Johanna Rothman

Three Keys for Successful Agile Coaching: Level, Empathy, and Experience

Johanna Rothman

On the ANE panel last night, an agile coach asked, “What's my path forward as an agile coach? What do I do next?” ” That's a great question and one each coach might ask, to make sure they continue to add value to the client. Internal or external, all coaches have clients.).

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Faster Management Decisions Can Lead to More Ease and Better Results, Part 4

Johanna Rothman

If we want more ease and better results, we need to be able to change when the world changes. Yet, we don't always notice these changes, so we don't create options and experiment. Too often, we feel as if the world drags us down. We double-down on what we've been doing.

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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.

Monetizing Analytics Features: Why Data Visualization Will Never Be Enough

Five years ago, data visualizations were a powerful way to differentiate a software application. Today, free visualizations seem to be everywhere. Two trends are forcing application providers to rethink how they offer analytics in their products.

How Managers Can Use Flow to Plan to Create More Management Ease and Better Results, Part 3

Johanna Rothman

I started this series by realizing managers have (too) many decisions to make. The longer it takes managers to make any single decision, the longer it might take to make all the decisions. That's Little's Law, applied to decisions.

Acknowledge Everyone’s Emotions for a Congruent Layoff Conversation, Part 3

Johanna Rothman

Any time we mess with people's money, status, or ability to work, we create emotions—for ourselves and the other person. As managers, when we offer a job or a promotion, those emotions tend to be happy. But layoffs? Those emotions are rarely happy—for anyone.

Shorter Plans Results in More Management Ease and Better Results

Johanna Rothman

Many managers feel pressure to deliver finished work. They plan and replan—and ask the teams to plan and replan. They plan to be able to predict the future. But there are several problems with all this planning: These plans require prediction at all levels, from strategy to product to what the team delivers. That's a lot of pre-commitment to long roadmaps, large and long portfolios, and long backlogs.

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Lay People Off with Congruence to Make Better Business Decisions, Part 4

Johanna Rothman

I don't know of anyone who likes layoffs. However, they are one tool in your management toolbox. But so many layoffs don't return the results the managers expect. Worse, the layoffs alienate the previous employees and the survivors. And the 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.

How to Gain a Competitive Edge: A Deep Dive Into Supplier Diversity Programs

Speaker: Rod Robinson - SVP of the Supplier Diversity Practice, Insight Sourcing Group

In this exclusive webinar, Rod Robinson, SVP of the Supplier Diversity Practice Lead & Center of Excellence, dives into the key benefits corporations are seeing emerge from their supplier diversity programs and how you can gain invaluable competitive advantages with a supplier diversity program of your own.

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.

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.

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.

When HiPPOs Use Their Power to Decide for Other People

Johanna Rothman

Many agile teams and product leaders assume they can make many product decisions on their own. They do have some constraints, such as “this kind of customer” and “these kinds of problems.”

CCO + CMO: A Winning Partnership for Accelerated CX Growth

Find out how collaboration between a CMO and CCO can enhance the customer experience and drive business growth in this new ebook.

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?

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.

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.

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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.

Modern Data Architecture for Embedded Analytics

Data has gone from a mere result of applications & processes to being crowned king. Picking the right avenue to data architecture depends on your organization’s needs. Development teams should build in stages, starting with a task that can be solved.

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.

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.

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

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.

Customer Preferences: How Community Can Deliver a Simplified Experience

Your customers want a simplified customer experience. Make sure you give it to them with community. Download the whitepaper to learn more!

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.

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.

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.

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.

Blueprint to Modernize Analytics

The longer you wait to modernize your application’s analytics, the longer it will take for you to realize this value. A blueprint helps you define your new solution, plot out how to get there, and determine what you’ll need in terms of time and resources.

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.)

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.

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.

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?

A Strategic Guide to Community Gamification

Does creating engaged customers and impacting CS objectives sound interesting? Learn more about how gamification can help your customer success team in our free eBook.

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?

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.

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.

Best Practices for Deploying & Scaling Embedded Analytics

Today, sophisticated capabilities such as adaptive security, predictive analytics, workflow, and writeback are taking analytics far beyond basic dashboards and reports. With cutting-edge capabilities like these, application teams are able to differentiate their products from the competition.