Johanna Rothman, Management Consultant
Expert in Managing Product Development
I discussed the origins of the agile approaches in Part 5. In this post, I’ll discuss how you can create an agile approach that fits your context. Why should you create your own agile approach? Because your context is unique to you, your team, project, product, and culture. You deserve an agile approach that helps …
Which levers does your team need to manage risk in your project? Do you need to cancel the project if you can’t finish a phase? You might not have the time. You might not have the ability to do this project. That’s the point of Serial lifecycles in Part 1. Maybe you need feedback from …
So far, we’ve discussed the lever of canceling a project at any time with the serial lifecycles in Part 1. That’s assuming you replan and/or cancel. We added another lever of looking for more feedback with iterating over the requirements in the iterative lifecycles in Part 2. Teams have another lever. They can release increments …
Back in Part 1, I wrote about how stage-gate approaches were as agile as we could use at the time. We had one delivery, so our agility was about canceling the project if we couldn’t finish it. However, some smart people also realized that we had another lever, aside from estimation, to replan the project. …
Continue reading “What Lifecycle or Agile Approach Fits Your Context? Part 2, Iterative Lifecycles”
Are you trying to make an agile framework or approach work? Maybe you have technical or schedule risk. Maybe you’ve received a mandate to “go agile.” Maybe you’d like to experiment with better ways of working. Or, maybe you’re trying to fit an agile framework into your current processes—and you’ve got a mess. You’re not …
Continue reading “What Lifecycle or Agile Approach Fits Your Context? Part 1, Serial Lifecycles”
Your team says they use Scrum in two-week iterations. And, in order to “finish” everything inside the timebox, you don’t do any of these things: Refactor to simplify the code or the tests. Create automated tests. Use formal acceptance criteria on a story or for the iteration or the project. That means you have work …
While a pandemic might bring out the best and the worst of us, scams persist. I received an email this morning from a so-called “self-publishing” company. They are quite happy to help me get my book to traditional publishers. They didn’t say what it would cost, but they wanted the pdf of the interior and …
Continue reading “Beware of Scams for Writing and Otherwise”
In my experience, too many projects are under too much pressure. The sponsors want all of the features, completed in too-short time, with no defects. And, if possible, the sponsors think the project should cost nothing, the team should not need any training, and the team can work in any way, regardless of the desired …
Continue reading “Summary for a Project’s Boundaries: Drivers, Constraints, & Floats”
I wrote about how to pick a driver in Part 1. In Part 2, I wrote about how you might finesse some of the constraints and floats if you can release frequently. What if you’re like this organization, Acme? Acme has been working towards agility for the last couple of years. However, they still have …
In Part 1, I wrote about the origins of drivers, constraints, and floats. I needed them when we only could release the project once to the customers. You saw the questions that help people choose the project driver. What about the constraints and floats? I think of constraints as bounding the project inside the driver, …
Continue reading “Create & Manage the Project’s Bounds, Part 2 (Constraints and Floats)”