Agile and Lean Program Management: Scaling Collaboration - download pdf or read online

By Johanna Rothman

If you’re attempting to use agile and lean on the application point, you’ve heard of a number of ways, all approximately scaling procedures. yet, if you happen to reproduction what one staff does for numerous groups, you get bloat, no longer supply. rather than scaling the method, scale everyone's collaboration.

Teams and application point humans can come to a decision the best way to observe agile and lean to their paintings. the way to collaborate round deliverables, no longer conferences. examine which measurements to take advantage of and the way to take advantage of these measures to aid humans bring extra of what you will want (delivered price) and not more of what you don’t wish (work in progress). Create an atmosphere of servant management and small-world networks. learn how to let autonomy, collaboration, and exploration around the association and carry your product.

Scale collaboration and bring your product.

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Extra resources for Agile and Lean Program Management: Scaling Collaboration Across the Organization

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2. Your core team, if you need one, is as large as you need it to be, and as small as you can make it. ” 3. Make sure the core team consists of everyone you need to release the product. ” 4. Start Your Program Right If you want your program to succeed, start in a way that promotes success. Use a program charter to define the vision and what done means for the entire program. In addition, create the first agile roadmap to show everyone the big picture, the product direction. 1 A Program Charter Sets the Strategy Starting a program is a lot like starting a project.

That might cause them to be in the Complex part of the framework until they run some experiments to see what they can do. As a program manager, how can you identify issues early when you encounter Complex again? How can you help the program move from Complex to Complicated? There are no easy answers. There is no recipe. This is work. It’s the reason why we need program management, to recognize and solve problems across the organization. The Cynefin Framework reveals why agile program management can be difficult.

Because the core team is cross-functional, the people on the core team can help different departments and projects understand how they are interdependent. The core team embodies the principle of business people and developers working together. 5 Do You Need a Core Team? You might not need a core team if you have a small program. You might need a software program team with a few cross-functional people, such as the person who shepherds the product to release, maybe called Deployment or Release. Consider Your Program Context 25 Imagine you have a web-based product.

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Agile and Lean Program Management: Scaling Collaboration Across the Organization by Johanna Rothman


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