By Johanna Rothman
If you’re attempting to use agile and lean on the application point, you’ve heard of numerous techniques, all approximately scaling strategies. yet, if you happen to replica what one staff 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 how one can follow agile and lean to their paintings. tips on how to collaborate round deliverables, no longer conferences. examine which measurements to exploit and the way to exploit these measures to aid humans carry extra of what you will have (delivered worth) 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 permit autonomy, collaboration, and exploration around the association and carry your product.
Scale collaboration and carry your product.
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Extra info for Agile and Lean Program Management: Scaling Collaboration Across the Organization
Start Your Program Right If you want your program to succeed, start in a way that promotes success. Use a program charter to define the vision and what done means for the entire program. In addition, create the first agile roadmap to show everyone the big picture, the product direction. 1 A Program Charter Sets the Strategy Starting a program is a lot like starting a project. You need to know where you’re going. You need to know what done means. That means you need a program charter. Chartering a program creates a shared vision for the program team and by extension, the entire program.
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. 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.
When you ask a person by name for help, that person is more likely to say yes. If you put out a request on email, everyone feels free to ignore it. 2. Asked a senior manager to assign “the best person” in his or her department. I’ve had this conversation with a senior manager more than once: “John, you know that I’m the program manager for the XYZ program, which is the company’s #1 priority. I need someone from Training on the core team. I need your best person, not just to represent Training.
Agile and Lean Program Management: Scaling Collaboration Across the Organization by Johanna Rothman
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