article thumbnail

Feedback Loops Help When to Centralize or Decentralize Product-Based Decisions

Johanna Rothman

When I think about agile approaches to work, I think about how fast we can change and the cost of those changes. That's why an agile approach with deliverables every day or week doesn't fit with some kinds of projects, such as events. Here, I assume you want multiple releases for your product. Let's start with the team.

article thumbnail

Build Team Resilience: Shorten Feedback Loops (Part 2)

Johanna Rothman

This part is about shortening feedback loops. However, they now had a production support problem that they needed to fix. They had one piece of feedback: the checkin broke “unrelated” code. It was time to see their feedback loops. See Your Feedback Loops. Neither did the team.

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

Shorten Team Feedback Loops with These Three Questions to Increase Throughput

Johanna Rothman

” (The team feedback loop is the inside of the onion for how agile the organization can be. See Multiple Short Feedback Loops Support Innovation.). The longer the work takes, the more pressure managers exert on the team and the product leader. Teams and product leaders feel behinder and behinder.

article thumbnail

Create Feedback Loops (Agile Approaches) for Hardware Products

Johanna Rothman

In Costs of an Agile Approach for Hardware Products , I suggested that an iteration-based approach for hardware was too expensive. Agile software teams are cross-functional and interdependent. Many agile software teams have somewhere between four and seven people. This hardware team swarms on a product.

article thumbnail

Product Roles, Part 6: Shorten Feedback Loops

Johanna Rothman

I started this series discussing the issue of the various product-based roles in an agile organization. I suggested a product value team because one person becomes a bottleneck. One person is unlikely to shepherd the strategy and the tactics for a product. Can Your Customer Be Your Product Owner?

article thumbnail

Balance Innovation, Commitment, & Feedback Loops: Summary

Johanna Rothman

Is it possible to balance the product innovation and feedback we need, with the commitment our management wants? When does it make sense to ask for more feedback instead? How about when it does make sense to create small or larger estimates for the product? Let's start with the need for very fast product feedback.

article thumbnail

How Agile Managers Use Uncertainty to Create Better Decisions Faster

Johanna Rothman

Strategy and Product Feedback Loops Many of my middle-management and senior leadership clients want certainty about future work. Does that sound like an agile team to you? However, managers don't create features as agile teams do. Agile teams don't assume they make a final product the first time out.

Agile 95