LSA Global

APRIL 11, 2024

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

Agile Culture Change Management Development 36

Johanna Rothman

MARCH 8, 2021

As I've been speaking about the Modern Management Made Easy books, people ask these questions: We're pretty good with our agile approach. What does performance management look like when we want to reward people for their collaboration? These people tell me their career ladder doesn't work to enhance agility. Maybe more.

Agile 132

Agile Culture Efficiency Productivity 132

Johanna Rothman

FEBRUARY 25, 2021

The managers don't believe the teams need product owners, so the teams don't have POs. The managers think a Scrum Master can support at least four teams. The managers (often with the assistance of a consultancy) decided Scrum was the answer. However, the managers didn't define the problem(s) they want to solve.

Agile 107

Agile Management Comparison Productivity 107

Clarity Consultants

OCTOBER 19, 2023

Continuous Learning = An Agile Workforce LinkedIn’s 2023 Workplace Learning Report looked at the factors most important to job seekers when evaluating a new career opportunity. When viewed in the context of an unstable or uncertain job market, continuous learning is essential to creating and maintaining an agile workforce and operations.

Agile 57

Agile Trends Training Training 57

Johanna Rothman

MARCH 9, 2021

I said that when we focus on individual achievements and deliverables, we ignore the agile system of work. Worse, when we reward individual achievements we prevent an agile culture. That's because agile teams learn together as they create the product. See Multiple Short Feedback Loops Support Innovation for more information.).

Agile 69

Agile Productivity Culture Management 69

Johanna Rothman

OCTOBER 8, 2020

Back in Part 1 , I wrote about how stage-gate approaches were as agile as we could use at the time. We had one delivery, so our agility was about canceling the project if we couldn't finish it. That we use prototypes to inform the detailed planning, design, etc. I had to explain to my managers how the project would work.

Agile 116

Agile Development Productivity Management 116

Johanna Rothman

OCTOBER 27, 2020

Do you need feedback loops so you can: Cancel the project at any time (to manage schedule and cost risks. Assess technical risks so you can rework the architecture or design to manage feature set risks. Manage what you release to customers so you can manage defect, feature set, schedule, and cost risks.

Agile 100

Agile Culture Productivity Management 100

Johanna Rothman

OCTOBER 30, 2020

Soon after I published Manage Your Project Portfolio , I wrote an article, Project Portfolio Decisions–Decisions For Now. This guy, from a famous agile consultancy, not only used my article. Or, have your manager buy it for you if you can't afford it.” ” Remember, this was the premier agile consultancy at the time.

Agile 107

Agile Conference Development Productivity 107

Johanna Rothman

APRIL 14, 2020

Manage for effectiveness. Let me address a little about business agility and innovation. Business agility allows us to create a culture where we plan to change. Too many people think business agility is about the ability to do more of the same, faster. Applies to management teams, too.). Seek outcomes, not outputs.

Agile 83

Agile Efficiency Culture Resources 83

Johanna Rothman

AUGUST 14, 2019

In Part 1 , I wrote about how “Agile” is not a silver bullet and is not right for every team and every product. This post is about how management fits into agile approaches. Too often, managers think “agile” is for others, specifically teams of people. Managers Create and Refine the Culture.

Agile 69

Agile Management Efficiency Culture 69

Epicflow

JUNE 8, 2022

Agile has become the most popular methodology in recent years and has proven its efficiency for millions of companies already so nobody has any doubts about it today. Being agile means being flexible enough to adequately and timely react to any alterations of your project environment and any external changes that may happen at any time.

Agile 52

Agile Resources Management Methodologies 52

Johanna Rothman

OCTOBER 12, 2020

Teams can get some feedback from one feature set to inform the next set—but that's not a primary lever. In the olden days, the project manager with the help of the team ranked.) Opportunities for More Agility. Manage the project portfolio more easily because the project releases value more often.

Agile 111

Agile Productivity Management Development 111

Johanna Rothman

OCTOBER 6, 2020

Are you trying to make an agile framework or approach work? Maybe you've received a mandate to “go agile.” Or, maybe you're trying to fit an agile framework into your current processes—and you've got a mess. I've seen plenty of problems when people try to adopt “agile” wholesale. Yes, cancel.

Agile 110

Agile Software Construction Analysis 110

Johanna Rothman

MAY 28, 2019

I suspect the first question is how much change do you need in your product, not how good your information is, or how much planning you need. See the various kinds of products in Tactical Ideas for Agile Budgeting, Part 1 or in Manage Your Project Portfolio.). How Long Does Your Information Have Value?

Productivity 69

Productivity Agile Data Software 69

LSA Global

JULY 14, 2020

Agile Change Management – What Is It? Agile change management is an approach to managing the people side of change that works in concert with the agile project management methodology. Done right, the agile approach to project management enables teams to adapt to change quickly and deliver work faster.

Change Management 36

Change Management Agile Management How To 36

Johanna Rothman

DECEMBER 13, 2021

Answer questions about possibilities for new development from management and others. See Aging Fun with Drunk Agile.). You need defensive project portfolio management so you have a chance to manage your interruptions. (See See Aging Fun with Drunk Agile.). See Create Your Successful Agile Project for more ideas.).

Management 93

Management Agile Productivity System 93

Johanna Rothman

OCTOBER 20, 2020

The original signatories of the Manifesto for Agile Software Development wanted to solve these specific problems: How can we: Bring more adaptability to software development? Weinberg in his series of Quality Software Management books discussed “steering” as a way to guide projects to success, in 1992. Womack and Daniel T.

Agile 66

Agile Software Productivity Culture 66

Brimstone Consulting

APRIL 15, 2020

The office of information technology that serves agencies across a state government system set a goal of becoming a high-performing and customer-centric service provider. The solutions were tailored to incorporate Agile principles, methods, and tools. CASE STUDY. Let's talk CONTACT BRIMSTONE.

Information Technology 52

Information Technology Information Technology Case Study Case Studies 52

Johanna Rothman

JUNE 3, 2019

At the Influential Agile Leader workshop earlier this year, I led a session about scaling and how you might think about it. My experience is that when people use frameworks for larger efforts, they experience these unexpected side effects: The framework actions often require more manager-type people to control the actions of others.

Agile 70

Agile Telecommunications Wireless System 70

Johanna Rothman

AUGUST 4, 2020

I told the story of Cliff, a manager who wanted to understand why the projects were so late. ” I said, “Managers might spend as little as a quarter and as much as a year or two. .” ” In my experience, when organizations want to use agile approaches or transform in some way, the managers start with the teams.

Management 101

Management Agile Meeting ROI 101

Johanna Rothman

MARCH 12, 2021

You want business agility. The people and teams continue to experiment with agile behaviors. Instead, since the career ladder affects everyone, start with a small team who can solve this problem together—your peer management team. Enlist Your Peer Management Team. Every team's agile journey is unique.

Agile 51

Agile Cash Flow Education Management 51

Epicflow

JANUARY 30, 2024

As we’ve stepped into 2024, it’s high time to learn what trends in project management are expected to shape the domain in the near future. In the era of constant transformation, project managers and business leaders should stay informed of the tendencies that will impact the way they work on projects. How does this help?

Trends 52

Trends Management Emotional Intelligence Software 52

Johanna Rothman

JUNE 17, 2022

If I stretch that analogy a little, managers need to see where we are predictable for the next bit of time, and the options we see for the future. Too often, I see very predictable roadmaps for managers. Most teams use agile approaches because they want some feedback, internal and external, to guide the future product development.

Management 94

Management Agile Productivity Software 94

Johanna Rothman

FEBRUARY 25, 2019

Some of my clients have struggled with their project governance as they move to agile approaches. Then, assumptions change, needs change, the market changes, and the information has little to no value. The time people spent generating that information was a waste. This kind of measurement is antithetical to agile principles.

Agile 68

Agile Software Government Productivity 68

Brimstone Consulting

JUNE 23, 2020

Agile strategy can transform your organization. Andy points to agile strategy as the backbone of the company’s success. Agile Strategy. Agile strategy is fast, flexible, and time competitive. The shift to agile strategy transforms the organization. Initiatives and measures of success are not tracked.

Agile 52

Agile Strategy Strategy Strategy& 52

Brimstone Consulting

JUNE 23, 2020

important;}”] Agile strategy can transform your organization. Andy points to agile strategy as the backbone of the company’s success. Agile Strategy. Agile strategy is fast, flexible, and time competitive. The shift to agile strategy transforms the organization. Lack of engagement.

Agile 52

Agile Strategy Strategy Strategy& 52

Epicflow

JANUARY 12, 2024

Check out our selection of events for project/resource managers, business leaders, and industry professionals, which will provide you with valuable insights into recent trends and challenges, networking opportunities, and contribute to your professional development.

Industry 52

Industry Automotive Pharmaceuticals Management 52

Johanna Rothman

FEBRUARY 27, 2024

For years, managers have been trying to find ways to make software product development faster and easier. “Agile” as a way to do much more work in much less time. (NO! Team learning time requires that the team —not just the managers—think in flow efficiency. See Project Lifecycles for more information.)

Agile 82

Agile Tools Productivity Development 82

Brimstone Consulting

JUNE 29, 2020

important;}”] A conversation on agile strategy and opportunity with Andy Frawley and Bob Weiler. The current environment requires agility and agility, Bob Weiler reminds us, starts with market realities. Andy continues, “It is the most current information you’re going to get. Market Realities. Critical Issues.

Agile 95

Agile Strategy Strategy Strategy& 95

Johanna Rothman

JUNE 9, 2020

In the agile and lean communities, we talk a lot about transparency. This image is the transparency principle we used in From Chaos to Distributed Agile Teams. I see many organizations succeed better when the less the manager knows, the better the team works. That's because the managers don't explain: Why this product.

Management 59

Management Agile Balance Sheet Metrics 59

Johanna Rothman

SEPTEMBER 24, 2020

We hear about agile teams, in the form of product or feature teams. However, too many managers still work independently. That’s a problem when the teams have organizational problems a single manager can’t solve. Instead of managers working alone, what if we had teams of managers? Benefits of Management Teams.

Management 113

Management Agile Productivity Culture 113

Johanna Rothman

SEPTEMBER 6, 2023

They (the team) feel that the tasks for the sprint are too varied to manage to a single sprint goal. Let's start with the reason we plan anything in an agile approach. Reasons for Agile Planning If we have a product goal or vision, we can say, “Here's what we want to accomplish for this next bit of time and work.”

Agile 93

Agile How To Productivity Software 93

Johanna Rothman

NOVEMBER 4, 2022

Many managers feel pressure to deliver finished work. The managers don't think they need to use data to replan frequently, to address what's happening. The managers plan for the teams, not with the teams. Worse, the managers don't deliver that finished work—the teams do. Reasons Managers Plan. Assess risks.

Management 86

Management Agile Data Productivity 86

Johanna Rothman

JULY 23, 2018

I had the chance to talk with Andy Kaufman on his podcast, Accelerating Your Agile Journey, PPP 2017. We’ve had the chance to speak informally and more formally on his podcast. We spoke about many of the ideas in Create Your Successful Agile Project : Learning early (instead of failing fast). Servant leadership.

Agile 40

Agile Leadership Consulting Management 40

Johanna Rothman

APRIL 14, 2020

Manage for effectiveness. Let me address a little about business agility and innovation. Business agility allows us to create a culture where we plan to change. Too many people think business agility is about the ability to do more of the same, faster. Applies to management teams, too.). Seek outcomes, not outputs.

Agile 40

Agile Efficiency Culture Resources 40

Johanna Rothman

APRIL 3, 2018

I delivered a webinar called Agile Metrics for Team and Product Progress last week, thanks to the nice folks at Innovation Roots. One person gave me a new saying about metrics (at the end, during the Q&A): Are you data-driven or data-informed? If you want the ability to replan you use data to inform your next steps.

Data 41

Data Agile Metrics Construction 41

Johanna Rothman

APRIL 24, 2024

Your managers don't want story points—they want durations and dates. In the absence of sufficient information, everyone makes up fiction (human stories) about what they want to happen. That's why I recommend all teams (including management teams) measure cycle time, not velocity. Story points require magical thinking.

How To 75

How To Agile Metrics Data 75