approach.

Leadership 74

Leadership Agile Management Training 74

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?

Productivity 65

Productivity Agile Efficiency Management 65

Johanna Rothman

JULY 29, 2021

Several of my clients have internal struggles about how to internally see the future of the product. 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. What can you do?

Agile 142

Agile Productivity Data Management 142

Johanna Rothman

SEPTEMBER 13, 2023

Back in Part 1 of this series, I explained all the problems I saw with this interview question: “The product owner and dev team cannot decide on a sprint goal, even after hours of discussion. In Create Your Successful Agile Project , I recommend the team end an iteration in the middle of a week. What should the Scrum Master do?”

Leadership 89

Leadership Agile Meeting Productivity 89

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.

Leadership 28

Leadership Energy Agile Productivity 28