Author name: Johanna

I help you identify and solve the problems that prevent you from releasing systems, hiring the right people, deciding which project to work on next. I take a pragmatic approach: what will work best for you, now? Some people call me a focuser. Some call me an accelerator. When I work with people, first we define our goal together. Typically, it's to get a better product out the door faster. I work with my clients to help managers figure out how to do the managing better, and how the technical contributors can contribute better, not to create a by-the-book system. I work with you, your staff, and your current product development practices. Together, we learn what works well for you and what doesn't. I believe in changing only what needs to be changed at the current time, to maximize your success. We work together to develop a blueprint for the future, and to build in capacity to recognize and implement change.

Agile Job Search, HTP

Never Lie on a Resume–Ever

Yahoo’s CEO lied on his resume. He does not have a degree in Computer Science. Well, many senior managers of high tech organizations don’t. So, that should have been okay. There are two questions here: Why did he feel the need to lie? Did he even realize he was lying? Why did anyone feel the

MPD, program management

Programs and Technical Debt

Once you have a program (a collection of interrelated projects focused on one business goal) and you have technical debt, you have a much bigger problem. Not just because the technical debt is likely bigger. Not just because you have more people. But because you also geographically distributed teams, and those teams are almost always

HTP

A Hiring Manager’s Starting Guide to Twitter

One of the things that’s so hard about hiring these days is that it’s so dependent on your personal network. LinkedIn is part of your network. Twitter has to be a part of your network. As part of the updated hiring book, I have a section devoted to networking with Twitter. I thought I’d test

management, MPD

Management Myth #3 and #4 Posted at Techwell

I’ve been writing a series of management myths this year. I didn’t realize when myth #3 went live and #4 went live yesterday. Management Myth #3: We Must Treat Everyone the Same Way and Management Myth #4: I Don’t Need One-on-Ones are up. Please leave comments over at Techwell.

Articles

Who’s Playing Agile Schedule Games?

“Hey, Jim, guess what? I incented my agile team to work faster and harder. I told them if they doubled their velocity, I would give them a team bonus. And it worked! In just one iteration, they went from 23 points to 46 points. Is that team a great team, or what?” – a not-so-agile

MPD, project management

Why Does Management Care About Velocity?

I’ve been talking to people whose management cares about their velocity. “My management wants us to double our velocity.” Or, “My management wants us to do more in a sprint.” Or, “My management wants to know when we will be a hyper-performing team, so they want to know when we will get 12x velocity like

Agile Job Search, HTP

A Jobseeker’s Starting Guide to Twitter

If you are looking for a job, you can’t ignore Twitter. It’s a great source of job leads. You don’t need to have a Twitter id. But, you do need to know how to search Twitter. Learn to Love Hashtags Hashtags are your friend. Go to Twitter.com or and in the search box, enter job

HTP

Please Help Me Title the Next Version of the Hiring Book

I am working on a brand new edition of  what used to be Hiring the Best Knowledge Workers, Techies & Nerds: The Secrets and Science of Hiring Technical People. I will be publishing this revision electronically first on leanpub. I have streamlined the language. I have added much more cultural fit material. I have added

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