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 application point, you’ve heard of numerous methods, all approximately scaling methods. yet, in the event you replica what one crew 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 find out how to follow agile and lean to their paintings. how one can collaborate round deliverables, no longer conferences. research which measurements to take advantage of and the way to exploit these measures to aid humans carry extra of what you will want (delivered price) and no more of what you don’t wish (work in progress). Create an atmosphere of servant management and small-world networks. discover ways to let autonomy, collaboration, and exploration around the association and convey your product.
Scale collaboration and bring your product.
Read or Download Agile and Lean Program Management: Scaling Collaboration Across the Organization PDF
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Additional resources for Agile and Lean Program Management: Scaling Collaboration Across the Organization
They can watch, and not talk. They don’t get to problem-solve or participate. The entry into any program team is a plan. Ask the program team members to keep their project plans short. The plans are action-item based: what this function needs to deliver for the program so that the product can release. That’s it. 6 Identify program risks You might know of significant risks to your program at the start. If you do, develop your risk list and mitigation plans now—as much as you can. Program Risk Template I recommend you use high, medium, and low to describe your risks.
The PPO represents the product owners to the rest of the program team. The PPO is a servant leadership position. Your organization might call the PPO a product manager. The product owner, sometimes known as the PO, is the person on the feature team who understands what the customers want and translates that understanding to stories. You may also need a subject matter expert such as an architect or senior technical person to work with the PO. The PO, or the PO team, or the PO and the program architect assess which features to do first, the technical challenges with those features, and the Cost of Delay for each feature.
The two program teams address different risks at different levels. The core program team is much more strategic. Often program managers at this level manage budgets and project portfolio issues. They are the ones to say, “Wait a minute. The software program can’t succeed. ” That’s a project portfolio issue. The software program team is more strategic than a given project, but is not as likely to manage budget or a project portfolio issue. Program management, especially for many teams (think more than Consider Your Program Context 23 20 teams) is about making sure you have a product that delivers the business value you want from all that effort.