Johanna Rothman, known as the “Pragmatic Manager,” provides frank advice for your tough problems. She helps leaders and teams see problems and resolve risks and manage their product development.
Johanna was the Agile 2009 conference chair. She was the co-chair for the Agile Practice Guide, a collaboration between the Agile Alliance and the PMI. Johanna is the author of these books:
She is working on books about geographically distributed agile teams and agile product ownership. Find more of Johanna's articles and her blogs at www.jrothman.com and at www.createadaptablelife.com
|Agile and Lean Program Management: Collaborating Across the Organization|
|Agile Hiring: It's a Team Sport|
|Agile Managers: The Essence of Leadership|
|Agile Program Management: Measurements to See Value and Delivery|
|Create Your Successful Distributed Agile Team|
|Design Your Agile Project|
|Eight Principles for Successful Distributed Agile Teams|
|Free Your Agile Team: Focus on Flow Efficiency and Collaboration|
|Introduction to Cost of Delay|
|Learn to Say “No” and End Your Multitasking!|
|Pragmatic Approaches to Estimating Project Schedule or Cost|
|Reclaim Your Leadership: Exposing Management Myths|
|Think Big, Plan Small: How to Use Continual Planning|
|Tuning Your Agile Team|
|Research Triangle Software Symposium||February 22 - 23, 2019||Raleigh/Durham, NC|
|New England Software Symposium||March 15 - 17, 2019||Boston, MA|
|ÜberConf||July 16 - 19, 2019||Denver, CO|
|TechLeader Summit||December 4 - 6, 2019||Clearwater, FL|
From Chaos to Successful Distributed Agile Teams
August 1, 2018
The NFJS podcast is back after the summer break. This week Michael Carducci is joined by Johanna Rothman talking about agile. How to do it right; especially when teams are distributed.
You have too many projects, and firefighting and multitasking are keeping you from finishing any of them. You need to manage your project portfolio. This fully updated and expanded bestseller arms you with agile and lean ways to collect all your work and decide which projects you should do first, second, and never. See how to tie your work to your organization's mission and show your managers, your board, and your staff what you can accomplish and when. Picture the work you have, and make those difficult decisions, ensuring that all your strength is focused where it needs to be.
All your projects and programs make up your portfolio. But how much time do you actually spend on your projects, and how much time do you spend on emergency fire drills or waste through multitasking? This book gives you insightful ways to rank all the projects you're working on and figure out the right staffing and schedule so projects get finished faster.
The trick is adopting lean and agile approaches to projects, whether they're software projects, projects that include hardware, or projects that depend on chunks of functionality from other suppliers. Find out how to define the mission of your team, group, or department, with none of the buzzwords that normally accompany a mission statement. Armed with the work and the mission, you'll manage your portfolio better and make those decisions that define the true leaders in the organization.
With this expanded second edition, discover how to scale project portfolio management from one team to the entire enterprise, and integrate Cost of Delay when ranking projects. Additional Kanban views provide even more ways to visualize your portfolio.
This book is a reality-based guide for modern projects. You'll learn how to recognize your project's potholes and ruts, and determine the best way to fix problems - without causing more problems.
Your project can't fail. That's a lot of pressure on you, and yet you don't want to buy into any one specific process, methodology, or lifecycle.
Your project is different. It doesn't fit into those neat descriptions.
Manage It! will show you how to beg, borrow, and steal from the best methodologies to fit your particular project. It will help you find what works best for you and not for some mythological project that doesn't even exist.
Before you know it, your project will be on track and headed to a successful conclusion.
Great management is difficult to see as it occurs. It's possible to see the results of great management, but it's not easy to see how managers achieve those results. Great management happens in one-on-one meetings and with other managers---all in private. It's hard to learn management by example when you can't see it.
You can learn to be a better manager---even a great manager---with this guide. You'll follow along as Sam, a manager just brought on board, learns the ropes and deals with his new team over the course of his first eight weeks on the job. From scheduling and managing resources to helping team members grow and prosper, you'll be there as Sam makes it happen. You'll find powerful tips covering:
Full of tips and practical advice on the most important aspects of management, this is one of those books that can make a lasting and immediate impact on your career.