I wrote about career ladders in Creating Agile HR, Part 5: Performance Management, the Career Ladder. Once you have a career ladder, it’s easy for everyone to understand the criteria for a given level. That means you can use an “agile” approach to manage compensation. Compensation is part of career management. Career management includes: Recognition (what […]
Program sponsors and the teams themselves want to know where they are in the program. What’s started? What’s not? How much more remains? It’s tempting to measure “everything.” That creates another problem: You might spend too much time attempting to gather data that doesn’t provide enough information. You might even miss seeing the real progress
One of the big roles of HR is to shepherd the assessment of people and their fit for their jobs. That’s called “managing performance.” Managing performance is about: Creating and curating a career ladder for all jobs. That’s exempt (salaried), non-exempt (hourly), and all management. Manage salary parity. HR might help a manager learn how to provide feedback and coaching. (I
One of the challenges as an organization becomes agile is what to do with HR and Finance. How can HR and Finance become more agile? In this series, I’ll address HR (Human Resources). (I’d actually started drafting this series a few months ago, but Diana Larsen pinged me with her note of Human Resources Is Dead.
The nice folks at Planisware organized a webinar with me, called Scaling Agile. They recorded that, and you can hear the video here: Scaling Agile with Johanna Rothman. We spoke a lot about Agile and Lean Program Management. I referred to my multiple part series about Defining “Scaling” Agile. If you are thinking about “scaling”
I’ve been coaching several teams with a problem: they like to work in iterations. And, they have milestones that are not on a milestone boundary. What should they do? (I suggested flow and you should have heard their response. Well, maybe not.) Here’s why people want these milestones: The team can’t deliver (for whatever reason) as continuous
I had a blast with Tammy and Tim on the podcast (#88). We spoke about many topics: Consulting and marketing Women and computer science Writing and my workshops and books We spoke about writing earlier in the show, but at about minute 50, we spoke a lot more about writing. We laughed a lot!
There’s a twitter conversation about how to manage team compensation. How can we pay people what they are worth and compensate a team for their value? I know there are teams where I was quite valuable—not because I was “the” leader, but because I helped the team achieve our goals. And, there are teams where I
We might start to think about agile approaches as a project change. However, if you want to “scale” agile, the entire culture changes. Here is a list of the series and how everything changes the organization’s culture: Defining “Scaling” Agile, Part 1: Creating Cross-Functional Feature Teams. Without feature teams, I don’t see how you can
One of the challenges I see in organizations is how managers can use agile approaches. One of the biggest problems is that the entire organization is organized for resource efficiency (think silos of functional experts). Agile approaches use flow efficiency. Thinking in flow efficiency changes everything. Many people in organizations believe that dividing up the