Part 1 was about seeing the value in the various projects. I called the value stream a product so that people would think about who would use it and why. I suggested that we stop work on specific products when you have more products than teams. That would allow you to work on other projects […]
Note: I had a technical problem with my site and lost this post, even though I had published it. This is the restoration. If you subscribe to my feed, you might see this twice. I’ve been working with some clients who are trying to find the magic way to slice and dice their project portfolios.
After Mark Kilby and I collaborated on From Chaos to Successful Distributed Agile Teams, we decided to start creating online classes. We have just opened registration for our first geographically distributed agile teams class. See Prepare for Successful Distributed Agile Teams. It’s a self-study class. That means you can proceed at your own pace. You’ll
Your customers can’t take your product more often than once or twice a year. Because the product doesn’t need to leave the building, the teams don’t release internally. Nor do the teams demo on a regular basis. The teams miss the feedback loops so critical for an agile approach. Their agile transformation falls apart. Rethink Your Definition
I’ve met a number of agile coaches recently. They tell me they’re hired as Scrum coaches or as Scrum Masters. They see their job as “better Scrum.” It would be lovely if that was their one and only job. However, many of these coaches work in organizations just starting a cultural transformation. Even though the
I’ve been working with several managers at organizations large and small, who want to capitalize their software “earlier.” These managers have some strongly-held beliefs about the people: People are resources Resources can multitask on several projects at a time If “headquarters” does the difficult work, you can move the “grunt” work to lower wage areas
I had a wonderful time on the Agile Uprising podcast The Future of Agile. I had such a blast. Listen for the “expletive deleted” phrases. Yes, I actually said the words, “expletive deleted.” I said many other things that might feel contrarian to you. I thank Georgina Hughes, David Sabine for our discussion and Jay Hrcsko for
Back at Agile 2018, I had a chance to record a podcast with Bob Payne. The recording is Johanna Rothman – Agile 2018. We discussed my experience report with Mark Kilby, the geographically distributed agile teams book with Mark, and my roadmapping session. I’ve known Bob forever. I think of him as a friend and as
Last August, back at the Agile 2018 conference, I had a chance to record a podcast with Howard Sublett. Howard is a terrific interviewer and a good friend and colleague. We spoke about Making Roadmaps More Agile. We had a blast. Several times, I surprised him with some of my thinking and experience. (Since I’m
I’m catching up on my podcasts and just listened to Seth Godin’s Akimbo episode about honest signals. (Do listen.) It’s about the signals we send that are honest or dishonest and why we might choose one, the other, or both. I started to think about the management signals we send, especially in an agile transformation.