Johanna Rothman, Management Consultant
Expert in Managing Product Development
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”
Agile transformations are tough. That’s because wherever you start, the agile transformation creates culture clashes. Often, teams start with agile approaches. Teams discover the agile approach and practices that work for that team. Then, as the team gains experience, they refine their approach and practices. That’s the external part of what we see in an agile transformation. …
Continue reading “The Manager’s Role in an Agile Transformation”
To summarize: your agile transformation is stuck. You’ve thought about your why, as in Becoming an Agile Leader, Part 1: Define Your Why. You’ve started to measure possibilities. You have an idea of who you might talk with as in Becoming an Agile Leader, Part 2: Who to Approach. You’ve considered who you need as allies and how to enlist them …
Continue reading “Becoming an Agile Leader, Part 5: Learning to Learn”
To summarize: your agile transformation is stuck. You’ve thought about your why, as in Becoming an Agile Leader, Part 1: Define Your Why. You’ve started to measure possibilities. You have an idea of who you might talk with as in Becoming an Agile Leader, Part 2: Who to Approach. You’ve considered who you need as allies and how to enlist them …
Continue reading “Becoming an Agile Leader, Part 4: Determining Next Steps”
To summarize: your agile transformation is stuck. You’ve thought about your why, as in Becoming an Agile Leader, Part 1: Define Your Why. You’ve started to measure possibilities. You have an idea of who you might talk with as in Becoming an Agile Leader, Part 2: Who to Approach. Now, how do you create allies so you can unwedge …
Continue reading “Becoming an Agile Leader, Part 3: How to Create Allies”
To summarize: your agile transformation is stuck. You’ve thought about your why, as in Becoming an Agile Leader, Part 1: Define Your Why. You have some idea for measurements. Maybe you’ve even started to measure to capture the data. Now, it’s time to talk to people across the organization. The question is this: Who do you talk …
Continue reading “Becoming an Agile Leader, Part 2: Who to Approach”
What does it mean to be an agile leader? Here’s what I’ve seen work: The leader recognizes a problem the organization needs to solve. There may be many problems, and the leader extricates one to start. The leader explores options with the people involved. Often, the leader asks this question, “What is the smallest change …
Continue reading “Becoming an Agile Leader, Part 1: Define Your Why”