Johanna Rothman – författare

You think agile techniques might be for you, but your projects and organization are unique. An "out-of-the-box" agile approach won't work. Instead, unite agile and lean principles for your project. See how to design a custom approach, reap the benefits of collaboration, and deliver value. For project managers who want to use agile techniques, managers who want to start, and technical leaders who want to know more and succeed, this book is your first step toward agile project success.

You've tried to use an off-the-shelf approach to agile techniques, and it's not working. Instead of a standard method or framework, work from agile and lean principles to design your own agile approach in a way that works for you. Build collaborative, cross-functional teams. See how small batch sizes and frequent delivery create an environment of trust and transparency between the team, management, and customers. Learn about the interpersonal skills that help agile teams work together so well.

In addition to seeing work and knowing what "done" means, you'll see examples of many possible team-based measurements. Look at tools you can use for status reporting, and how to use those measurements to help your managers understand what agile techniques buy them. Recognize the traps that prevent agile principles from working in too many organizations, and what to do about those traps. Use agile techniques for workgroups, and see what managers can do to create and nurture an agile culture. You might be surprised at how few meetings and rituals you need to still work in an agile way.

Johanna's signature frankness and humor will get you on the right track to design your agile project to succeed.

What You Need:No technical expertise or experience needed, just a desire to know more about how you might use agile in your project.

You think agile techniques might be for you, but your projects and organization are unique. An "out-of-the-box" agile approach won''t work. Instead, unite agile and lean principles for your project. See how to design a IPS approach, reap the benefits of collaboration, and deliver value. For project managers who want to use agile techniques, managers who want to start, and technical leaders who want to know more and succeed, this book is your first step toward agile project success.

You''ve tried to use an off-the-shelf approach to agile techniques, and it''s not working. Instead of a standard method or framework, work from agile and lean principles to design your own agile approach in a way that works for you. Build collaborative, cross-functional teams. See how small batch sizes and frequent delivery create an environment of trust and transparency between the team, management, and IPSers. Learn about the interpersonal skills that help agile teams work together so well.

In addition to seeing work and knowing what "done" means, you''ll see examples of many possible team-based measurements. Look at tools you can use for status reporting, and how to use those measurements to help your managers understand what agile techniques buy them. Recognize the traps that prevent agile principles from working in too many organizations, and what to do about those traps. Use agile techniques for workgroups, and see what managers can do to create and nurture an agile culture. You might be surprised at how few meetings and rituals you need to still work in an agile way.

Johanna''s signature frankness and humor will get you on the right track to design your agile project to succeed.

What You Need:No technical expertise or experience needed, just a desire to know more about how you might use agile in your project.

You think agile techniques might be for you, but your projects and organization are unique. An "out-of-the-box" agile approach won''t work. Instead, unite agile and lean principles for your project. See how to design a IPS approach, reap the benefits of collaboration, and deliver value. For project managers who want to use agile techniques, managers who want to start, and technical leaders who want to know more and succeed, this book is your first step toward agile project success.

You''ve tried to use an off-the-shelf approach to agile techniques, and it''s not working. Instead of a standard method or framework, work from agile and lean principles to design your own agile approach in a way that works for you. Build collaborative, cross-functional teams. See how small batch sizes and frequent delivery create an environment of trust and transparency between the team, management, and IPSers. Learn about the interpersonal skills that help agile teams work together so well.

In addition to seeing work and knowing what "done" means, you''ll see examples of many possible team-based measurements. Look at tools you can use for status reporting, and how to use those measurements to help your managers understand what agile techniques buy them. Recognize the traps that prevent agile principles from working in too many organizations, and what to do about those traps. Use agile techniques for workgroups, and see what managers can do to create and nurture an agile culture. You might be surprised at how few meetings and rituals you need to still work in an agile way.

Johanna''s signature frankness and humor will get you on the right track to design your agile project to succeed.

What You Need:No technical expertise or experience needed, just a desire to know more about how you might use agile in your project.

"

Do you want to hire great people? Not sure how? Read this book.

Knowledge workers -- your geeks -- are different from skill-based staff. So, you should hire them differently. You need to analyze your situation, determine the problems you have, understand your culture, and then you can hire the right kinds of people.

Cultural fit is critical, because we rarely fire people based on technical skill. But we frequently fire them because of that elusive fit. And, that''s an expensive proposition.

Hiring great geeks forces you to recognize and match culture, non-technical qualities, preferences and skills, and finally, technical skills. These people will adapt their knowledge to your specific situation, the context. They are the sum of both what they know and how they apply that knowledge to the product.

As a result, one developer, tester, or technical manager is not interchangeable with another. This makes hiring technical people one of the most critical and difficult processes a technical manager or team can undertake.

Hiring Geeks That Fit takes the guesswork out of hiring and reduces the risk of costly hiring mistakes. You''ll learn how to:

You, your team, and your organization will live with the long-term consequences of your hiring decision. Investing the time for you and your team in how to hire and interview will pay off fast.

This book was written and produced entirely by the author. We are proud to be distributing it.

"

Do you want to hire great people? Not sure how? Read this book.

Knowledge workers -- your geeks -- are different from skill-based staff. So, you should hire them differently. You need to analyze your situation, determine the problems you have, understand your culture, and then you can hire the right kinds of people.

Cultural fit is critical, because we rarely fire people based on technical skill. But we frequently fire them because of that elusive fit. And, that''s an expensive proposition.

Hiring great geeks forces you to recognize and match culture, non-technical qualities, preferences and skills, and finally, technical skills. These people will adapt their knowledge to your specific situation, the context. They are the sum of both what they know and how they apply that knowledge to the product.

As a result, one developer, tester, or technical manager is not interchangeable with another. This makes hiring technical people one of the most critical and difficult processes a technical manager or team can undertake.

Hiring Geeks That Fit takes the guesswork out of hiring and reduces the risk of costly hiring mistakes. You''ll learn how to:

You, your team, and your organization will live with the long-term consequences of your hiring decision. Investing the time for you and your team in how to hire and interview will pay off fast.

This book was written and produced entirely by the author. We are proud to be distributing it.

"

A job search is an emergent project. How do you handle an emergent project? By creating a system that allows for serendipity and flexibility: personal kanban and one-week timeboxes.

Once you have a system, you can use the tips in Part 2 to prepare for your job search: choose your career, write your resume, prepare for your interviews, and decide how you will decide on an offer. In Part 3, you''ll learn how to network without feeling slimy. You''ll learn to build your target network, where to look for the jobs that you need, and how to spot the warning signs of a job that organizations might no longer need. There are many traps for unsuspecting job hunters, so Part 4 has a section on traps to avoid and tips to try. If you''re in special circumstances, such as being a new grad, in a career transition, or over 50, then Part 5 is for you. Even if you''ve been diligent, any job search can take more than three months. Part 6 addresses your feelings and how to persevere when your search seems as if it takes forever.

Written with her trademark practicality, humor, and empathy, Johanna will help you learn how to find your next job.

This book was written and produced entirely by the author. We are proud to be distributing it.

"

A job search is an emergent project. How do you handle an emergent project? By creating a system that allows for serendipity and flexibility: personal kanban and one-week timeboxes.

Once you have a system, you can use the tips in Part 2 to prepare for your job search: choose your career, write your resume, prepare for your interviews, and decide how you will decide on an offer. In Part 3, you''ll learn how to network without feeling slimy. You''ll learn to build your target network, where to look for the jobs that you need, and how to spot the warning signs of a job that organizations might no longer need. There are many traps for unsuspecting job hunters, so Part 4 has a section on traps to avoid and tips to try. If you''re in special circumstances, such as being a new grad, in a career transition, or over 50, then Part 5 is for you. Even if you''ve been diligent, any job search can take more than three months. Part 6 addresses your feelings and how to persevere when your search seems as if it takes forever.

Written with her trademark practicality, humor, and empathy, Johanna will help you learn how to find your next job.

This book was written and produced entirely by the author. We are proud to be distributing it.

You have too many projects, and firefighting and multitasking are keeping you from finishing any of them. You need to manage your project portfolio. This fully updated and expanded bestseller arms you with agile and lean ways to collect all your work and decide which projects you should do first, second, and never. See how to tie your work to your organization''s mission and show your managers, your board, and your staff what you can accomplish and when. Picture the work you have, and make those difficult decisions, ensuring that all your strength is focused where it needs to be. All your projects and programs make up your portfolio. But how much time do you actually spend on your projects, and how much time do you spend on emergency fire drills or waste through multitasking? This book gives you insightful ways to rank all the projects you''re working on and figure out the right staffing and schedule so projects get finished faster.The trick is adopting lean and agile approaches to projects, whether they''re software projects, projects that include hardware, or projects that depend on chunks of functionality from other suppliers. Find out how to define the mission of your team, group, or department, with none of the buzzwords that normally accompany a mission statement. Armed with the work and the mission, you''ll manage your portfolio better and make those decisions that define the true leaders in the organization. With this expanded second edition, discover how to scale project portfolio management from one team to the entire enterprise, and integrate Cost of Delay when ranking projects. Additional Kanban views provide even more ways to visualize your portfolio.

You have too many projects, and firefighting and multitasking are keeping you from finishing any of them. You need to manage your project portfolio. This fully updated and expanded bestseller arms you with agile and lean ways to collect all your work and decide which projects you should do first, second, and never. See how to tie your work to your organization''s mission and show your managers, your board, and your staff what you can accomplish and when. Picture the work you have, and make those difficult decisions, ensuring that all your strength is focused where it needs to be. All your projects and programs make up your portfolio. But how much time do you actually spend on your projects, and how much time do you spend on emergency fire drills or waste through multitasking? This book gives you insightful ways to rank all the projects you''re working on and figure out the right staffing and schedule so projects get finished faster.The trick is adopting lean and agile approaches to projects, whether they''re software projects, projects that include hardware, or projects that depend on chunks of functionality from other suppliers. Find out how to define the mission of your team, group, or department, with none of the buzzwords that normally accompany a mission statement. Armed with the work and the mission, you''ll manage your portfolio better and make those decisions that define the true leaders in the organization. With this expanded second edition, discover how to scale project portfolio management from one team to the entire enterprise, and integrate Cost of Delay when ranking projects. Additional Kanban views provide even more ways to visualize your portfolio.