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The objective is to receive feedback and prioritize it internally against (1) company objectives (2)customer pains/experience (3) Quarterly Product OKRs and ship out solutions. . A feedbackloop is: part of a system in which some portion (or all) of the system’s output is used as input for future operations.
Strategy and Product FeedbackLoops. These problems and questions are all about delays in the system's feedbackloops. It's time to see these feedbackloops, starting with the team. How Long Are Your Team's FeedbackLoops? Product-Only FeedbackLoop. Roadmap FeedbackLoops.
Consider the Continuum of FeedbackLoops and Decisions. I like to think about the feedbackloops as a way to discuss those frequencies. I introduced you to the way I think about feedbackloops back in Multiple Short FeedbackLoops Support Innovation. Strategy and Product FeedbackLoops.
This part is about shortening feedbackloops. They had one piece of feedback: the checkin broke “unrelated” code. It was time to see their feedbackloops. See Your FeedbackLoops. Every project (or effort) has at least one feedbackloop. How Long Are Your FeedbackLoops?
Speaker: Johanna Rothman, Management Consultant, Rothman Consulting Group
When we focus on experimentation, small bets, and short feedbackloops, we can create the kinds of products our customers will love. Join Johanna Rothman, author and consultant, to consider these options for your products and organizations: How to use the idea of working to create change rather than manage change in planning.
” (The team feedbackloop is the inside of the onion for how agile the organization can be. See Multiple Short FeedbackLoops Support Innovation.). The post Shorten Team FeedbackLoops with These Three Questions to Increase Throughput appeared first on Johanna Rothman, Management Consultant.
And, batching the product planning in one-quarter chunks doesn't encourage us to reduce the feedbackloop duration. When we optimize for shortening feedbackloops, we can create more experiments and have more options for the product. Your feedbackloops become long. Visualize Your Current FeedbackLoops.
Could a team reduce the feedbackloop durations? In Phase Gate or Other Serial Approaches… When projects use a phase gate approach or an otherwise serial approach to the project, the requirements people spent a bunch of time writing down “all” the requirements, the feedbackloops were very long.
Most of the hardware teams I've worked with (inside an organization and as a consultant) have fewer people. FeedbackLoops Drive Collaboration. What kind of feedbackloops does a hardware team need? The question I have is which feedbackloops does this team need? See Team Size Matters, Reprise.).
If your team has to change what they do one month or six weeks into a quarter's estimation or commitment, the product feedbackloop is too long. Product FeedbackLoops are Different than Project FeedbackLoops. I've focused this series on product feedbackloops, not project feedbackloops.
Your planning feedbackloops can be longer. We need short feedbackloops in the project/program to see where we are and make small adjustments. Even if you do encounter technical problems, agile approaches help manage those problems with short project feedbackloops. We know what we have to do.
Then I read Lorin Hochstein's brilliant assessment in On productivity metrics and management consultants. All of us consultants can do the same. And I argue, those of us who are successful consultants—that's the point of our IP. How Political Capital and IP Work for Consultants Political capital works in many ways.
Many of my clients are trying to use short feedbackloops in agile approaches. The more need for product innovation and change, the shorter the feedbackloops need to be. The team needs very short feedbackloops from the time they create the experiment to the time they receive feedback.
I finally had the transforming idea about how to position the talk: Roadmapping and product planning are about feedbackloops. The shorter the feedbackloop, the faster and more often we can learn. That feedbackloop works in at least these ways: The faster we learn, the more often we can question our product assumptions.
Strategy and Product FeedbackLoops About 20 years ago, I taught a project management workshop to IT people. That's why the duration of the internal feedbackloops is so important. I used the image above in Multiple Short FeedbackLoops Support Innovation. Show them your feedbackloops and your cycle time.
These include roles at Motorola and AT&T along with dozens of companies as an innovation and product development consultant. Identify the right place to bring those components together to create a prototype you can put in front of customers to get the feedbackloop going. After this, the tactics are similar to Scrum.
However, the more often we deliver in short feedbackloops, the more often we can make strategic decisions. The shorter the feedbackloops, the easier it is to use what we finished to make a new decision about the next bit of work at all levels. Short FeedbackLoops Can Create More Decision Points.
. #8 AskNicely for collecting feedback data and generating testimonials AskNicely’s NPS dashboard. AskNicely is a feedback tool designed to automate NPS surveys and create continuous feedbackloops for customer-facing teams. It is best suited for collecting actionable insights and daily feedback.
Strategy and Product FeedbackLoops Many of my middle-management and senior leadership clients want certainty about future work. However, I don't do long consulting contracts—by design. But most of my business focuses on coaching, workshops, or consulting. Remember I said I don't take long consulting engagements?
Strategy and Product FeedbackLoops. We change the feedbackloops. That's the point of all those feedbackloops in the image above.). We change the drivers for the feedbackloops. How Changing the FeedbackLoop Drivers Might Work. Or finish a project.)
The series: Balance Innovation, Commitment, & FeedbackLoops: Part 1: High Innovation Products. The post Balance Innovation, Commitment, & FeedbackLoops: Part 2: Moderate Innovation Products appeared first on Johanna Rothman, Management Consultant. Next up is the low innovation product circumstance.
Here’s what he writes: Some decisions are consequential and irreversible or nearly irreversible – one-way doors – and these decisions must be made methodically, carefully, slowly, with great deliberation and consultation. If you walk through and don’t like what you see on the other side, you can’t get back to where you were before.
The problem is that the feedbackloops are too long because the WIP (Work in Progress) is too high. Managers pressure both the teams for faster blue feedbackloops, and pressure the product people for faster red feedbackloops. All to create faster green feedbackloops.
Shorten FeedbackLoops. Next, I suggested that the team find ways to shorten their feedbackloops , in Part 2. I suggested that first, you see your feedbackloops. (I When we shorten feedbackloops, we can tell if we're working on the right work. Or, if we're working right.
” It depends on how your lifecycle manages feedbackloops and learning, how collaborative the team is, and how much WIP the team has. Each Lifecycle Manages FeedbackLoops Differently Brooks wrote the original version of The Mythical Man-Month in 1975, based on the 1960s IBM 360 project. .”
Do you need feedbackloops so you can: Cancel the project at any time (to manage schedule and cost risks. Frequent releasing offers us feedback in many ways: Know that we're solving the right problem. Frequent releases help us manage risk with shorter feedbackloops. What risks does your project have?
This part requires fast feedbackloops in my brain and with colleagues. I need fast feedbackloops to write fast. The post Writing Secret 2: Increase Writing Speed When You Separate Writing From Editing appeared first on Johanna Rothman, Management Consultant. Tinkering with design. Writing code and tests.
According to the Futurice Customer Survey (2024), a leading digital innovation consultancy, 70% of respondents said they were likely or very likely to switch providers for a more reliable mobile app. They involve constant testing, feedbackloops and iterative design changes that adapt to evolving customerneeds.
Feedbackloops and delays for managers. appeared first on Johanna Rothman, Management Consultant. The kinds of workspaces we need. Psychological safety. One-on-ones. I've known Joe for a long time and have enjoyed all my conversations with him. I hope you enjoy this podcast! The post Podcast with Joe Krebs on Agile.FM
See Multiple Short FeedbackLoops Support Innovation.) Strategy changes less often because we don't tend to have the same kind of feedbackloops for the value we want to offer. We use a variety of feedbackloops. (In Roadmaps are tactics, not strategies. This means they need to change, and often.
There's an interesting reinforcing feedbackloop here: The team learns by working together. That reinforcing loop has a large implication: The more a team learns and works together, the less anyone outside the team can understand what one person contributes alone. Ability to ask for help (which might be related to feedback).
The team has long feedbackloops. We next attacked the feedbackloop problems. Build Team Resilience: Shorten FeedbackLoops (Part 2). The post Build Team Resilience: Work Together (Part 1) appeared first on Johanna Rothman, Management Consultant. Teams can build resilience in many ways.
Schedule variance assumes we don't have feedbackloops inside the project, or that we don't learn anything. Software product development requires feedbackloops and learning. In my experience, the feedbackloops and the learning would take longer than he anticipated. ” I laughed and said no.
The tactical questions help you realize where you need short feedbackloops between strategy and tactics. Yes, please read the Multiple Short FeedbackLoops Support Innovation.). If you use the image above, the strategic questions help you decide what's unique to your business, above the middle line.
The Product Value Team can create short feedbackloops between the various kinds of planning, the team, and the customer. I have only worked in and consulted with organizations that have more products (or ideas) than they have teams to do the work. What kind of collaboration do you need to create short feedbackloops?
However, if you have shorter feedbackloops , you might want to separate those experiments into smaller chunks. Experiments Create Shorter FeedbackLoops. Remember, the shorter your feedbackloops, the more decision points you can create. But thinking in experiments has another value to everyone.
Feedbackloops. Lily enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. He joins us on the podcast to level up our retro game. In this episode, sponsored by Mind The Product Membership, listen to learn about: * Using Retrospectives effectively.
Since each product has its own innovation risks, the more a team plans for more frequent feedbackloops and decision points, the more agility the team will have. That's why unplanned feedbackloops kill efforts and make everyone's lives worse. Intentional feedbackloops allow a team to manage project and innovation risks.
I'll wrap this series up with what you can do if your managers love predicting instead of using feedbackloops. That's because we almost always used Alternative 3, with more feedbackloops. Projects Incorporate Feedback Regardless of Lifecycle. First, I'll explain the various lifecycles.
See the feedbackloop posts.). The post How to See Business Agility: Adaptable and Resilient Management Actions appeared first on Johanna Rothman, Management Consultant. Where do you have flexibility with your roadmap and backlog? See Large Features and Long Deadlines Are Gantt Charts.). You might need other questions.
. “Not only do I look for people with CSM high-touch enterprise experience, but I’ve also broadened out and looked for people with no CSM experience and no SaaS experience but who have deep consulting experience. Are there other ways that organizations can go about making sure that the feedbackloop is as smooth as possible?
I addressed short feedbackloops in Part 2. The more the team collaborates as a team (part 1) , and the more they normally shorten their feedbackloops ( part 2 ), and the more the team can work when they are virtual (this part), the more resilient they can be. Build Team Resilience: Shorten FeedbackLoops (Part 2).
See Manage Unplanned FeedbackLoops to Reduce Risks and Create Successful Products.) Choose When to Experiment and When to Deliver appeared first on Johanna Rothman, Management Consultant. Too little joy or ease, often because the team's WIP is too high. So I wrote a book. The Eastern time is 11 am, etc.)
You might like the Balance Innovation, Commitment, & FeedbackLoops series.). The post We Won’t Return to Normal; We Will Discover Normal appeared first on Johanna Rothman, Management Consultant. We might have technical risks for how we do it. We might need clarification, but the work itself doesn't change much.
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