Remove Demo Remove Management Remove Metrics Remove Productivity
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Unemployed Agilists: How to Increase Your Value to Get a Great Job, Part 3

Johanna Rothman

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. I assume you have some sort of functional product development expertise. If not, why are you in technical product development?

Agile 80
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Five Tips for Managers of Newly Dispersed Teams

Johanna Rothman

Are you a manager accustomed to Management by Walking Around and Listening (MBWAL) ? You have an opportunity to work differently as a manager. If you're creating products of any kind—especially software products—you've got a team sport. The better the team learns together, the better the product is.

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What’s Wrong With Detailed Gantt Charts and How to Make Fewer Details Work for You

Johanna Rothman

In innovative products, the interdependencies can change any day. ” There's more in Manage It! Your Guide to Modern, Pragmatic Project Management.) If your product does not need much innovation, you can plan for longer and know you will meet that plan. See Three Tips to Focus to Deliver Better Products Faster.

How To 69
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Five Tips for Managers of Newly Dispersed Teams

Johanna Rothman

Are you a manager accustomed to Management by Walking Around and Listening (MBWAL) ? You have an opportunity to work differently as a manager. If you're creating products of any kind—especially software products—you've got a team sport. The better the team learns together, the better the product is.

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Effective Agility Requires Cultural Changes: Part 1

Johanna Rothman

When I work with these teams or their managers, I realize they're not demoing or retrospecting on a regular basis. Worse, these people and teams don't feel any satisfaction with their products. The managers worry that the teams can't finish “anything on time.” That creates distrust and an anti-agile culture.

Agile 86
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Find the Right Metrics for Your Sales Team

Harvard Business

“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.

Metrics 34
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Low Tech Way to Visualize Your Percentile Confidence for Forecasts

Johanna Rothman

He pointed me to this slideshare: Lightweight Kanban Metrics (in German). Many managers want to know the answers to these questions: When will we see the first bit? That might be the feature set or the product. ). Your team manages its WIP. Regardless of how your team works, you can demo something inside of a week or two.