Agile and Lean Program Management: Scaling Collaboration by Johanna Rothman

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 procedures. yet, in the event you reproduction what one crew does for numerous 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 tips on how to practice agile and lean to their paintings. the right way to collaborate round deliverables, now not conferences. examine which measurements to exploit and the way to exploit these measures to aid humans bring extra of what you will have (delivered worth) 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 allow autonomy, collaboration, and exploration around the association and convey your product.

Scale collaboration and bring your product.

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Extra resources for Agile and Lean Program Management: Scaling Collaboration Across the Organization

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We did not know how to work together. We decided to develop our working agreements as a core team. Once we had working agreements, we were able to charter. Our working agreements helped us see how to work together across the organization. —Experienced agile project manager, transitioning to a core team program manager Start the program with the core team a few days before you invite the rest of the feature teams. If you already have the feature teams onboard, I ask the feature teams to learn how to work together for one iteration, as in How to Start a Program With More People Than You Need.

Now, what are the costs for every week of program delay? If you assume people cost $75/loaded labor hour, then a one-week delay on your project would be $75 multiplied by the number of people multiplied by 40 (hours in a week). You could easily have a oneweek delay if people on the feature teams don’t know what they are supposed to do when. How many people do you have on your program now? If it’s 25 people, the cost of a one-week delay is $75,000. If it’s 80 people, that number is $240,000. If it’s 150 people, that number is $450,000, for just one week of delay.

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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