Johanna Rothman, Management Consultant
Expert in Managing Product Development
I’m conducting a Hudson Bay Start for a new offering: Advise, Influence, and Serve Clients for Mutual Profit: (Re)Start Your Consulting Practice. What do I mean? Several people have asked me for help in creating or sustaining their consulting practices. Since I’ve done that for 25 years, I know what works for me. I know …
Continue reading “Want to Work With Me to Start Your Consulting Practice?”
I spoke with a project manager recently. She told me her story. I used to facilitate project teams as a project manager. Why a project manager? Because the project had a beginning and an end. We had (and still have) too many products to keep the same teams on them for a long time. For …
Continue reading “Agile Project Manager, Scrum Master, or Product Owner?”
I wrote about how I felt about milestones after achieving a significant milestone last week (How Do You Feel When You Achieve a Significant Milestone?) I specifically wrote about my feelings. During a discussion on LinkedIn, a reader suggested I start with the last sentence I wanted to leave my readers with. Then build back …
Continue reading “The Creation Experience Does Not Mirror a User’s Product Experience”
I’m stoked to do a webinar with Tom Henrickson, 8 Principles for Successful Distributed Agile Teams. My slides are all ready. And, I bet Tom will ask me a question that sets me off on a rant. If you want to listen to me rant in real time, please join us. We’ll be live on …
Continue reading “Geographically Distributed Agile Teams Webinar Dec 17, 2019”
Many of my clients feel stuck with their component teams. They feel they must implement across the architecture, not through it. That’s because the people are organized in component teams. As the organization grows, so does the number of component teams. The more component teams they have, the more complexity they create in the teams, in …
Continue reading “Component Teams Create Coupling in Products and Organizations”
A potential client called me. “What’s a good tool to see the state of my projects? I need a tool.” I asked, “What problems do you see?” “Everything is late. No one’s synchronized. I can’t tell where the projects are.” “How many projects do you have in progress?” “At least 100.” (I was pretty sure …
Continue reading “Project Portfolio Problems Masquerade as Project Problems”
You might wonder why I don’t start writing a proposal with a title. In my experience, a great title is something I need to ponder and experiment with. I do often start with a placeholder title. When I developed this multitasking talk, I used this title: Stop the madness. End the multitasking. That was a …
Your bio establishes your expertise, authority, and credibility in your field. If your conference proposal has a speaking experience field, use that field to explain your expertise, authority, and credibility. I like to think of the bio and speaking experience fields as ways to connect with and invite the right people to your session: These …
You know who your audience is because you framed the proposal. You started with outcomes, and you refined those outcomes when you wrote the abstract. Now it’s time to complete the rest of the proposal, excluding your bio and the title. Bios and titles are different from the rest of the proposal. (Those will be …
You decided who your session is for: the people with the problems. You’ve got the outcomes. Now, it’s time to write the abstract. Conference proposals always have a short abstract. Some conferences, such as the Agile 20xx conferences, also have “Information for the Program Team.” You might think of that as the outline or more …