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Tired of Fake Agility? Choose When to Experiment and When to Deliver

Johanna Rothman

I have a new book: Project Lifecycles: How to Reduce Risks, Release Successful Products, and Increase Agility. I wrote it because I'm concerned about what I see in too many supposedly agile teams: Crazy-long backlogs and roadmaps. A focus on a “standard” agile approach, regardless of how much agility is in that approach.

Agile 83
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How to Change a Workshop In-Person Game to a Remote Simulation for Effective Results

Johanna Rothman

If you took an agile workshop sometime in the past 15 years, you probably played the “ ball game.” Especially since they've probably suffered through way too many “agileworkshops with more and more games. That's an example of how insidious resource efficiency thinking is.

Agile 74
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Agile Approaches Offer Strategic Advantage; Agile Tools are Tactics, Part 3

Johanna Rothman

In Part 1 and 2 of this series, I wrote about how an agile approach might offer strategic benefits. And because an agile approach changes your culture, I said the agile approach was part of your strategy. So let's ask this question: Can any tool—agile or otherwise—offer you a strategic advantage? (I

Agile 105
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Process Agility: An Impossibility?

Johanna Rothman

The processes don't have sufficient agility to deliver the necessary results. Yet, people who want to use agile approaches don't want to apply agile thinking to their processes. Some clients want to create their custom agile process— and then standardize it across the organization. My Processes and My Agility.

Agile 70
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Leadership Tip #11: Substitute the Word Trust for Empower

Johanna Rothman

We talk a lot about empowered or self-organizing teams in the agile community. When Mark Kilby and I wrote From Chaos to Successful Distributed Agile Teams , we said the easiest way to create a system that worked for the team was for the team to create its own board. Agile Approaches Require Management Cultural Change.

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Creating Agile HR, Part 8: Summary

Johanna Rothman

Of these, it makes sense to change the compensation and rewards approach, recruitment and hiring if the organization wants to create an agile culture. It’s possible to create a more agile approach to education and training. committed to more workshops. Agile HR will not change the culture unless the reward system changes.

Agile 41
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Ship Decisions: Use Value to Decide When to Experiment and When to Finalize

Johanna Rothman

I'll use my product development as an example to explain how my experimentation and finalization work. I can then choose what to finalize in the form of a much longer effort, such as a long workshop or a book. I'm not going to change a complete book or workshop once I deem it done.)