Read e-book online Agile and Lean Program Management: Scaling Collaboration 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 strategies. yet, should you reproduction 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 tips on how to practice agile and lean to their paintings. how to collaborate round deliverables, no longer conferences. research which measurements to take advantage of and the way to take advantage of these measures to assist humans bring 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 let autonomy, collaboration, and exploration around the association and carry your product.

Scale collaboration and carry your product.

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Read or Download Agile and Lean Program Management: Scaling Collaboration Across the Organization PDF

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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. So the software program will have its own risks and rhythm, which is separate from the core team’s risks and rhythm.

5 Don’t Manage More than One Program Team Yourself Some program managers whose organizations are transitioning to agile are not always clear about which program team they are managing. Sometimes, that’s because the organization doesn’t always realize they need more than one program team. You might think you can manage the core team and the software program team, especially if you only have three to five project teams for the software part of the program. It’s tempting. Don’t do it. You can manage one program team and have one kanban board.

This is when program management demonstrates its value—when circumstances are not easy. 2 Develop the Program Charter with the Core Team The core team is responsible for the business value of the program. The charter defines why the organization is working on the program, and explains the reasons for the subordinate plans: marketing Start Your Program Right 37 plan, the sales plan, the training plan, the deployment plan, and on and on. The core team is responsible for the program charter. If your program is limited to say, 25 people or fewer, you might want to bring all of the people together to charter the program—as long as an experienced facilitator runs that meeting.

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