Overcoming Three Pitfalls of Transitioning to Agile
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The document discusses three common pitfalls that can occur when transitioning to an agile development process: 1) Stories being too large to complete within an iteration, 2) Overreliance on "experts" to complete certain stories, and 3) Implementing changes across the entire architecture instead of incrementally through it. It provides strategies for addressing each pitfall, such as breaking large stories into smaller tasks, pairing experts with others to spread knowledge, and staggering projects to utilize experts on multiple teams.
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2. Experience how the same challenges that led to poor performance in software development 30 years ago still plague the management of most organizations today.
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Overcoming Some Pitfalls of Transitioning to Agile
Overcoming Some Pitfalls of Transitioning to Agile
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Agile and Lean Roadmapping: Incorporating Change at Every Level of Product Pl...
Many teams and organizations plan for anywhere from a quarter to years before the teams can deliver anything. That planning creates the illusion that the organization knows what the products will be and the value those products will deliver for the organization. The problem is that the more valuable (and often riskier) the product, the more we need resilience and feedback in product planning. Instead of big planning, especially up front, consider using smaller and continual planning that incorporates feedback.
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You have more than one project team who needs to collaborate with another team. Maybe you only have one technical team and a bunch of other people you need around the organization so you can release. And, you’ve heard of “frameworks” and “discipline” that don’t sound heavyweight, and maybe not so agile. Can you have a larger program and still be agile?
Yes. We already know how to use program management to deliver larger efforts. Agile and lean program management uses small-world networks of collaborative teams to solve problems and deliver features fast. That demands the entire program be agile and lean—to collaborate across the organization. Johanna Rothman shares how to see and use agile roadmaps and create small world networks to create a culture of delivery that works. Help your project teams to become more lean and more agile so that you have working product releases all the time.
Learn to Say No and End Your Multitasking (Agile Prague)
You have too much work to do, and it’s all must-do, top priority. You know your multitasking is slowing down your work, making you crazy, and making it difficult to deliver your best work. You feel pulled in so many directions it’s difficult to make progress. You can show your work and learn how to say no in a way your managers can understand. You can create your personal project portfolio.
Learn to visualize your project portfolio and ask your manager for help in understanding what you should do first, second, and third. Maybe, even never. Learn how to create a parking lot so people know you’re not ignoring them; you’re not working on their desires now. Learn to have that conversation with your manager so you can say no and stop the multitasking.
Think Big, Plan Small: How to Use Continual Planning
Many agile teams attempt to plan for an entire quarter at a time. Something changes—a better product opportunity, or a product development problem—and the quarter’s plan is not just at risk. That plan is now impossible. Instead of quarterly planning, consider continual planning. Continual planning allows a project or a program to use small deliverables to plan for the near future and rolling waves to replan often to deliver the most value.
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Agile is about the ability to inspect and adapt to change. Can we become adaptable agile leaders? You don’t need to change your title. You might not need to change where you sit in the organization. You will need to change your mindset to have the courage to lead.
Johanna will discuss how you can develop an agile mindset, seeing and living the “art of the possible.” We’ll discuss how your mindset influences your change artistry tools, and maybe even what you call yourself. We’ll see how to learn from small successes and continue to make progress, as you change yourself and your organization. You can start your change by changing your mindset to be one of change artistry and leadership.
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When you think of hiring for your team, does the paperwork overwhelm you? Are you concerned about the number of interviews you seem to need to make a great decision? Do you ever have trouble making a decision, to know if this candidate is right for you --the team, the project, and the organization?? You know the cost of hiring people is high, and the cost of not getting the right person is even higher.
You can apply agile approaches to your hiring, iterating on everything. You can get feedback as you go, and involve the entire team, including the sourcing. You can teach your recruiters to use a kanban board to track candidates and where they are in the pipeline. You can iterate on the job description (and job ad) based on what you see in candidates. When you involve the entire team, you can create questions and auditions that work for you. You can identify candidates who fit your culture and those who don't.
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Agile changes how we develop products. We no longer have the big design up front, or even know enough about what the product might do at the beginning. How can you continue to create great products that people will want, and that will be coherent? You can change your perspective from serving the product to serving the people.
When you include servant leadership for the people on the teams, you continue your work as a traditional architect: shepherd the business value of the architecture, explore possibilities so the teams can implement, and create new ideas for how the product(s) will fit together. In addition, you coach and serve the people on the teams. You no longer have to be the only one with the vision. You can share the vision.
This challenges everyone: you and your sense of worth; the teams and how they work with you; and the organization for who does what, how, and how to compensate everyone.
In this talk, Johanna Rothman will discuss how agile creates opportunities for architects, and what servant leadership can look like for architects.
Becoming-an-agile-leader
Agile is about the ability to inspect and adapt to change. Can we become adaptable agile leaders? You don’t need to change your title. You might not need to change where you sit in the organization. You will need to change your mindset to have the courage to lead.
Johanna will discuss how you can develop an agile mindset, seeing and living the “art of the possible.” We’ll discuss how your mindset influences your change artistry tools, and maybe even what you call yourself. We’ll see how to learn from small successes and continue to make progress, as you change yourself and your organization. You can start your change by changing your mindset to be one of change artistry and leadership.
(BTW, when I say "Change is good. You first," I mean that you model the change you want other people to consider.)
Scaling Agile Projects to Programs: Networks of Autonomy, Collaboration and E...
Are you trying to scale your agile project to a program, a collection of projects with one strategic objective? If you do what you’ve done with one small project, you’ll get bloat. Instead of bloat or large frameworks, you can use agile and lean approaches to manage your program with small-world networks. Small world networks help each team to remain autonomous, and still collaborate and explore across the program.
The common risks for software programs are how to manage the interdependencies, how to nurture the architecture, how to see the status, and how to release an entire product. When we ask feature teams to collaborate and take responsibility across the organization, the teams can manage many of the interdependency and architecture challenges. With program management, we can see the status and release the entire product.
Agile Hiring: It's a Team Sport
When you think of hiring for your team, does the paperwork overwhelm you? Are you concerned about the number of interviews you seem to need to make a great decision? Do you ever have trouble making a decision, to know if this candidate is right for you --the team, the project, and the organization?? You know the cost of hiring people is high, and the cost of not getting the right person is even higher.
You can apply agile approaches to your hiring, iterating on everything. You can get feedback as you go, and involving the entire team, including the sourcing. You can teach your recruiters to use a kanban board to track candidates and where they are. You can iterate on the job description (and job ad) based on what you see in candidates. When you involve the entire team, you can create questions and auditions that work for you. You can identify candidates who fit your culture and those who don't.
Note: I ran this session is a timeboxed interactive workshop. You can use the activities here to hire better.
Agile program management: scaling collaboration across the organization
You have more than one project team who needs to collaborate with another team. Maybe you only have one technical team and a bunch of other people you need around the organization so you can release. And, you’ve heard of “frameworks” and “discipline” that don’t sound heavyweight, and maybe not so agile. Can you have a larger program and still be agile?
Yes. We already know how to use program management to deliver larger efforts. Agile and lean program management uses small-world networks of collaborative teams to solve problems and deliver features fast. That demands the entire program be agile and lean—to collaborate across the organization. Johanna Rothman shares how to see and use agile roadmaps and create small world networks to create a culture of delivery that works. Help your project teams to become more lean and more agile so that you have working product releases all the time.
What makesyoua greattestleader
We’ve heard that leaders eat last or that they ask why. We’ve heard that leadership is doing the right things or influencing others. We’ve heard that leaders have the vision and take people where they want to go. Leadership might be all of those things. Does that describe you as a test leader?
Great test leaders lead from their personal mission. They adapt to their context. They can solve problems, not alone, but with others. They develop other people, so they can create an organization that has more capacity than it did before.
Join Johanna Rothman to learn how you might discover your personal mission. Learn how can you increase your adaptability, a hallmark of a great leader. Consider how you might solve problems across the organization, helping other people develop their skills for their benefit and the organization.
Eight traps.networking
You know that looking for a job is a mostly a matter of who you know. You know you need to network, to find those loose connections. Sometimes, networking feels as if you are a “social” butterfly, never making real connections. You fall into networking traps, instead of networking with authenticity.
We’ll address eight common networking traps and discuss what to do instead so that your networking is successful and helps your job search.
What you will learn:
1. Why Spray-and-Pray is hurtful to you, and what to do instead.
2. Why you can’t network from your chair.
3. How to “work a room.” (You don’t have to work the entire room.)
4. Why you can’t network in the same places all the time.
5. How to organize your networking so you’re not just networking all the time.
6. How to be aware of when your not-job-searching is taking precedence over your job search
7. What Impostor Syndrome is, and how to avoid it.
8. Why a zombie profile on LinkedIn can hurt you.
Hiring.for.cultural.fit
Do you find it difficult to hire great people? Maybe you know something is wrong, but you don't know what. Maybe you don't feel "chemistry" with the candidate. You can hire for cultural fit, and eliminate that icky feeling or the lack of chemistry.
You need to understand your corporate culture, and your culture as a hiring manager. You can then develop great interview questions and auditions to reflect your culture to see if a candidate will fit. Learn how to think about interview questions to use cultural fit to your advantage, instead of discarding candidates for that uneasy feeling.
Creating an Adaptable life
Change happens to us all the time. Normally, it happens so slowly that we don't particularly notice. Sometimes the change happens so quickly that we do notice.
My life changed in September 2009. With sudden hearing loss and constant vertigo, my life took a sudden turn. I learned to ask for help; to accept that I can’t control everything; to see the current state so and to envision where I want to go. I'm adapting how I work, live, and travel so that I can be successful. Things have changed; adapting has allowed me to continue to live, work and enjoy my life. Does this sound like an agile approach to life to you?
Irrespective of your changes, you must adapt to the new challenges. It may be a move to agile or working with partners and other teams who are adopting new ways of working. For some of you, change might feel subtle. For some of you, change can feel like a 2x4. How do you adapt to ensure you are still successful and enjoy your life?
At Least Five Tips to Improve Your Geographically Distributed Agile Team
Geographically distributed agile teams are here to stay. How do we make the most of our teams and keep our hair? In this interactive talk, I outlined more than five tips for teams to consider.
Improve socialnetworkingskills
You don’t have to be a social butterfly to succeed with social networking. Whether you are searching for a new job, marketing your business, or recruiting for a candidate, you need to know how to network. But as a professional, you want to network with authenticity. Authentic networking means making a warm connection--having a reason to connect. You need to build your reputation to network.
You start to build your reputation at work. You extend your reputation on social networking sites, mailing lists, and with online participation.
During this session, you will analyze your current online network and your current online participation. You will focus on using social networking sites, mailing lists, and other online email and writing to build your reputation. You’ll leave with an action plan and a budding network to help you with that action plan.
Yesorno.impossible
What do you do when you are asked to multitask? You are faced with an impossible situation. Don't give up. Create your own project portfolio and say, "No" in a politically correct way.
Agile programmanagement.collaboratingacrossorganization
If you want to scale agile to programs, you want to collaborate across the organization. Consider autonomy, collaboration, and exploration as bywords for your feature teams. Consider small world networks as your organizing principle.
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What's New About Agile Teams? They work collaboratively. In this talk, I added a small piece about chartering.
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Overcoming Three Pitfalls of Transitioning to Agile
- 1. OvercomingThree Pitfalls of Transitioning to Agile Johanna Rothman New: Hiring GeeksThat Fit www.jrothman.com @johannarothman jr@jrothman.com 781-641-4046
- 2. © 2013 Johanna Rothman 2 Three Common Pitfalls to Agile Transition 2 1.Stories too big for the iteration 2.“We need an expert!” 3.Implementation across the architecture, not through it
- 3. © 2013 Johanna Rothman “The Iteration isToo Short” aka The Stories areToo Big 3 We can’t get anything done in 2 weeks We can’t get anything done in 3 weeks We can’t get anything done in 4 weeks ... Stories are humungous What do you do?
- 4. © 2013 Johanna Rothman Strategies for “Stories are too Big” Swarm around stories What’s the first thing you can do that adds business value? Shorten the iterations Use kanban so you can see the flow of features through the teams and see bottlenecks (visualize where things are) Stop estimating; Start delivering 4
- 5. © 2013 Johanna Rothman Experts are Rampant “I’ll take this story. John will take that story. Dan takes this story.” “We need an expert for that story.” 5
- 6. © 2013 Johanna Rothman Strategies for “We Need Experts” Never let the expert work alone Pair the expert with another person Pair other people together Banish the expert and let the team manage the problem Stagger the projects to use the expert Hire more experts Understand why you have this problem 6
- 7. © 2013 Johanna Rothman ImplementationThrough the Architecture An artifact of component-based organization 7
- 8. © 2013 Johanna Rothman8 WhatYouWant to Implement
- 9. © 2013 Johanna Rothman Stay inTouch? Upcoming book: Agile and Lean Program Management: Collaborating Across the Organization on leanpub Much more on jrothman.com www.jrothman.com/pragmaticmanager www.jrothman.com/blog/mpd Please link with me on LinkedIn 9