article thumbnail

How to Create Partnerships Instead of Using Stakeholders

Johanna Rothman

Strategy and Product Feedback Loops About 20 years ago, I taught a project management workshop to IT people. Their products and services did not ship outside the building—their products and services enabled the organization to make money. See Customers, Internal Delivery, And Trust for a recent post about demos and trust.)

How To 124
article thumbnail

More Meetings = More Clients

The Fearless Marketer

The purpose of B2B marketing is to get meetings with prospective clients. Let’s say you’re a manager who’s looking for somebody to help their team work more productively and creatively. Well, the business manager, asks others in their company, “Hey, do you know somebody good who does productivity and creativity consulting for teams?”.

Meeting 62
Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

Visualize Work to Reduce Agile Meetings

Johanna Rothman

Back in Time You Spend in Agile Meetings (near the bottom of the post), I enumerated all the possible meetings. When the team reduces its WIP, the team might be able to reduce the number of meetings. I mentioned how you could integrate the demo work into an iteration if you create a column for the demo.

Agile 51
article thumbnail

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. If your product does not need much innovation, you can plan for longer and know you will meet that plan. Those are the kinds of products that do not require much, if any, innovation. In addition, I ask teams to show visual progress , such as in a demo.

How To 69
article thumbnail

Agile Project Manager, Scrum Master, or Product Owner?

Johanna Rothman

We had (and still have) too many products to keep the same teams on them for a long time. For programs, the team stayed together and moved to a different feature set/internal product until the program finished. We could move to a new product and/or a new team. My job was to smooth the way for people to deliver products.

Agile 60
article thumbnail

How WIP Insights Allow Us to Revisit Brooks’ Law About Adding People to a Team

Johanna Rothman

The first is that Brooks strongly suggested the idea of a “surgical team” That hierarchical team was a feature- or product-based team. 35 (in the anniversary edition): “The team just defined meets the desiderata in several ways. If so, the team releases a product with an unknown number of problems.

Agile 94
article thumbnail

Consultant Marketing Speaking Pay to Play

Jerry Fletcher

I sent a one sheet on my Trust speech and a link to my speaking demo not expecting a response since I was mor interested in their events in major cities across the USA. In part it was because he never stopped tinkering with the product going through at least 5 programmers I was aware of. People don’t buy on the first meeting.