Johanna Rothman, Management Consultant
Expert in Managing Product Development
Does your team have to keep two sets of “books”? You have an agile roadmap to see where you’re headed. You have a smallish backlog of the near/upcoming work. You’re delivering on a frequent basis. And, someone on your team keeps a Gantt chart because a manager wants to see the team’s progress in a …
Continue reading “What Decision Will You Make Based on This Data?”
It’s time to wrap this series. I started asking if you actually need an agile approach in Part 1 and noted the 4 big problems I see. Part 2 was why we need managers in an agile transformation. Part 3 was about how people want a recipe. Part 4 was about how “Agile” is meaningless …
Continue reading “Where I Think “Agile” is Headed, Part 5: Summary”
I started this series asking where “Agile” was headed. (I didn’t like what I saw at the Agile 2019 conference.) Part 1 was about the 4 big problems I see. Part 2 was why we need managers. Part 3 was about how people want a recipe. This part is about what “Agile” or “agile” means. …
Continue reading “Where I Think “Agile” is Headed, Part 4: What Does “Agile” Mean?”
I started this series asking where “Agile” was headed. Part 1 was about the 4 big problems I see. Part 2 was why we need managers. This part is about how people want a recipe, The Answer, for how to get better at “Agile.” Before we can address what an answer might be, your need …
Continue reading “Where I Think “Agile” is Headed, Part 3: What Is The Recipe, The Right Answer?”
In Part 1, I wrote about how “Agile” is not a silver bullet and is not right for every team and every product. This post is about how management fits into agile approaches. Too often, managers think “agile” is for others, specifically teams of people. Teams need to figure out how to manage their WIP, …
Continue reading “Where I Think “Agile” is Headed, Part 2: Where Does Management Fit?”
I spoke at Agile 2019 last week. I had both a great time and a heart-rending realization. The great time was meeting and reconnecting with people. The heart-rending realization is our industry is in big, big trouble. Here are my thoughts and where I think the “agile” industry is headed. Problems I See with “Agile” …
Continue reading “Where I Think “Agile” is Headed, Part 1: Do You Need an Agile Approach?”
I just finished a series for my Pragmatic Manager newsletter about Agile Transformation Secrets: Part 1: Manage for Change Part 2: Emphasize Collaboration Part 3: Principles Over Practices I wrote this series because I find that many people get a little confused about an agile transformation. They think an agile approach will work because they …
Continue reading “Agile Transformation Secrets Series Posted”
Many people draw distinctions between people who do management-kind of work and people who do “individual contributor” kind of work. I’ve been asking if they mean individual work or team member work. Sometimes, they do mean individual work. More often, they mean team member. Our culture shapes our language. (And, our language shapes our culture.) …
As I work with people to use agile approaches, I see many organizational constraints. I’ve been trying to find a visualization for what I see. I don’t know if I’ve got it yet, but here is my sum-of-the-parts image. The organization’s culture drives decisions (or not!) about the strategy. Strategy, with any luck, creates clarity …
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”