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Where I Think “Agile” is Headed, Part 5: Summary

Johanna Rothman

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.

Agile 65
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Feedback Loops Help When to Centralize or Decentralize Product-Based Decisions

Johanna Rothman

When I think about agile approaches to work, I think about how fast we can change and the cost of those changes. That's why an agile approach with deliverables every day or week doesn't fit with some kinds of projects, such as events. Agile teams need to be able to experiment quickly, finishing stories relatively fast.

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How I Manage My Product Development: Ease with Continuous Flow (Day 1)

Johanna Rothman

That's because working in flow allows and creates ease in my development. But I use several guidelines for my work: Always, always, always finish work so it's clean. The post How I Manage My Product Development: Ease with Continuous Flow (Day 1) appeared first on Johanna Rothman, Management Consultant.

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Minimum Requirements Documentation: A Matter of Context

Johanna Rothman

I use the guideline: If I can't write large enough on the front of the card to see, my story is too large. Note: In From Chaos to Successful Distributed Agile Teams , Mark and I recommend any other approach than an agile approach if you don't have enough hours of overlap. for ways to use lifecycles other than waterfall or agile.

Agile 68
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Managers: Are You Responsible “To” or “For” People?

Johanna Rothman

We talk a lot about self-organizing teams when we talk about agility. These teams: Understood their goals for the products and services they developed or supported. Because especially agile teams might want to experiment with these practices on a regular basis. Self-Directed Teams Take Responsibility for Their Work Practices.

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Few organizations have communicated their plan for hybrid work. This is anxiety producing.

Brimstone Consulting

In the absence of certainty in the form of detailed guidelines, policies, expectations, and approaches on what and where working together will look like going forward, employees are feeling anxious. When developing your plan, don’t revert to the status quo.

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See and Resolve Team Dependencies, Part 1: Inside the Team

Johanna Rothman

Jane and Peter are developers, Tim is a tester. You'll still have test dependencies, but you'll eliminate the development dependencies. You might even have a guideline that any code over two days old gets a code review, because the person working on that code might not realize they're confused. Mob on all the work.