Johanna Rothman

Create More Management Ease with Continuous Flow and Lower WIP: Aging First

Johanna Rothman

Most managers I see feel a ton of pressure for delivery. The managers need to “deliver” more projects, products, and features. That pressure rolls down to the teams. Too often, the team hears, “Can you just do a little more?”

Easier Product Development Decisions and Why Backlogs Might Slow You Down (Day 3)

Johanna Rothman

I'm halfway through this week of working through my too-high WIP. So far, I exposed my WIP and talked about how I planned to use continuous flow in Part 1. Part 2 was about cycle time and using Cost of Delay to make easier decisions.

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How Cycle Time and Cost of Delay Makes Product Development Decisions Easier (Day 2)

Johanna Rothman

As I said in my Day 1 post, my WIP is too high. Here's where I stand with my WIP: I completed one presentation, so I have 4 remaining. I have some feedback on the book that I need to integrate. I want to address the next 3 chapters, because they're the platform for the next part of the book.

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.

What Not to Do When Onboarding Your Customer

Speaker: Jamie Bernard, Senior Product Manager and Product Management Practice Lead at Nexient, an NTT Data Company

In this webinar, you will learn principles and practices to simplify your customers' onboarding experience

How You Can Find More Ease in Your Product Development (Day 5)

Johanna Rothman

I started this series by sharing my status of too much WIP (Work in Progress). My WIP was making me slightly crazed and I explained how I worked to reduce it. In case you're wondering, here's my current status: 3 presentations still on the list (I completed 2, including the one I recorded). The online workshop videos are complete. When Teachable settles down, I can start to upload. A total of about 1500 words on the book plus one image. I'm pleased with my progress. No fiction, no columns.

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.

Little’s Law for Any Kind of Product Development: How to Learn How Long Your Work Will Take

Johanna Rothman

Joanie, a new VP Engineering, joined the company a couple of weeks ago. Her boss, the CEO, wants to know how long it will take engineering to finish all the projects. Joanie asked the various leaders these questions for every project in progress: When did you start this project?

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.

How I Manage My Product Development: Ease with Continuous Flow (Day 1)

Johanna Rothman

As with many of you, sometimes my WIP (Work in Progress) is too high. When that occurs, I don't use a backlog or create iterations. Instead, I use continuous flow. That's because working in flow allows and creates ease in my development. This week, I want to finish these things: 5 presentations, one of which I need to finish today. 1 book. I started it in the wrong place, so I'm reorganizing and rewriting.

The Executive's Guide to Empathy-Driven ROI

In this guide from UserTesting, learn why empathy is at the heart of your organization's success, and how to promote a more customer-centric culture that's constantly testing its products, services, and messaging to ensure a strong connection with customers.

One Quick Way to Start to Manage Your Project Portfolio

Johanna Rothman

A project portfolio manager contacted me via LinkedIn. The question: How can this portfolio team start to manage the project portfolio when the organization has 600 projects? Right now, the portfolio team is supposed to read the status decks for each of those 600, to understand each project's status.

Shorten Team Feedback Loops with These Three Questions to Increase Throughput

Johanna Rothman

I see too many teams feel frustrated because their managers say the work takes “too long.” ” (The team feedback loop is the inside of the onion for how agile the organization can be. See Multiple Short Feedback Loops Support Innovation.). The longer the work takes, the more pressure managers exert on the team and the product leader. Teams and product leaders might exert pressure on themselves, too. But I mostly see external pressure.)

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 94

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.

Process, Product, and Profitability: Everything You Need to Know

Speaker: Michael Cardy - Red Hat Chief Strategist, Jason Tanner - CEO of Applied Frameworks, and Mike Mace - VP of Market Strategy at UserTesting

Join us to learn how companies mitigate risks through usability testing and real-time qualitative feedback from customers to efficiently launch and develop digital products.

How Business Cases as Experiments Change the Project Portfolio Decisions

Johanna Rothman

My clients all have too much work to do. So they ask the product or project leaders to write a business case for each effort. The clients claim this information helps them decide which work to do and not do. However, everyone knows each business case is at least partially fiction.

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.

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.

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.

The Top 5 Business Outcomes Companies Can Achieve From Monitoring Consolidation

In this eBook, learn what the top five business outcomes are that organizations see when leveraging Datadog's end-to-end monitoring tool.

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

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.

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.

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?

How Collecting and Managing the Voice of the Customer Will Strengthen Your Product

Product teams strive to incorporate customers’ needs in everything they build, but this can’t be done without clear strategy, processes, and feedback loops in place. In this eBook, you'll learn how to build a robust voice of the customer program.

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.

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.).

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?

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.

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.

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.

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.

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.

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.

Product Market Fit: A Lesson from Sephora’s Head of Product

Speaker: Sneha Narahalli - VP, Head of Product at Sephora

In this webinar, Sneha Narahalli, Head of Product at Sephora (Digital, Data & MarTech), will give you an iterative method for identifying and developing Product Market Fit.

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.

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.

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.

Modernizing Workloads with the Cloud: How to Improve Performance & Reduce Costs

In this eBook, you’ll learn how to migrate workloads to Azure and optimize performance for your serverless and containerized applications in Azure.