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Assessing Change Management Effectiveness: Essential Metrics

Epicflow

It may seem the outcomes of effective change management are obvious – if positive transformations have happened, the process was effective. . However, the present-day ever-evolving business environment demonstrates that change management is rather a journey than a destination. Change management performance .

Metrics 52
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Unemployed Agilists: How to Show Your Value to Support What Managers Want, Part 1

Johanna Rothman

Several reasons: No manager cares about “agile” even if they care about agility. That means everyone needs to understand what managers care about and want: more net income. And when the customers refer others to the product and the company, that customer value increases even more.

Agile 75
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How to Create Better Products With Much Less of a Backlog

Johanna Rothman

See Flow Metrics and Why They Matter to Teams and Managers for why this happens.) Remember this: If your customers want to use your product, make it easy for them to do so. Because product problems cause several other problems: The customers have to decide if the aggravation of using this product outweighs the defects.

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How to Use Flow Metrics to See if Your Economies of Scale Offer Value, Part 3

Johanna Rothman

Flow Efficiency In How Centralization Decisions Create Friction, Increase Cycle Time, and Cost Money, Part 1, I discussed how removing support staff for departments and managers created longer cycle times. Resource Efficiency Thinking Traps Many Managers And I said the managers were not stupid. Ignorance of the flow metrics.

Metrics 63
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Unemployed Agilists: Review the Hype Cycle & Your Agility to Help You Manage Future Job Changes, Part 4

Johanna Rothman

I started this series by discussing why managers didn't perceive the value of agile coaches and Scrum Masters in Part 1, resulting in layoffs.) Then, in Part 2 , I asked those unemployed agilists to review their functional skills, the skills people need to do a product development job well. And, us agilists need to change.

Agile 96
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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 81
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Unemployed Agilists: How to Move from a Staff Role to a Line Job, Part 2

Johanna Rothman

Your previous managers and potential managers don’t see the value of someone in your position. That’s because these managers think agile coaching and Scrum Mastering is a staff job, not a line job. In product development, line jobs contribute to the products themselves, which means they contribute to revenue.

Agile 100