Remove Agile Remove Efficiency Remove How To Remove Metrics
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Unemployed Agilists: Review the Hype Cycle & Your Agility to Help You Manage Future Job Changes, Part 4

Johanna Rothman

I started this series by discussing why managers didn't perceive the value of agile coaches and Scrum Masters in Part 1, resulting in layoffs.) That's why I then asked people to review their product-oriented domain expertise and agile-focused domain expertise in Part 3. Especially, Agile is Not a Silver Bullet.

Agile 95
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Effective Agility Requires Cultural Changes: Part 1

Johanna Rothman

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.)

Agile 86
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How to Use Flow Metrics to See if Your Economies of Scale Offer Value, Part 3

Johanna Rothman

Flow Efficiency In How Centralization Decisions Create Friction, Increase Cycle Time, and Cost Money, Part 1, I discussed how removing support staff for departments and managers created longer cycle times. Now, it's time for Economies of Scale and how that ties into resource efficiency thinking.

Metrics 62
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Unemployed Agilists: How to Increase Your Value to Get a Great Job, Part 3

Johanna Rothman

That part discusses why managers see agile coaches and Scrum Masters as staff positions, not line jobs. This post is about your deep domain expertise, first in product, then in agility. Assess Your Product Subject Matter Domain Expertise There are at least two kinds of domain expertise: the product itself, and agile/lean expertise.

Agile 80
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What’s Wrong With Detailed Gantt Charts and How to Make Fewer Details Work for You

Johanna Rothman

That's why I wrote Project Lifecycles: How to Reduce Risks, Release Successful Products, and Increase Agility. ) Here's how I find that data to see the project's current progress and a little into the future. Too often, that means people work in resource efficiency, not in flow efficiency. That increases WIP.

How To 69
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A Common Tool Trap: the Tool Will Help Your Delivery and Planning Problems

Johanna Rothman

And, they want metrics. I wrote a series about that, starting with Agile Approaches Offer Strategic Advantage; Agile Tools are Tactics, Part 1.). Tools don't help you work better—they reflect how you work now. on how to reduce dependencies between teams. Worse, they want to start with a tool. We will see.

Tools 109
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Five Tips for Managers of Newly Dispersed Teams

Johanna Rothman

Successful software product development is about how well the team learns together. See the Flow Efficiency series.) As a manager, while you might have a bunch of metrics, most of those measures don't help you manage. ( I have more ideas and a more in-depth discussion in Create Your Successful Agile Project.).