Quality Control Management

Agile and Lean Program Management: Scaling Collaboration by Johanna Rothman

By Johanna Rothman

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

Teams and application point humans can make a decision the right way to practice agile and lean to their paintings. the right way to collaborate round deliverables, now not conferences. research which measurements to take advantage of and the way to exploit these measures to assist humans convey 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. discover ways to allow autonomy, collaboration, and exploration around the association and bring your product.

Scale collaboration and bring your product.

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You might want to keep the same vision of the product, but teams (with their product owners) might select different work. Or, as your customers/product owners see the product, they might want to change the product direction. If the teams don’t complete features on a short, regular basis, no one can understand what the program status is. If the core team doesn’t solve problems that allow the program to create a product, you have plenty of risks, many of them unknown. Manage by principles, not practices.

Make sure you have someone whose responsibility is to make sure your product successfully deploys. Your core team needs people who can commit their time, and their department’s time to solve problems, as well as budget. If you can identify the specific person you need, that’s the best. If you only 26 Organize Your Program Teams 27 know the role, that’s okay. But you also need to know the level of that role in the organization. Make sure you ask the questions in The Core Team Provides Business Leadership.

For this product. The product owner must also understand the product technology. ” See the discussion at Product Manager vs. Product Owner. When the PO understands the customers and the technology, you have a great PO. Without both, you miss the boat. The product owners on the teams know where the product is. They can see the product evolve every day. They have the responsibility to make small decisions every day that help the product grow. Use the intelligence of the product owners as a team to create and update the agile roadmap.

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