Manage.your.job.search
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This document discusses using a personal kanban system to help manage the iterative job search process. It recommends breaking the complex project of a job search down into smaller, achievable steps using a kanban board with columns like "To do", "In Progress", and "Done". Examples are given of what a first and second week of a job search project may include. It also provides tips for keeping tasks small, reflecting on progress regularly, and avoiding perfectionism or taking on too much work at once. The goal is to help make the overwhelming process of a job search more manageable and ensure steady progress through iteration and reflection.
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Similar to Manage.your.job.search (20)
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Transparent Decisions: Managing the Project Portfolio
Agile programmanagement.collaboratingacrossorganization
Agile programmanagement.collaboratingacrossorganization
Improve Your Social and In-Person Networking Skills
Improve Your Social and In-Person Networking Skills
At Least Five Tips to Improve Your Geographically Distributed Agile Team
At Least Five Tips to Improve Your Geographically Distributed Agile Team
Overcoming Three Pitfalls of Transitioning to Agile
Overcoming Three Pitfalls of Transitioning to Agile
Automattic’s Remote Work Framework: How to Reach Autonomous & Asynchronous Ni...
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More from Johanna Rothman
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.
Agile approaches allow us to complete small features, assess them and our process, and take the next feature off the backlog. What if we were able to generate the big-picture vision for the product, and yet be able to change what the teams work on next? We would have the best possible approach to product planning and delivery. That’s why using agile and lean roadmapping works so well for products that take three months or more to deliver.
Agile program management: Scaling Collaboration Across the Organization (Agil...
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.
Agile h iring.team sport.phillyete
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.
Agile Architect as Servant Leader
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.
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?
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.
Exploding Management Myths
I've been writing management myths for the last 18 months. Here are some of my favorites: 100% utilization, promote the best technical person into management, no time for training, "work smarter," the myth of the expert, objective ranking systems work and are objective and several more.
I told stories with each of these myths.
Influence.and.authority
how to develop your personal power and influence to accomplish work in the organization. Start from where you are.
It's a talk, so I told stories. Don't be surprised if you can't follow the transitions. Sorry... Look for more in the Agile Program Management, coming soon on leanpub.com
More from Johanna Rothman (16)
Agile and Lean Roadmapping: Incorporating Change at Every Level of Product Pl...
Agile and Lean Roadmapping: Incorporating Change at Every Level of Product Pl...
Agile program management: Scaling Collaboration Across the Organization (Agil...
Agile program management: Scaling Collaboration Across the Organization (Agil...
Learn to Say No and End Your Multitasking (Agile Prague)
Learn to Say No and End Your Multitasking (Agile Prague)
Think Big, Plan Small: How to Use Continual Planning
Think Big, Plan Small: How to Use Continual Planning
Scaling Agile Projects to Programs: Networks of Autonomy, Collaboration and E...
Scaling Agile Projects to Programs: Networks of Autonomy, Collaboration and E...
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Manage.your.job.search
- 1. ManageYour Job Search Johanna Rothman New: Hiring GeeksThat Fit @johannarothman www.jrothman.com jr@jrothman.com 781-641-4046
- 2. © 2013 Johanna Rothman The ProblemWith a Job Search 2 It’s a big complex project It’s overwhelming Your emotions are all over the place It’s so easy to get interrupted It doesn’t end until you have an offer in hand Which means you have to iterate
- 3. © 2013 Johanna Rothman Why Learn a New System? A complex project requires a system that breaks down the complexity into something that works for you You need to prepare for your success 3
- 4. © 2013 Johanna Rothman Plan to Iterate How you look for a job Where you look for a job On your resume On your networking On everything 4
- 5. © 2013 Johanna Rothman We Have a System for Iteration It’s called “agile” Helps you get feedback But agile is built for cross-functional teams You are not a team; you’re a person 5
- 6. © 2013 Johanna Rothman You Need a System for Flow Personal kanban helps with flow Helps you see small achievable steps to get to the next place 6
- 7. © 2013 Johanna Rothman You can use personal kanban inside one-week iterations to manage your job search project 7
- 8. © 2013 Johanna Rothman Let’s See an Example 8
- 9. © 2013 Johanna Rothman9 A Possible FirstWeek for a Newbie
- 10. © 2013 Johanna Rothman A Possible SecondWeek 10
- 11. © 2013 Johanna Rothman Keep Iterating 11 You might iterate on your resume: Write draft 1 Get review from Sally, John, and Dan Do several other things in order (1, 2, 3) while you are waiting, such as request references Later, write draft 2.That would be a separate sticky
- 12. © 2013 Johanna Rothman12
- 13. © 2013 Johanna Rothman DecideWhat’s Next 13 You decide what to do next week based on your accomplishments and what’s important now You don’t over-commit You write down everything you need to do You retrospect to assess your progress
- 14. © 2013 Johanna Rothman KeepYourTodos Small We like to make progress We are not good at multitasking The way to keep your spirits up and to make progress is to keep your todos small You won’t get confused with an interrupting phone call You can make progress with small chunks of time 14
- 15. © 2013 Johanna Rothman Retrospect Many ways to reflect Plus/Minus/Change Proud/Sorry Facilitated Conversation MindMap of your week Quantitative data of your week Five whys 15
- 16. © 2013 Johanna Rothman Tips to MakeThisWork You can finish every todo in two hours or less You can finish the week’s work in the time you have for your job search Your todos are independent from each other 16
- 17. © 2013 Johanna Rothman AvoidTheseTraps Keep going Perfection is the enemy of the good Don’t beat yourself up Don’t have too much work in progress (todos in the In Progress column) Know that you will never have the perfect resume 17
- 18. © 2013 Johanna Rothman What Questions DoYou Have? 18
- 19. © 2013 Johanna Rothman Let’s Stay inTouch... ManageYour Job Search on leanpub Hiring GeeksThat Fit on leanpub.com, Pragprog.com,Amazon Much more on www.jrothman.com/blog/htp Pragmatic Manager: www.jrothman.com/pragmaticmanager Please link with me on LinkedIn 19