Quality Control Management

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 a number of methods, all approximately scaling techniques. yet, in case you reproduction what one crew does for numerous groups, you get bloat, no longer supply. rather than scaling the method, scale everyone's collaboration.

Teams and software point humans can come to a decision the best way to practice agile and lean to their paintings. find out how to collaborate round deliverables, no longer conferences. examine which measurements to exploit and the way to take advantage of these measures to assist humans bring extra of what you will have (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 permit autonomy, collaboration, and exploration around the association and convey your product.

Scale collaboration and bring your product.

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Additional info for Agile and Lean Program Management: Scaling Collaboration Across the Organization

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When the program team creates a charter, they have a chance to coalesce, to work as a program team. That’s because they learn to define and agree on the project’s purpose, vision, and release criteria. By the time the program team finishes the charter, they 35 Start Your Program Right 36 understand where the program is headed and what done means for the program. For projects, chartering has the same effect. A project charter limits its scope to a feature set, even if the feature set is large. If you have email as part of your product, the project team that implements email will limit its vision to email.

The program charter sets the stage for the entire program. If necessary, each project can write its own charter based on the program. The charter helps everyone understand what the program needs from them and how they can contribute. They can make the little decisions and tradeoffs every day that add up. 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?

You almost know what done means, but not quite. Those tradeoffs provide you a landing zone. Imagine a smartphone. You know the product developers will need to trade off battery size with performance consumption, heat dissipation, where the antenna is, and probably other things I don’t know about. That’s what I mean by landing zone. Note your landing zones in your charter. Note how you will resolve the zones during the program. Make sure the resolution is on the roadmap somewhere. If you add landing zones, describe them in a way that makes sense to the feature teams.

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