I’ve been keeping up with my email newsletters this year—at least, better this year than previously. Yesterday, I posted “Organizing Programs.” I received several emails agreeing with that one. Apparently, I struck a nerve. If you think you are supposed to be on my email list, and you are not receiving the emails, please let
Rothman Consulting Group, Inc. Vol 8, #7: Organizing Programs Oct 11, 2011 ISSN: 2164-1196 In This Issue: Organizing Programs Johanna’s Speaking Calendar
If you’re a candidate and you are looking for a job, it can be difficult to deconstruct a job ad, especially if it’s a laundry list of technical tools. A lot of hiring managers use a form of shorthand to identify their needs. Here are some common themes that might be their shorthand: What the
I recently worked with a hiring manager who was having trouble with his job ads. They were not working for him. The ads were not screening out the more senior people. They were not screening in the more junior people. As part of the problem solving, I asked him to send me the job analysis
As a business owner, I have to remember to manage my own WIP, work in progress. Yves Hanoulle recently wrote about his own encounter with his wip limits, and what he decided to do it with respect to his “Who Is” series. When you are a manager, program manager, project manager—anyone who leverages the work
As I work with more organizations and across more cultures, I’ve been realizing that agile exposes a huge piece of the power in the organization that many people may not want exposed. I didn’t have a name for until I read Gladwell’s Outliers: The Story of Success. In it, he talks about Hofstede’s Power distance
I’m a pragmatic realist. So, in my program management workshop and in my geographically distributed teams workshop, and in a number of my other talks and workshops this year (and next year), I’m talking about influence. Of course, I’m addressing the issue of influence without authority. You never have enough authority to do the job
I’m seeing ads for what should be agile program managers on LinkedIn. I can’t tell what these positions really are, but when they say “responsible for management of 15 scrum teams,” that’s an agile software program manager to me. But the distressing part of the ad is when it’s a US-based position with a base
Agile and lean approaches, with either short timeboxes or explicit limiting work in progress and a focus on transparency works for many organizations. In the past few weeks, I’ve received a number of inquiries from all sizes of organizations asking the same kind of question, “How can we go all agile?” Experiment with an Agile
My Gantthead column, What’s an Agile PM to do? is up over at Gantthead.com. Please do leave comments over there.