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

Johanna Rothman

Many of these people want to use a tool to plan from the “bottom” (what the teams do) to the top (roadmaps and portfolio). Worse, they want to start with a tool. See Schedule Game #11: The Schedule Tool is Always Right as an example.). They think the tool will do “everything” for them.

Tools 111
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Organizational Change Agility: The Top 6 Practices

LSA Global

A Guide to Boosting Organizational Change Agility: The Top 6 Best Practices Most leaders understand that organizational change is both a constant and a necessity. Change management consulting experts define agility as the capacity of an organization to anticipate, respond to, and capitalize on internal and external changes.

Agile 36
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Why We Continue Our Quest for Silver Bullets

Johanna Rothman

I never had to experience CASE tools in the 90s. “Agile” as a way to do much more work in much less time. (NO! I'm a huge fan of tools that help me do my job. Team learning time requires that the team —not just the managers—think in flow efficiency. Tools might help us. It doesn't work that way!!)

Agile 84
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What Does Your Culture Value: People “Efficiency” or Work Throughput?

Johanna Rothman

Resource Efficiency. A senior manager said, “We give our resources everything they could need: technology, tools, even some training. ” “Each resource has at least two projects so they stay productive and efficient.” Resource efficiency means we watch each person's effort. Why are they so slow?”

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Startup Businesses with Professional Consulting Services

Business Consulting Agency

Operational Efficiency and Scalability Efficient operations are critical for startup success, especially as businesses scale and expand. They provide guidance on organizational structure, talent acquisition, workflow automation, and technology integration to enhance operational efficiency, scalability, and agility for startups.

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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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Epicflow Updates: Managing Teams and Dividing Project Work into Phases

Epicflow

The Epicflow team continues implementing the most powerful functionality to provide our clients with a variety of tools to juggle projects and resources most efficiently. In software development projects or any Agile environment, it’s typical to work with cross-functional teams consisting of employees with different roles (e.g.,