This week’s podcast is from the opening of a romantic suspense short story. Enjoy! (Update on Monday: I forgot to publish this because I was so focused on finishing the story!) The Podcast: The Transcript: This is 60 Seconds of Writing in Public with Johanna Rothman for October 17, 2025, where I read an excerpt […]
The various AI vendors want us to trust their autonomous agents. I have several problems I would love to use AI to solve. (Including updating all the tags on this site!) However, I cannot trust the agents yet. Even when I use interactive prompting, I’m not happy with the results. Those results can change (non-deterministic
This week, my podcast is the opening of a short story, a portal fantasy. Enjoy! The Podcast: The Transcript: This is 60 Seconds of Writing in Public with Johanna Rothman for October 10, 2025, where I read an excerpt of just a minute of some writing in progress. This is the opening of a (hopefully)
In Project Charter Part 2: Clarify the Project Driver, Boundaries, and Constraints for This Project, I explained how project risks can affect the team’s approach to the work. But project risks are not the same as product risks. Product risks are about the need for product innovation. The more innovation this product needs, the more
Let me set the context for this post about the project charter: By now, the team knows what it has to accomplish because they have a product vision. The next question is: How will the team manage their risks to achieve those outcomes? That’s where I recommend a team define its project driver, up to
My podcast this week is from a fiction story. After I wrote this part, I realized I started in the wrong place. So you get the benefit of reading something I will definitely change later today. Yes, I write fiction exactly the same way I write nonfiction. I start where I think the piece starts.
This is Johanna Rothman’s September 2025 Pragmatic Manager newsletter. The Unsubscribe link is at the bottom of this email. Humans excel at seeing problem signals—the signs that we have a problem. However, we often have blind spots about the root causes of those problems. Our beliefs and/or insufficient or irrelevant data reinforce those blind spots.
Does your team have an overarching goal for its work—a product vision? Too many teams do not. The whole point of a project is to deliver a useful product that satisfies its customers. I like to think about projects as a container of some product value. That means that a given release does not need
This week’s podcast is from the Effective Public Speaking book. The cover people are working on a back cover, which means I’m close, close, close to the end of the publication work. Yay! The Podcast: The Transcript: This is 60 Seconds of Writing in Public with Johanna Rothman for September 19, 2025, where I read
Does your team have a project charter so they know what to do for this project? I see too many teams try to start work without one. That leads to feature factories, apparently random work that does not add value, or worse, a product that’s partly done in too many areas. Teams start without project