In Part 1, I wrote about thinking in feature sets and how to quickly create a feature set of—with any luck—smaller features. That’s because features don’t arrive at the same rate and they change in value, during a quarter. Because features change in value and because some feature sets need to deliver value on a more regular […]
Many teams and organizations try to create one-quarter roadmaps. Here are the problems I see: Teams spend a ton of time estimating what they might do and then they select what will fit into a quarter. They feel or are asked to commit to all that work. The product managers and project portfolio managers depend on
What can we make more “agile” in HR? Aside from an agile approach to recruiting and hiring, we can make feedback and coaching much more iterative and incremental. Add in collaborative feedback and coaching, and appreciations, and it starts to look like an agile approach to “managing performance.” Performance “Management” is Really About Power In
I wrote about career ladders in Creating Agile HR, Part 5: Performance Management, the Career Ladder. Once you have a career ladder, it’s easy for everyone to understand the criteria for a given level. That means you can use an “agile” approach to manage compensation. Compensation is part of career management. Career management includes: Recognition (what
One of the big roles of HR is to shepherd the assessment of people and their fit for their jobs. That’s called “managing performance.” Managing performance is about: Creating and curating a career ladder for all jobs. That’s exempt (salaried), non-exempt (hourly), and all management. Manage salary parity. HR might help a manager learn how to provide feedback and coaching. (I
One of the challenges as an organization becomes agile is what to do with HR and Finance. How can HR and Finance become more agile? In this series, I’ll address HR (Human Resources). (I’d actually started drafting this series a few months ago, but Diana Larsen pinged me with her note of Human Resources Is Dead.
The nice folks at Planisware organized a webinar with me, called Scaling Agile. They recorded that, and you can hear the video here: Scaling Agile with Johanna Rothman. We spoke a lot about Agile and Lean Program Management. I referred to my multiple part series about Defining “Scaling” Agile. If you are thinking about “scaling”
There’s a twitter conversation about how to manage team compensation. How can we pay people what they are worth and compensate a team for their value? I know there are teams where I was quite valuable—not because I was “the” leader, but because I helped the team achieve our goals. And, there are teams where I
We might start to think about agile approaches as a project change. However, if you want to “scale” agile, the entire culture changes. Here is a list of the series and how everything changes the organization’s culture: Defining “Scaling” Agile, Part 1: Creating Cross-Functional Feature Teams. Without feature teams, I don’t see how you can
One of the challenges I see in organizations is how managers can use agile approaches. One of the biggest problems is that the entire organization is organized for resource efficiency (think silos of functional experts). Agile approaches use flow efficiency. Thinking in flow efficiency changes everything. Many people in organizations believe that dividing up the