Your customers can’t take your product more often than once or twice a year. Because the product doesn’t need to leave the building, the teams don’t release internally. Nor do the teams demo on a regular basis. The teams miss the feedback loops so critical for an agile approach. Their agile transformation falls apart. Rethink Your Definition […]
Many of my clients are trying to use short feedback loops in agile approaches. That desire bumps up against their management’s desires for longer commitments. This continuum might help them think through their needs for commitment and innovation. High Need for Product Innovation and Change The more need for product innovation and change, the shorter the feedback loops need
Is it possible to balance the product innovation and feedback we need, with the commitment our management wants? Maybe. I tried to show my thinking for these questions in this series: When does it make sense to ask for or offer estimation and commitments? When does it make sense to ask for more feedback instead?
What if you don’t need to experiment to reduce risks? You may have technical risks in terms of getting it “all” done. Especially for a given release date. In that case, you have a low need for product innovation. Your planning feedback loops can be longer. I’ve seen this occur in some of these circumstances: A
What if you can plan for a few weeks or even a month-plus at a time? You don’t need the extremely short feedback cycles (hours to a day) because you’re not doing high innovation. You don’t need to change what the team does every few days. You can estimate and commit to maybe a month’s
Consultants who make money speak at conferences. I love to speak. Give me a microphone—I am a happy person. I keep having to turn down speaking requests, both domestic and overseas. I would love to go, to learn and to meet people. Sometimes, I’m not available. More often, I can’t “afford” to do so. Often,
I’m a shepherd for the XP2019 and Agile2019 conferences. I read the proposals, offer feedback, and then shepherd the papers through to completion once we accept the proposals. I love reading experiences. I’m a total sucker for them. Why? Because they’re short stories that reflect the Satir Change Model, the image here. If you’re trying
I had a chance to be a guest on David Rael’s podcast, Developer on Fire, Episode 402 | Johanna Rothman – Learning and Delivering. We spoke about many things, including my early development career, how I got started as a consultant, my writing, and more. I hope you listen and enjoy it.
I’ve met a number of agile coaches recently. They tell me they’re hired as Scrum coaches or as Scrum Masters. They see their job as “better Scrum.” It would be lovely if that was their one and only job. However, many of these coaches work in organizations just starting a cultural transformation. Even though the
I’ve been working with several managers at organizations large and small, who want to capitalize their software “earlier.” These managers have some strongly-held beliefs about the people: People are resources Resources can multitask on several projects at a time If “headquarters” does the difficult work, you can move the “grunt” work to lower wage areas