Using agile or lean for one project can be a challenge. What happens when you want to extend agile or lean to multiple projects or across the organization? Many people try frameworks.
Frameworks assume you have the same context and challenges as other efforts–even inside your organization. You have to fit your work to the framework context.
Instead of frameworks, consider principles. If you have a program–a collection of projects with one business objective–you have a context unique to you.
Consider thinking about how you can apply agile and lean principles to your program. You can facilitate collaboration across the organization to produce your desired product.
My newest book, Agile and Lean Program Management: Scaling Collaboration Across the Organization, explains how to scale collaboration, not process. It's principle-based, so you can see and develop your own options as to how to perform the necessary work of program management: facilitating the teams and people to help them produce a great product.
Here's the short description:
Scaling process creates bloat. Dictating how to work to teams doesn’t work. What does? Servant leadership, autonomy, collaboration and exploration. Learn how to use agile and lean program management to collaborate across the organization.
It has chapters on how to plan continuously, how to create an environment in which teams collaborate, how to use servant leadership, the role of the architect, and more.
The book is now available everywhere. See Agile and Lean Program Management: Scaling Collaboration Across the Organization for the longer description, table of contents and links to buy.
Are you new to the Pragmatic Manager newsletter? See previous issues.
© 2016 Johanna Rothman
Tags: agile, agile in the large, agile program management, lean, program management