By Johanna Rothman
If you’re attempting to use agile and lean on the software point, you’ve heard of numerous techniques, all approximately scaling approaches. 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 software 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 take advantage of these measures to aid humans carry extra of what you will want (delivered worth) 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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Additional resources for Agile and Lean Program Management: Scaling Collaboration Across the Organization
Program Risk Template I recommend you use high, medium, and low to describe your risks. Many programs start with significant pieces of undefined risks. If you try to describe them with percentages, you might encounter these problems: • Other people, such as senior managers, want to reduce the significance of the risks by reducing the number percentage. Start Your Program Right 45 That provides people with emotional relief but not risk management. • Using numbers at the start of the program leads people to believe you have more data than you do.
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. Consider Your Program Context 16 With your risks, consider principles for your program, not practices. I could try to create a recipe for you, but that won’t work.
How will that context help you decide whether you should sense, probe, or act as an experiment first? If you are in the Complicated part of the framework, you need experts to solve the problems in your program. I’m not talking about experts that create bottlenecks by working alone. Instead, develop a community of experts—maybe most of the people on your program, working in their Communities of Practice—to help solve the problems. If you are in the Complex part of the framework, consider these actions: What experiments will you use to probe, to discover your unknowns?
Agile and Lean Program Management: Scaling Collaboration Across the Organization by Johanna Rothman