Johanna Rothman
MARCH 18, 2024
That's why Part 1 of this series discusses your value and what managers want and need. That part discusses why managers see agile coaches and Scrum Masters as staff positions, not line jobs. However, hiring managers expect deep agile expertise that connect to the Pirate metrics. There way too many of you.
Johanna Rothman
MARCH 30, 2020
Are you a manager accustomed to Management by Walking Around and Listening (MBWAL) ? You have an opportunity to work differently as a manager. As a manager, you can ask teams to collaborate. As a manager, while you might have a bunch of metrics, most of those measures don't help you manage. (
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Johanna Rothman
MARCH 26, 2024
” There's more in Manage It! Your Guide to Modern, Pragmatic Project Management.) In addition, I ask teams to show visual progress , such as in a demo. I want architecture feedback loops as early as possible in the project, which is why I want visual progress with demos. What if you have no visual progress yet ?
Johanna Rothman
MARCH 30, 2020
Are you a manager accustomed to Management by Walking Around and Listening (MBWAL) ? You have an opportunity to work differently as a manager. As a manager, you can ask teams to collaborate. As a manager, while you might have a bunch of metrics, most of those measures don't help you manage. (
Johanna Rothman
JANUARY 10, 2024
When I work with these teams or their managers, I realize they're not demoing or retrospecting on a regular basis. The managers worry that the teams can't finish “anything on time.” Since they collaborate, they can often manage their WIP, too.) That creates distrust and an anti-agile culture.
Harvard Business
AUGUST 22, 2017
“What gets measured gets managed” is a longstanding business aphorism. But today’s sales technologies enable companies to measure almost anything, which leads many managers to try to measure everything. The result is poor management of what matters. The challenge, of course, is to decide on the right metrics.
Johanna Rothman
JULY 27, 2023
might demo the feature. That defect escaped all your checklists, approvals, and demos. At first, management told them they were “too slow.” Not all the managers agreed with me, but that was okay. Finally, the team, a product leader, or the customer(!) The customer finds a problem, a defect.
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