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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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Shorter Plans Results in More Management Ease and Better Results

Johanna Rothman

Many managers feel pressure to deliver finished work. But there are several problems with all this planning: These plans require prediction at all levels, from strategy to product to what the team delivers. The managers don't think they need to use data to replan frequently, to address what's happening. Reasons Managers Plan.

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How to Create Partnerships Instead of Using Stakeholders

Johanna Rothman

Strategy and Product Feedback Loops About 20 years ago, I taught a project management workshop to IT people. ” For years, I explained that the more often the team or program could demo, the more the project or program could engage its stakeholders. Demo that value on a regular cadence. How do we create partnerships?

How To 124
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How WIP Insights Allow Us to Revisit Brooks’ Law About Adding People to a Team

Johanna Rothman

” It depends on how your lifecycle manages feedback loops and learning, how collaborative the team is, and how much WIP the team has. Each Lifecycle Manages Feedback Loops Differently Brooks wrote the original version of The Mythical Man-Month in 1975, based on the 1960s IBM 360 project. .” Brooks also said on p.

Agile 94
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Alternatives for Agile and Lean Roadmapping: Part 6, Managers Want Commitments

Johanna Rothman

Your managers are not yet. Your managers are stuck in what I call “how much” thinking: They want to see an estimate for “all” of it, regardless of when you might deliver the first piece of value. Managers need commitments and predictions for a number of excellent reasons. Release finished features often.

Agile 52
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What’s Wrong With Detailed Gantt Charts and How to Make Fewer Details Work for You

Johanna Rothman

” There's more in Manage It! Your Guide to Modern, Pragmatic Project Management.) That's why I wrote Project Lifecycles: How to Reduce Risks, Release Successful Products, and Increase Agility. ) In addition, I ask teams to show visual progress , such as in a demo. I suspect their teams hide their feedback loops.

How To 69
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What is the Professional Services Industry All About?

Progressus

And it’s those common links that inform tech investments, transformation strategies, and how firms respond to the disruptive forces that define the modern business landscape. Firms should expect to continuously monitor and improve their strategy – incorporating client feedback as it comes in.