If you’re thinking about an agile transformation, you already know about feature teams. You might even call them/use them as product teams. You might wonder about organizing all the work as product work. See Your Current Organization Many organizations use functions to organize people. The “Typical Product Development Organization” shows the kind of organization I […]
In Part 1, I suggested that when we organize by function, the recognition and rewards might prevent a successful agile transformation. In this part, I’ll discuss an option for a product-oriented organization. Consider a Product-Oriented Organization Instead of organizing by function, consider a product-oriented organization. Again, I am not saying this is the only way
A couple of weeks ago, I delivered the first version of my Free Your Agile Team talk at Agile New England. Here’s a direct link to the video. I spoke about the problem of a framework-first approach to transforming to an agile culture. I also spoke about the plethora of team-based coaches and the insufficiency of management coaching. (I
One of the big problems I see with a product orientation (as opposed to a project) is in preparing for ongoing work. You might not start the next project for this product after you complete this project. You might have to round-robin projects for various products because you don’t have enough people to do all
We hear a lot these days about project-based organizations vs. product-based organizations. Much of what we do in software is in service of products. Products tend to evolve over time. When we work on projects, we learn from the experience. However, once we finish this release, the “product” (the output of the project) doesn’t change
I recorded a Being Human podcast with Richard Atherton. It’s wide-ranging from thinking about agile approaches as a way to improve organizational flow and what that means for us as humans. I had a blast. I think Richard did, too. He’s a think-before-he-speaks person, and if you watch the video, you can see him thinking.
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.)
Project advances might be rare. However, you can take advantage of seeing the conditions to create your advance. I’m at the Agile 2018 conference this week. Yesterday, I was scheduled to deliver my Agile and Lean Roadmapping talk at 10:45 am. However, the room was full 15 minutes in advance. I checked with the volunteers—yes, they
I explained about objectives and the differences between MBOs and OKRs in Part 1. I’m tackling the issues of “accountability” in this part. Examine Accountability What does accountability mean to you? I’m serious about that question. For many people—managers included—people are accountable when we can blame them for not doing something. If you don’t achieve
I have personal and professional goals. Sometimes, I state them as objectives: complete this book, learn that thing. Those are personal objectives. My personal objectives look like MBOs, Management By Objectives. These personal objectives contribute to my company, but they are not a corporate objective. Some of my goals are corporate objectives: release that book, build