Johanna Rothman

Consider Innovation and Personas When You Create Roadmaps, Part 5

Johanna Rothman

We use product roadmaps to see where we want to go and the options we might take to get there. Yet, so many of our roadmaps offer only a single and certain destination. If we don't see options, we reduce our innovation decision points—and possibly disappoint our customers.

Help Your Customers React the Way You Want with These Roadmap Options, Part 3

Johanna Rothman

In Part 1 , I said that customers need a different kind of roadmap than teams do. Teams need the focusing details now and a way to look forward. But, depending on where your product is in the market, your customers might want or need different information. Let's start there.

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Why Car Roadmaps Are Not the Same as Product Roadmaps, Part 1

Johanna Rothman

Several of my clients have various roadmap problems. They want a single product roadmap to serve all these purposes: Focus the team's work for this specific product for the short term. That includes some look-ahead to see the next bit of upcoming work when the team has more capacity.

What Senior Managers Want & Need from Roadmaps: Predictability and Options, Part 4

Johanna Rothman

In Part 1 , I said that product roadmaps are not like car roadmaps. But even car roadmaps showed places of interest—options—for the driver and passengers.

7 Winning Lead Generation Strategies to Drive Growth

As B2B companies pivot to keep pace with a quickly changing marketplace, a data-centric approach to lead generation can be the difference between remaining competitive or being left behind. Get real-world examples and inspiration from leading B2B businesses in this whitepaper.

Choose How to Visualize Your Product Roadmap for a Team’s Product Focus, Part 2

Johanna Rothman

As I said in Part 1 , teams use backlogs and roadmaps to know what's now and what's next. Teams use backlogs for the day-to-day tactical decisions. And when teams can see what's next, they can keep the strategic decisions in mind. What do teams need to know about the product now to focus their work?

Writing Secret 7: Write to Fool Your Imposter Syndrome

Johanna Rothman

Writers have a problem product development teams don't have: Imposter Syndrome. That's when you think you're a fraud. Even though you have experience and expertise. Fear drives Imposter Syndrome. Too often, writers let the fear win.

How and When to Use Timeboxes, Iterations, and Sprints to be Most Effective

Johanna Rothman

A colleague unfamiliar with lifecycles or agility asked, “How can we use sprints in this approach?” ” and pointed to a phase-gate approach with documentation deliverables after each phase. It looked just like the serial lifecycle in the image on the left.

Demo 95

See and Resolve Team Dependencies, Part 3: Some Component Teams, Some Feature Teams

Johanna Rothman

Continuing the series on dependencies… Maybe you don't have the problem where the team creates internal dependencies with their process. And you don't have to wait for someone outside the team to approve your work—an organizational process.

Agile 99

See and Resolve Team Dependencies, Part 4: All Component Teams, Complex Product

Johanna Rothman

Integrated System Program. The larger your product, the more likely you have components teams. I often see component teams because of the architecture of the product. In this first image, the Integrated System Program, the rest of the product uses the Platform of Common Services as components.

How to Choose the Right Business Intelligence Vendor

How does your current BI vendor stack up against the competition? Who’s the perfect vendor for your business needs? Find out by downloading your complimentary copy today!

See and Resolve Team Dependencies, Part 2: One Person Outside the Team

Johanna Rothman

Small-World Network. Does your organization have an enterprise architect or Chief Product Person? We create these positions to check that the teams don't try to implement something “wrong.” ” However, a single person in this position creates bottlenecks and dependencies. (A

Encourage Management Collaboration to Integrate Leading and Serving Others

Johanna Rothman

I said in the Modern Management books that managers lead and serve the team (at all levels). However, I've seen organizations try to separate the leading work from the serving work. That's when the organization creates “people” managers.

Use Deliveries to Offer New Decision Points for Tactics and Strategy

Johanna Rothman

We often think that finishing a story from the backlog is “just” tactical. However, the more often we deliver in short feedback loops, the more often we can make strategic decisions. Finishing a story creates a new decision point, for both the product and the corporate strategy.

Remote Work: Ways to Think About “Fair” Compensation and Benefits

Johanna Rothman

Before the pandemic, Jenny, the VP of Engineering, insisted that the engineering staff needed to work in the Boston area. She expected that people would mostly work in the office, and they did. However, during the pandemic, Jenny changed her mind.

How to Run Your Business Like a CPO: Product Management From a Pro

Speaker: Karl Rumelhart, CPO at Gainsight

Join Karl Rumelhart, CPO at Gainsight, to discover key insights from a CPO perspective on how product teams can make an impact on their organizations, even in today’s economic climate.

Large Features and Long Deadlines Mean You Have a Gantt Chart, Not a Roadmap

Johanna Rothman

Several of my clients have internal struggles about how to internally see the future of the product. The teams want to use an agile approach so they can incorporate learning. The managers want rigid roadmaps. Because the managers want to “know” the teams will deliver it all.

Leadership Tip #19: How “Team Building” Activities Help and Hurt People and Teams

Johanna Rothman

Dan, a Vice President, worries that his teams work more as individuals than as teams. He's a physically active guy and decided that teams can choose from these activities: a zip line course, a hike up and down a local mountain, or an escape room.

A Common Tool Trap: the Tool Will Help Your Delivery and Planning Problems

Johanna Rothman

Over the past couple of weeks, several potential clients have discussed problems they want to fix: What are the teams doing, at a detailed level? The managers want to know when the teams will finish certain features in the short term.). How can they plan for six months at a time?

Leadership Tip #11: Substitute the Word Trust for Empower

Johanna Rothman

We talk a lot about empowered or self-organizing teams in the agile community. However, I don't see too many self-organizing or empowered teams at my clients. Not because my clients are stupid—far from it. Everyone does the best job they know how to do.

Better Learning, Better Results: A Guide for Product and Project Leaders

Continuous improvement is the differentiator that can drive your team to the next level. Download our 4-step guide to collaborative learning and position your team for success.

What Does Your Culture Value: People “Efficiency” or Work Throughput?

Johanna Rothman

Resource Efficiency. A senior manager said, “We give our resources everything they could need: technology, tools, even some training. Why are they so slow?” ” I asked, “How many projects are they working on?” ” “Each resource has at least two projects so they stay productive and efficient.” ” These managers have created a resource efficiency culture, not a flow efficiency culture, as in the image above.

Books 60

Invisible Women as Part of Security Questions

Johanna Rothman

The good news is most sites realize we, the users, need nudges to create strong passwords. The bad news is too many of those nudges reject strong passwords from password managers. (I I use and am happy with 1Password.).

Five Questions to Create Your Successful (Hybrid Remote) Cluster Team

Johanna Rothman

I'm seeing different kinds of “hybrid remote” teams these days. I already wrote about satellite teams (see Five Tips for Your Successful (Hybrid Remote) Satellite Team ). Now, I'm also seeing cluster teams.

Writing Secret 4: Effective Nonfiction Writers Cycle Between Writing, Thinking, & Learning

Johanna Rothman

If you've ever tried to write nonfiction, you probably encountered these problems: Your readers only understood what you wrote. Not what you meant to write. Only some readers got value from your pieces, not everyone.

The Benefits of Infused Analytics for SaaS Applications and Companies

If you want to be successful, you need the best technologies, and the best technologies come from having the best embedded partners. See how infused analytics can take your SaaS applications to the next level.

Join the Q2 2022 Free Your Inner Writer Workshop

Johanna Rothman

Thinking about bringing your writing skills to the next level? Want to write and finish? You can. You can learn what works for you. Enroll in my Q2 2022 Writing Workshop 1: Free Your Inner Writer & Sell Your Nonfiction Ideas. You write. I support you with personal feedback on your writing.

Throughput: Why Salary Costs Matter Less Than You Think They Do

Johanna Rothman

Dan, a VP, knows he needs more people to get the work done. Suzanne, one of the directors, starts to hire and realizes she has several problems. First, their salary bands are too low—candidates want more money. In addition, the people want to collaborate more than the existing people seem to.

Define Your Onboarding plan for New Hires to Create Personal and Team Success

Johanna Rothman

Tim, a first-level manager, asked me, “Is it reasonable for someone to quit after just a week? With no notice?” ” “No. What happened?” ” “Sam, a new developer, started on Monday. He told me today, Friday, he's not coming back.”

Leadership Tip #13: For Innovation, Remove at Least One Policy or Procedure a Week

Johanna Rothman

Some managers wanted to prevent Bad Things from happening in the organization, so they added policies or procedures. Now, these same managers want business agility. However, the policies and procedures increase friction and make it harder to get the Right Things done.

Omnichannel is Multichannel 2.0

Multichannel and omnichannel marketing are not the same. Many organizations are striving for omnichannel, but it can be a daunting journey—unless you have a map. Download your copy of the ultimate omnichannel guide today!

Purpose vs. Product: Differentiate Your Strategy from Tactics (Portfolio & Roadmaps)

Johanna Rothman

I'm struggling to write several posts and I realized I need to define my terms. I keep seeing managers confuse the strategic and tactical. That leads to large and unchangeable roadmaps and a lot of emphasis on predictability.

Leadership Tip 8: Stop Focusing on Happiness & Measure Satisfaction Instead

Johanna Rothman

Do you or your managers want people to be happy at work? That's a laudable goal. And, in my experience, unrealistic. That's because happiness is an outcome of a person's current life context. Instead of happiness, let's consider satisfaction.

How To Understand Your Team Type: Collocated, Satellite, Cluster, Nebula

Johanna Rothman

I've been hearing people talk about “hybrid” remote teams. So far, every person I've talked to means something different.

Leadership Tip 16: Decide When to Choose Power-With or Power-Over

Johanna Rothman

All decisions are a form of power. We exercise our personal power (power within) in many ways: when we decide where to live, what to wear, and what to eat. Not only that, we also choose our jobs, who we vote for, and where to go on vacation. We have a ton of personal power.

Scaling Agile With Collaborative Learning

Speaker: Yuval Yeret, Enterprise Agile Coach, AgileSparks; Aryeh Sivan, Senior Director of Engineering, Akamai Technologies; and Yuval Zach, VP Customers, Shamaym

Continuous learning is a new addition to the Scaled Agile Framework. Join us for a panel discussion with Akamai, AgileSparks, and Shamaym sharing successful strategies for scaling Agile and practical takeaways for your team.

See and Resolve Team Dependencies, Part 1: Inside the Team

Johanna Rothman

Even when managers try to create cross-functional teams, the teams still have dependencies. Dependencies slow and make finishing the work more difficult. Too many teams have a built-in dependency creator—code review. When we take time to perform code review after we write the code (or the tests), we create dependencies between the people on the team. Instead, we can consider a more holistic approach to code review and abolish those dependencies.