Download Agile and Lean Program Management: Scaling Collaboration by Johanna Rothman PDF

By Johanna Rothman

If you’re attempting to use agile and lean on the software point, you’ve heard of a number of methods, all approximately scaling strategies. yet, for those who reproduction what one crew does for a number of groups, you get bloat, now not supply. rather than scaling the method, scale everyone's collaboration.

Teams and application point humans can make a decision find out how to follow agile and lean to their paintings. methods to collaborate round deliverables, now not conferences. study which measurements to take advantage of and the way to exploit these measures to assist humans convey extra of what you will have (delivered price) and no more of what you don’t wish (work in progress). Create an atmosphere of servant management and small-world networks. learn how to allow autonomy, collaboration, and exploration around the association and convey 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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Let’s talk about how you might organize your program. 11 Principles of Agile and Lean Program Management 1. Take a product perspective. ” 2. Agile and lean approaches encourage a holistic approach to the product where you can change more easily to meet current needs. The principle is: “Welcome changing requirements. ” 3. Program managers are servant leaders. ” 2. Consider Your Program Context You and all the members of your program will make multiple decisions on a daily basis. The Cynefin Framework is a way of thinking about your context with the intent of guiding your actions.

You need to keep that number small enough so that you can facilitate the people in the room. For a program, especially if you have distributed teams, I recommend you get everyone on the core team in one physical location to create the charter. If someone says, “We don’t have the budget,” see the ideas in We Can’t Afford the Travel. 3 We Can’t Afford the Travel It’s time to charter the program, and you’re all separated by time zone. Your manager says no, the organization can’t afford the travel.

Ordinarily, you bring your program team together in one room to create the charter. But, what happens when your program is big? Or, it’s geographically distributed? Or, you don’t even know who is supposed to be on which program team? This is when program management demonstrates its value—when circumstances are not easy. 2 Develop the Program Charter with the Core Team The core team is responsible for the business value of the program. The charter defines why the organization is working on the program, and explains the reasons for the subordinate plans: marketing Start Your Program Right 37 plan, the sales plan, the training plan, the deployment plan, and on and on.

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