Remove Culture Remove Efficiency Remove Guidelines Remove Productivity
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Leadership Tip #13: For Innovation, Remove at Least One Policy or Procedure a Week

Johanna Rothman

As the organization changes (both products and tooling), people might not make those mistakes again. About a decade ago, an organization suffered three consecutive bad deployments to production. Finally, one large change broke the production server. What about guidelines? Or have those same risks.

Policies 130
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See and Resolve Team Dependencies, Part 1: Inside the Team

Johanna Rothman

Here's what happens with code review (see the image): We have a cross-functional team, Jane, Peter, and Tim, along with a product owner, Allan. Instead of treating people as individuals (resource efficiency thinking), what if you looked at the team as a harmonic whole? Jane and Peter are developers, Tim is a tester.

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One Reason Mergers Fail: The Two Cultures Aren’t Compatible

Harvard Business

The two companies may have seen value in capitalizing on each other’s strengths, but they failed to investigate their cultural compatibility beforehand. When tight and loose cultures merge, there is a good chance that they will clash. Tight company cultures value consistency and routine. Loose cultures are much more fluid.

Culture 42
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Where I Think “Agile” is Headed, Part 5: Summary

Johanna Rothman

This post is about what you can do to create an agile culture, regardless of where you are in the organization. BTW: One more thing about an agile culture: Many of the people I spoke with at the conference are convinced they need to “scale.” And, they change the culture to one that supports agile approaches.

Agile 65
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Management Rewards: Doing Work vs Creating an Environment

Johanna Rothman

Cindy also has to create guidelines and constraints for the teams. Some of her guidelines and constraints are: Make sure that what you do is auditable. Continue to check that the work you're doing corresponds to the higher purpose for the IT department and for the product you're working on. The teams make their own decisions.

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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. If the team hands off work, they're working in resource efficiency, not flow efficiency. Let's assume that the product owner writes the requirements, and probably alone. How available is the product owner?

Agile 68
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Faster Management Decisions Can Lead to More Ease and Better Results, Part 4

Johanna Rothman

Create a yearly budget as a guideline for our specific goals, but manage that budget every week and month to manage our risks. My consulting book had the same product problems as many of my clients have: The product in our head is not what our customers need or see. I'm now able to finish the consulting book.