ARLINGTON, Mass., April 4, 2016 /PRNewswire/ -- Do you need to "scale" agile to help multiple teams deliver products? Author Johanna Rothman says, "No. Scaling process leads to bloat. Instead of scaling process, scale collaboration."
Project and program frameworks are comforting. However, they have three fatal flaws. These flaws prevent the people from doing their best jobs and delivering a great product.
1. Frameworks create recipes that don't work for everyone.
The first problem scaling frameworks have is that they try to force the program into one way to accomplish the work. That prevents teams from delivering in a way that makes sense for the product. "Instead of recipes, try principles and experiments. You hired smart people. Use them," says Rothman.
2. Frameworks reinforce hierarchies
The second problem is that frameworks reinforce hierarchies. "Information—including decisions, problems and solutions—has to travel up and down the hierarchy. That reinforces the teams' assumption that a manager of some sort will make a decision. With servant leadership, the teams make decisions as they need," Rothman says.
3. Frameworks don't allow you to take advantage of advances and collaboration.
The third problem is maintaining momentum in a large effort. "With agile and lean program management, you make the status visible at all times. When people collaborate as individuals and teams, they can see how to progress through problems and deliver," says Rothman.
Rothman has written a book to solve these problems, Agile and Lean Program Management: Scaling Collaboration Across the Organization. It helps program managers and program teams work across the organization deliver great products.
About Agile and Lean Program Management: Scaling Collaboration Across the Organization: Scaling process creates bloat. Dictating how to work to teams doesn't work. What does? Servant leadership, autonomy, collaboration and exploration. Learn how to use agile and lean program management to collaborate across the organization.
About Johanna Rothman: Johanna Rothman, known as the Pragmatic Manager, http://www.jrothman.com/pragmaticmanager/, provides frank advice to the tough problems of managing projects, people and risk. She is the author of several books, http://www.jrothman.com/books/
Contact: Johanna Rothman
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SOURCE Johanna Rothman