Manage.your.job.search

•

6 likes•3,476 views

Johanna Rothman

Managing your job search is a complex project. You need to plan for it an an agile and lean way.

Business Technology

ManageYour Job Search
Johanna Rothman
New: Hiring GeeksThat Fit
@johannarothman
www.jrothman.com
jr@jrothman.com
781-641-4046

© 2013 Johanna Rothman
The ProblemWith a Job Search
2
It’s a big complex project
It’s overwhelming
Your emotions are all over the place
It’s so easy to get interrupted
It doesn’t end until you have an offer
in hand
Which means you have to iterate

© 2013 Johanna Rothman
Why Learn a New System?
A complex project requires a
system that breaks down the
complexity into something that
works for you
You need to prepare for your
success
3

© 2013 Johanna Rothman
Plan to Iterate
How you look for a job
Where you look for a job
On your resume
On your networking
On everything
4

© 2013 Johanna Rothman
We Have a System for Iteration
It’s called “agile”
Helps you get feedback
But agile is built for cross-functional teams
You are not a team; you’re a person
5

© 2013 Johanna Rothman
You Need a System for Flow
Personal kanban helps with ﬂow
Helps you see small achievable steps to get to the next
place
6

© 2013 Johanna Rothman
You can use personal kanban inside
one-week iterations to manage your
job search project
7

© 2013 Johanna Rothman
Let’s See an Example
8

© 2013 Johanna Rothman9
A Possible FirstWeek for a Newbie

© 2013 Johanna Rothman
A Possible SecondWeek
10

© 2013 Johanna Rothman
Keep Iterating
11
You might iterate on your resume:
Write draft 1
Get review from Sally, John, and
Dan
Do several other things in order
(1, 2, 3) while you are waiting, such
as request references
Later, write draft 2.That would be
a separate sticky

© 2013 Johanna Rothman12

© 2013 Johanna Rothman
DecideWhat’s Next
13
You decide what to do next week
based on your accomplishments and
what’s important now
You don’t over-commit
You write down everything you
need to do
You retrospect to assess your
progress

© 2013 Johanna Rothman
KeepYourTodos Small
We like to make progress
We are not good at multitasking
The way to keep your spirits up and to
make progress is to keep your todos small
You won’t get confused with an
interrupting phone call
You can make progress with small
chunks of time
14

© 2013 Johanna Rothman
Retrospect
Many ways to reﬂect
Plus/Minus/Change
Proud/Sorry
Facilitated Conversation
MindMap of your week
Quantitative data of your week
Five whys
15

© 2013 Johanna Rothman
Tips to MakeThisWork
You can ﬁnish every todo in
two hours or less
You can ﬁnish the week’s
work in the time you have
for your job search
Your todos are independent
from each other
16

© 2013 Johanna Rothman
AvoidTheseTraps
Keep going
Perfection is the enemy of the good
Don’t beat yourself up
Don’t have too much work in
progress (todos in the In Progress
column)
Know that you will never have the
perfect resume
17

© 2013 Johanna Rothman
What Questions DoYou Have?
18

© 2013 Johanna Rothman
Let’s Stay inTouch...
ManageYour Job Search on leanpub
Hiring GeeksThat Fit on leanpub.com, Pragprog.com,Amazon
Much more on www.jrothman.com/blog/htp
Pragmatic Manager:
www.jrothman.com/pragmaticmanager
Please link with me on LinkedIn
19

More Related Content

Similar to Manage.your.job.search

Have you ever seen people use air quotes around the words “agile project” as if they don’t believe those words go together? Or, do you wonder what the five horizons of planning are? Do you ever wonder if agile or lean approaches to project management can be scaled or if you are doomed to waterfall approaches to large efforts? You can use agile and lean approaches to your projects, program, and the project portfolio. Agile and lean projects are still projects. In this session, Johanna Rothman will discuss why you would want to use short cycles, how iterative and incremental development works, and how you pick an iteration length. We’ll discuss the five different planning horizons, and briefly discuss the basics of user stories and estimation. Yes, we’ll have a brief and lively discussion prediction and estimation and when to use each. You’ll have a chance to see what team boards might look like in Scrum or Kanban, and what information radiators might show you in a healthy or a not-so-healthy project. We’ll also talk about how you can expand from one team to a program and where the different schools of thought lie, and how to avoid multi-tasking with agile project portfolio management.

Agile projects.programs.portfolio

Agile projects.programs.portfolio

Agile projects.programs.portfolio

Johanna Rothman

Before you transition to agile, you are accustomed to functional roles, people who “owned the code,” and time to bake quality in. In agile we have cross-functional teams, collective code and quality ownership, and a collective notion of “done.” It sounds like we magically become a big happy family, doesn’t it? Teams don’t just become self-organized cross-functional happy teams. They have to work to get that way. In this talk, Johanna will help you understand some of the challenges teams face, and how agile practices help. She’ll also help you understand some of the practices that don’t help, such as multitasking and distributed teams. We’ll talk about some models for scaling agile, such as Scrum of Scrums, and a network model of scaling. No matter what problems you encounter on your agile team, retrospectives are the one way the team can help itself solve its own problems.

Agile Teams and Collaboration: What's New About Agile?

Agile Teams and Collaboration: What's New About Agile?

Agile Teams and Collaboration: What's New About Agile?

Johanna Rothman

Agile teams.collaboration.charter

Agile teams.collaboration.charter

Agile teams.collaboration.charter

Johanna Rothman

When you think of program management, do you think of big lumbering organizational beasts that add little value, and people demanding “When will you be done?” or “Can we add this feature before the desired release date?” Agile program management encourages small-world networks of collaborative teams that can solve problems and deliver features fast. That requires the entire program be agile and lean—using small batch sizes, integrating continuously, having short iterations, and tracking cycle time so you can coordinate across the organization. Johanna Rothman describes ways to create small-world networks that help your project teams release together and on time. With communities of practice as formal networks you enable people to master their craft or facilitate links to other project teams, allowing people to build their autonomy while collaborating. As a program manager or as a participant in a large program, you have many options—once you start thinking of agile program management as a network.

Agile Program Management: Networks, Not Hierarchies

Agile Program Management: Networks, Not Hierarchies

Agile Program Management: Networks, Not Hierarchies

Yesorno.impossible

Yesorno.impossible

Yesorno.impossible

Johanna Rothman

To be most effective when managing a large program, the component projects should limit their batch size, create networks of people, and report status in a way that works for the entire program. For those of you who are not quite ready for agile, Johanna Rothman explains how to use staged delivery, release trains, or RUP as lean(er) alternatives to waterfall and agile. Johanna explains how to encourage project teams to create communities of practice using their social networks—start with the existing rumor mill and build on it more formally. If you have managed programs in the past, you know you can never believe the Gantt chart, but we persist in using them. Instead, consider a product backlog burnup chart or a cumulative flow diagram. Join Johanna to discover how to use alternative measures of the program status including storyboards and alternative metrics to monitor your program's state.

Program Management: Collaborating across the Organization

Program Management: Collaborating across the Organization

Program Management: Collaborating across the Organization

What do your customers care about? Running tested features in released products. What do we too often do in organizations? Placating enough people across the organization to making some progress on everything, but finishing nothing. Does that make sense to you? Instead, we can use agile and lean project portfolio management. We don’t have to rely on dog-and-pony shows, prediction, math, ROI, or estimation. We have much better tools: project value, backlog value and demos . We ask questions that help you differentiate each project's value from each other. How will this project move the organization forward? We start with the zeroth question: Should we do this project at all? We continue with qualitative questions and then ask quantitative questions. We start with qualitative questions, such as using business value points, which are based not on any predictive number, but might be based on your product's position in the market, or who is waiting for your projects to be complete, or the risk of waiting of waiting for your projects to be done. What's critical is your discussion around the business value, not the points themselves. I'll supply you with some meaty starting questions for the business value discussion. If you ask quantitative questions first, they devolve into ROI and you never ask the good qualitative questions. If you do need to have some idea of the budget, I’ll address that question, too. But budget is the wrong question. Value is the right question, and we’ll discuss why.

Transparent Decisions: Managing the Project Portfolio

Transparent Decisions: Managing the Project Portfolio

Transparent Decisions: Managing the Project Portfolio

Johanna Rothman

Agile programmanagement.collaboratingacrossorganization

Agile programmanagement.collaboratingacrossorganization

Agile programmanagement.collaboratingacrossorganization

Johanna Rothman

We have opportunities to coach people all the time. Much of what we see as coaching is actually undercover training. Real coaching is richer—offering support while explaining options. In this interactive session, Johanna Rothman invites you to explore how to coach, regardless of your position in the organization. Teaching is just one option for coaching. You have many other options, depending on your coaching stance. You may select a counselor’s stance if you are managing up or a partner’s stance if you are a peer. You might even select a reflective observer’s stance or a technical advisor’s stance, depending on the situation. We will explore what to do when you see opportunities for coaching but you haven’t been asked to coach. Bring your coaching concerns, whether you are coaching onsite, or coaching at a distance, coaching one-on-one, or coaching teams. Let’s learn and build our coaching skills together.

Congruent Coaching: An Exploration

Congruent Coaching: An Exploration

Congruent Coaching: An Exploration

You know that looking for a job is a mostly a matter of who you know. You know you need to network, to find those loose connections. Sometimes, networking feels as if you are a “social” butterfly, never making real connections. You fall into networking traps, instead of networking with authenticity. We’ll address eight common networking traps and discuss what to do instead so that your networking is successful and helps your job search. What you will learn: 1. Why Spray-and-Pray is hurtful to you, and what to do instead. 2. Why you can’t network from your chair. 3. How to “work a room.” (You don’t have to work the entire room.) 4. Why you can’t network in the same places all the time. 5. How to organize your networking so you’re not just networking all the time. 6. How to be aware of when your not-job-searching is taking precedence over your job search 7. What Impostor Syndrome is, and how to avoid it. 8. Why a zombie profile on LinkedIn can hurt you.

Eight traps.networking

Eight traps.networking

Eight traps.networking

Johanna Rothman

My keynote at AgileIndyConf was about Agile Management: what agile managers do in an agile organization. The reality is this: they perform the leadership work that managers do in any great organization. Managers don't do tactical work. Oh, they might need to do some problem-solving, *if* the team asks for their help. But what managers need to do is create an environment in which people can perform great work. That's what this talk is all about. I had stories which were quite funny. Ask me to speak and I will be funny for you, too!

Agile.managers.essence.leadership

Agile.managers.essence.leadership

Agile.managers.essence.leadership

Johanna Rothman

We’ve all heard management “nuggets” such as “make people come to you with solutions, nut just problems,” or “training time is wasted time,” or my favorite, “work smarter.” But how are you supposed to do that, especially if you may not have received any management training, or if your gut is telling you what you’re doing might not be working? Johanna Rothman explains that much of what you have heard about management is myth—based not on evidence, but on ideas dating from the Industrial Revolution. However, many myths have a germ of truth. If you would like to learn about these germs—the kinds of training that are useless and the kinds that are useful, how to really work smarter, how to help people develop solutions when they are stuck—the kind of management that empowers knowledge workers, join Johanna in exploding management myths.

Exploding Management Myths

Exploding Management Myths

Exploding Management Myths

You don’t have to be a social butterfly to succeed with social networking. Whether you are searching for a new job, marketing your business, or recruiting for a candidate, you need to know how to network. But as a professional, you want to network with authenticity. Authentic networking means making a warm connection--having a reason to connect. You need to build your reputation to network. You start to build your reputation at work. You extend your reputation on social networking sites, mailing lists, and with online participation. During this session, you will analyze your current online network and your current online participation. You will focus on using social networking sites, mailing lists, and other online email and writing to build your reputation. You’ll leave with an action plan and a budding network to help you with that action plan.

Improve socialnetworkingskills

Improve socialnetworkingskills

Improve socialnetworkingskills

Johanna Rothman

You don’t have to be a social butterfly to succeed with social networking. As a manager, tester, or QA professional, you need to differentiate yourself from the pretenders. If you are a “doer,” it’s time to start building your reputation at work and extending your reach on social networking sites, discussion forums, through online participation and at conferences like STAR. Whether you are searching for a new job, recruiting a candidate, or looking for new ways to solve problems, you need to know how to network. However, as a professional, you want to network with authenticity by making a “warm” connection—having a reason to connect and something to give. Johanna Rothman helps you recognize and analyze your current business relationships and plan ways to expand and extend your networking. Leave with an action plan and a new, budding network to help you implement that plan.

Improve Your Social and In-Person Networking Skills

Improve Your Social and In-Person Networking Skills

Improve Your Social and In-Person Networking Skills

At Least Five Tips to Improve Your Geographically Distributed Agile Team

At Least Five Tips to Improve Your Geographically Distributed Agile Team

At Least Five Tips to Improve Your Geographically Distributed Agile Team

Johanna Rothman

Agile hiring. It's a team sport

Agile hiring. It's a team sport

Agile hiring. It's a team sport

Johanna Rothman

We’ve heard that leaders eat last or that they ask why. We’ve heard that leadership is doing the right things or influencing others. We’ve heard that leaders have the vision and take people where they want to go. Leadership might be all of those things. Does that describe you as a test leader? Great test leaders lead from their personal mission. They adapt to their context. They can solve problems, not alone, but with others. They develop other people, so they can create an organization that has more capacity than it did before. Join Johanna Rothman to learn how you might discover your personal mission. Learn how can you increase your adaptability, a hallmark of a great leader. Consider how you might solve problems across the organization, helping other people develop their skills for their benefit and the organization.

What makesyoua greattestleader

What makesyoua greattestleader

What makesyoua greattestleader

Johanna Rothman

Overcoming Three Pitfalls of Transitioning to Agile

Overcoming Three Pitfalls of Transitioning to Agile

Overcoming Three Pitfalls of Transitioning to Agile

Johanna Rothman

What if I told you that the organization powering 35% of the internet’s websites is fully remote? Automattic has a remote workforce based in 75 countries. You might be asking how such a successful business can be fully remote. That’s where Automattic’s remote framework guide sheds some light. Many people underestimated the power of remote work – until the global pandemic forced everyone to stay indoors. Even then, many people still thought about the remote work model through the lens of “there’s a pandemic, so you need to work from home.”

Automattic’s Remote Work Framework: How to Reach Autonomous & Asynchronous Ni...

Automattic’s Remote Work Framework: How to Reach Autonomous & Asynchronous Ni...

Automattic’s Remote Work Framework: How to Reach Autonomous & Asynchronous Ni...

Kashish Trivedi

We have opportunities to coach people all the time. Much of what we see as coaching is actually undercover training. Real coaching is richer—offering support while explaining options. In this interactive session, Johanna Rothman invites you to explore how to coach, regardless of your position in the organization. Teaching is just one option for coaching. You have many other options, depending on your coaching stance. You may select a counselor’s stance if you are managing up or a partner’s stance if you are a peer. You might even select a reflective observer’s stance or a technical advisor’s stance, depending on the situation. We will explore what to do when you see opportunities for coaching but you haven’t been asked to coach. Bring your coaching concerns, whether you are coaching onsite, or coaching at a distance, coaching one-on-one, or coaching teams. Let’s learn and build our coaching skills together.

Congruent Coaching: An Interactive Exploration

Congruent Coaching: An Interactive Exploration

Congruent Coaching: An Interactive Exploration

Similar to Manage.your.job.search (20)

Agile projects.programs.portfolio

Agile projects.programs.portfolio

Agile projects.programs.portfolio

Agile Teams and Collaboration: What's New About Agile?

Agile Teams and Collaboration: What's New About Agile?

Agile Teams and Collaboration: What's New About Agile?

Agile teams.collaboration.charter

Agile teams.collaboration.charter

Agile teams.collaboration.charter

Agile Program Management: Networks, Not Hierarchies

Agile Program Management: Networks, Not Hierarchies

Agile Program Management: Networks, Not Hierarchies

Yesorno.impossible

Yesorno.impossible

Yesorno.impossible

Program Management: Collaborating across the Organization

Program Management: Collaborating across the Organization

Program Management: Collaborating across the Organization

Transparent Decisions: Managing the Project Portfolio

Transparent Decisions: Managing the Project Portfolio

Transparent Decisions: Managing the Project Portfolio

Agile programmanagement.collaboratingacrossorganization

Agile programmanagement.collaboratingacrossorganization

Agile programmanagement.collaboratingacrossorganization

Congruent Coaching: An Exploration

Congruent Coaching: An Exploration

Congruent Coaching: An Exploration

Eight traps.networking

Eight traps.networking

Eight traps.networking

Agile.managers.essence.leadership

Agile.managers.essence.leadership

Agile.managers.essence.leadership

Exploding Management Myths

Exploding Management Myths

Exploding Management Myths

Improve socialnetworkingskills

Improve socialnetworkingskills

Improve socialnetworkingskills

Improve Your Social and In-Person Networking Skills

Improve Your Social and In-Person Networking Skills

Improve Your Social and In-Person Networking Skills

At Least Five Tips to Improve Your Geographically Distributed Agile Team

At Least Five Tips to Improve Your Geographically Distributed Agile Team

At Least Five Tips to Improve Your Geographically Distributed Agile Team

Agile hiring. It's a team sport

Agile hiring. It's a team sport

Agile hiring. It's a team sport

What makesyoua greattestleader

What makesyoua greattestleader

What makesyoua greattestleader

Overcoming Three Pitfalls of Transitioning to Agile

Overcoming Three Pitfalls of Transitioning to Agile

Overcoming Three Pitfalls of Transitioning to Agile

Automattic’s Remote Work Framework: How to Reach Autonomous & Asynchronous Ni...

Automattic’s Remote Work Framework: How to Reach Autonomous & Asynchronous Ni...

Automattic’s Remote Work Framework: How to Reach Autonomous & Asynchronous Ni...

Congruent Coaching: An Interactive Exploration

Congruent Coaching: An Interactive Exploration

Congruent Coaching: An Interactive Exploration

More from Johanna Rothman

Many teams and organizations plan for anywhere from a quarter to years before the teams can deliver anything. That planning creates the illusion that the organization knows what the products will be and the value those products will deliver for the organization. The problem is that the more valuable (and often riskier) the product, the more we need resilience and feedback in product planning. Instead of big planning, especially up front, consider using smaller and continual planning that incorporates feedback. Agile approaches allow us to complete small features, assess them and our process, and take the next feature off the backlog. What if we were able to generate the big-picture vision for the product, and yet be able to change what the teams work on next? We would have the best possible approach to product planning and delivery. That’s why using agile and lean roadmapping works so well for products that take three months or more to deliver.

Agile and Lean Roadmapping: Incorporating Change at Every Level of Product Pl...

Agile and Lean Roadmapping: Incorporating Change at Every Level of Product Pl...

Agile and Lean Roadmapping: Incorporating Change at Every Level of Product Pl...

Johanna Rothman

You have more than one project team who needs to collaborate with another team. Maybe you only have one technical team and a bunch of other people you need around the organization so you can release. And, you’ve heard of “frameworks” and “discipline” that don’t sound heavyweight, and maybe not so agile. Can you have a larger program and still be agile? Yes. We already know how to use program management to deliver larger efforts. Agile and lean program management uses small-world networks of collaborative teams to solve problems and deliver features fast. That demands the entire program be agile and lean—to collaborate across the organization. Johanna Rothman shares how to see and use agile roadmaps and create small world networks to create a culture of delivery that works. Help your project teams to become more lean and more agile so that you have working product releases all the time.

Agile program management: Scaling Collaboration Across the Organization (Agil...

Agile program management: Scaling Collaboration Across the Organization (Agil...

Agile program management: Scaling Collaboration Across the Organization (Agil...

Johanna Rothman

You have too much work to do, and it’s all must-do, top priority. You know your multitasking is slowing down your work, making you crazy, and making it difficult to deliver your best work. You feel pulled in so many directions it’s difficult to make progress. You can show your work and learn how to say no in a way your managers can understand. You can create your personal project portfolio. Learn to visualize your project portfolio and ask your manager for help in understanding what you should do first, second, and third. Maybe, even never. Learn how to create a parking lot so people know you’re not ignoring them; you’re not working on their desires now. Learn to have that conversation with your manager so you can say no and stop the multitasking.

Learn to Say No and End Your Multitasking (Agile Prague)

Learn to Say No and End Your Multitasking (Agile Prague)

Learn to Say No and End Your Multitasking (Agile Prague)

Johanna Rothman

Many agile teams attempt to plan for an entire quarter at a time. Something changes—a better product opportunity, or a product development problem—and the quarter’s plan is not just at risk. That plan is now impossible. Instead of quarterly planning, consider continual planning. Continual planning allows a project or a program to use small deliverables to plan for the near future and rolling waves to replan often to deliver the most value.

Think Big, Plan Small: How to Use Continual Planning

Think Big, Plan Small: How to Use Continual Planning

Think Big, Plan Small: How to Use Continual Planning

Johanna Rothman

When you think of hiring for your team, does the paperwork overwhelm you? Are you concerned about the number of interviews you seem to need to make a great decision? Do you ever have trouble making a decision, to know if this candidate is right for you --the team, the project, and the organization?? You know the cost of hiring people is high, and the cost of not getting the right person is even higher. You can apply agile approaches to your hiring, iterating on everything. You can get feedback as you go, and involve the entire team, including the sourcing. You can teach your recruiters to use a kanban board to track candidates and where they are in the pipeline. You can iterate on the job description (and job ad) based on what you see in candidates. When you involve the entire team, you can create questions and auditions that work for you. You can identify candidates who fit your culture and those who don't.

Agile h iring.team sport.phillyete

Agile h iring.team sport.phillyete

Agile h iring.team sport.phillyete

Johanna Rothman

Agile changes how we develop products. We no longer have the big design up front, or even know enough about what the product might do at the beginning. How can you continue to create great products that people will want, and that will be coherent? You can change your perspective from serving the product to serving the people. When you include servant leadership for the people on the teams, you continue your work as a traditional architect: shepherd the business value of the architecture, explore possibilities so the teams can implement, and create new ideas for how the product(s) will fit together. In addition, you coach and serve the people on the teams. You no longer have to be the only one with the vision. You can share the vision. This challenges everyone: you and your sense of worth; the teams and how they work with you; and the organization for who does what, how, and how to compensate everyone. In this talk, Johanna Rothman will discuss how agile creates opportunities for architects, and what servant leadership can look like for architects.

Agile Architect as Servant Leader

Agile Architect as Servant Leader

Agile Architect as Servant Leader

Johanna Rothman

Agile is about the ability to inspect and adapt to change. Can we become adaptable agile leaders? You don’t need to change your title. You might not need to change where you sit in the organization. You will need to change your mindset to have the courage to lead. Johanna will discuss how you can develop an agile mindset, seeing and living the “art of the possible.” We’ll discuss how your mindset influences your change artistry tools, and maybe even what you call yourself. We’ll see how to learn from small successes and continue to make progress, as you change yourself and your organization. You can start your change by changing your mindset to be one of change artistry and leadership. (BTW, when I say "Change is good. You first," I mean that you model the change you want other people to consider.)

Becoming-an-agile-leader

Becoming-an-agile-leader

Becoming-an-agile-leader

Johanna Rothman

Are you trying to scale your agile project to a program, a collection of projects with one strategic objective? If you do what you’ve done with one small project, you’ll get bloat. Instead of bloat or large frameworks, you can use agile and lean approaches to manage your program with small-world networks. Small world networks help each team to remain autonomous, and still collaborate and explore across the program. The common risks for software programs are how to manage the interdependencies, how to nurture the architecture, how to see the status, and how to release an entire product. When we ask feature teams to collaborate and take responsibility across the organization, the teams can manage many of the interdependency and architecture challenges. With program management, we can see the status and release the entire product.

Scaling Agile Projects to Programs: Networks of Autonomy, Collaboration and E...

Scaling Agile Projects to Programs: Networks of Autonomy, Collaboration and E...

Scaling Agile Projects to Programs: Networks of Autonomy, Collaboration and E...

Johanna Rothman

When you think of hiring for your team, does the paperwork overwhelm you? Are you concerned about the number of interviews you seem to need to make a great decision? Do you ever have trouble making a decision, to know if this candidate is right for you --the team, the project, and the organization?? You know the cost of hiring people is high, and the cost of not getting the right person is even higher. You can apply agile approaches to your hiring, iterating on everything. You can get feedback as you go, and involving the entire team, including the sourcing. You can teach your recruiters to use a kanban board to track candidates and where they are. You can iterate on the job description (and job ad) based on what you see in candidates. When you involve the entire team, you can create questions and auditions that work for you. You can identify candidates who fit your culture and those who don't. Note: I ran this session is a timeboxed interactive workshop. You can use the activities here to hire better.

Agile Hiring: It's a Team Sport

Agile Hiring: It's a Team Sport

Agile Hiring: It's a Team Sport

Johanna Rothman

You have more than one project team who needs to collaborate with another team. Maybe you only have one technical team and a bunch of other people you need around the organization so you can release. And, you’ve heard of “frameworks” and “discipline” that don’t sound heavyweight, and maybe not so agile. Can you have a larger program and still be agile? Yes. We already know how to use program management to deliver larger efforts. Agile and lean program management uses small-world networks of collaborative teams to solve problems and deliver features fast. That demands the entire program be agile and lean—to collaborate across the organization. Johanna Rothman shares how to see and use agile roadmaps and create small world networks to create a culture of delivery that works. Help your project teams to become more lean and more agile so that you have working product releases all the time.

Agile program management: scaling collaboration across the organization

Agile program management: scaling collaboration across the organization

Agile program management: scaling collaboration across the organization

Johanna Rothman

Do you find it difficult to hire great people? Maybe you know something is wrong, but you don't know what. Maybe you don't feel "chemistry" with the candidate. You can hire for cultural fit, and eliminate that icky feeling or the lack of chemistry. You need to understand your corporate culture, and your culture as a hiring manager. You can then develop great interview questions and auditions to reflect your culture to see if a candidate will fit. Learn how to think about interview questions to use cultural fit to your advantage, instead of discarding candidates for that uneasy feeling.

Hiring.for.cultural.fit

Hiring.for.cultural.fit

Hiring.for.cultural.fit

Johanna Rothman

Change happens to us all the time. Normally, it happens so slowly that we don't particularly notice. Sometimes the change happens so quickly that we do notice. My life changed in September 2009. With sudden hearing loss and constant vertigo, my life took a sudden turn. I learned to ask for help; to accept that I can’t control everything; to see the current state so and to envision where I want to go. I'm adapting how I work, live, and travel so that I can be successful. Things have changed; adapting has allowed me to continue to live, work and enjoy my life. Does this sound like an agile approach to life to you? Irrespective of your changes, you must adapt to the new challenges. It may be a move to agile or working with partners and other teams who are adopting new ways of working. For some of you, change might feel subtle. For some of you, change can feel like a 2x4. How do you adapt to ensure you are still successful and enjoy your life?

Creating an Adaptable life

Creating an Adaptable life

Creating an Adaptable life

Johanna Rothman

Exploding Management Myths

Exploding Management Myths

Exploding Management Myths

Johanna Rothman

Becoming.kick ass.testmanager

Becoming.kick ass.testmanager

Becoming.kick ass.testmanager

Johanna Rothman

JR.agile portfolioplanning.pmi

JR.agile portfolioplanning.pmi

JR.agile portfolioplanning.pmi

Johanna Rothman

Influence.and.authority

Influence.and.authority

Influence.and.authority

Johanna Rothman

More from Johanna Rothman (16)

Agile and Lean Roadmapping: Incorporating Change at Every Level of Product Pl...

Agile and Lean Roadmapping: Incorporating Change at Every Level of Product Pl...

Agile and Lean Roadmapping: Incorporating Change at Every Level of Product Pl...

Agile program management: Scaling Collaboration Across the Organization (Agil...

Agile program management: Scaling Collaboration Across the Organization (Agil...

Agile program management: Scaling Collaboration Across the Organization (Agil...

Learn to Say No and End Your Multitasking (Agile Prague)

Learn to Say No and End Your Multitasking (Agile Prague)

Learn to Say No and End Your Multitasking (Agile Prague)

Think Big, Plan Small: How to Use Continual Planning

Think Big, Plan Small: How to Use Continual Planning

Think Big, Plan Small: How to Use Continual Planning

Agile h iring.team sport.phillyete

Agile h iring.team sport.phillyete

Agile h iring.team sport.phillyete

Agile Architect as Servant Leader

Agile Architect as Servant Leader

Agile Architect as Servant Leader

Becoming-an-agile-leader

Becoming-an-agile-leader

Becoming-an-agile-leader

Scaling Agile Projects to Programs: Networks of Autonomy, Collaboration and E...

Scaling Agile Projects to Programs: Networks of Autonomy, Collaboration and E...

Scaling Agile Projects to Programs: Networks of Autonomy, Collaboration and E...

Agile Hiring: It's a Team Sport

Agile Hiring: It's a Team Sport

Agile Hiring: It's a Team Sport

Agile program management: scaling collaboration across the organization

Agile program management: scaling collaboration across the organization

Agile program management: scaling collaboration across the organization

Hiring.for.cultural.fit

Hiring.for.cultural.fit

Hiring.for.cultural.fit

Creating an Adaptable life

Creating an Adaptable life

Creating an Adaptable life

Exploding Management Myths

Exploding Management Myths

Exploding Management Myths

Becoming.kick ass.testmanager

Becoming.kick ass.testmanager

Becoming.kick ass.testmanager

JR.agile portfolioplanning.pmi

JR.agile portfolioplanning.pmi

JR.agile portfolioplanning.pmi

Influence.and.authority

Influence.and.authority

Influence.and.authority

Recently uploaded

Looking to unlock the full potential of your data? Check out EnFuse Solutions' comprehensive data management services! Their tailored solutions are designed to streamline operations, provide valuable insights, and drive growth for your business. Trust EnFuse to turn raw information into a strategic asset that propels your organization toward success: https://www.enfuse-solutions.com/services/data-management/

Unleash Data Power with EnFuse Solutions' Comprehensive Data Management Servi...

Unleash Data Power with EnFuse Solutions' Comprehensive Data Management Servi...

Unleash Data Power with EnFuse Solutions' Comprehensive Data Management Servi...

Building Moonshots In today's rapidly evolving world, many industries have experienced disruption or are on the cusp of one. While organisations often discuss the importance of innovation and disruption for growth, it's not uncommon to find ourselves defaulting to familiar patterns and maintaining the status quo. To thrive amidst this change, businesses of all sizes must adopt strategic foresight not as an option but as an essential strategy. Developing strategic foresight enables organizations to anticipate and proactively respond to future challenges, ensuring they remain adaptable and resilient in an ever-changing landscape. By moving beyond "business as usual" thinking and embracing innovative approaches, companies can position themselves for long-term success.

Innomantra Viewpoint - Building Moonshots : May-Jun 2024.pdf

Innomantra Viewpoint - Building Moonshots : May-Jun 2024.pdf

Innomantra Viewpoint - Building Moonshots : May-Jun 2024.pdf

Ready to unlock the full potential of your LinkedIn profile? Join us for an immersive workshop where you'll gain invaluable insights and practical tips to optimize your profile, expand your network, and elevate your personal brand. Official event during Techweek NZ: May 23rd @ 6pm - 7:30pm St Peters Church Garden Room 211 Willis Street, Te Aro, Wellington New Zealand Google Meet Link: View details and RSVP https://calendar.app.google/h34Jub18s6Ri31NS7

LinkedIn Masterclass Techweek 2024 v4.1.pptx

LinkedIn Masterclass Techweek 2024 v4.1.pptx

LinkedIn Masterclass Techweek 2024 v4.1.pptx

Symbio Agency Ltd

Global Interconnection Group Joint Venture[960] (1).pdf

Global Interconnection Group Joint Venture[960] (1).pdf

Global Interconnection Group Joint Venture[960] (1).pdf

The "Future of Trade 2024: Snapshot" report by DMCC explores the transformative changes and emerging trends in the global trade landscape. As the fifth edition of DMCC's biennial flagship report, it highlights how shifting political and economic alliances, technological advancements, and sustainability initiatives are reshaping trade dynamics. Key themes include the rise of regionalization due to geopolitical tensions, the reconfiguration of supply chains, the integration of AI, and the drive towards carbon net-zero. The report underscores the significance of adapting to new realities, such as the "chip war" between the US and China, and the pivotal role of AI and sustainability in driving trade efficiency and creating new market demands. It also addresses the strategic implications for businesses and policymakers, emphasizing the need for agility and foresight. Furthermore, the report delves into the drivers of change, such as geopolitical events, technological innovations, and environmental shifts, which are set to influence trade policies and consumer behavior. It offers insights from global experts and roundtables, providing strategic advice for navigating the complexities of modern trade. Ultimately, the "Future of Trade 2024: Snapshot" serves as a comprehensive guide for understanding the evolving trade environment, equipping stakeholders with the knowledge to make informed decisions and capitalize on emerging opportunities in a rapidly changing world.

Future of Trade 2024 - Decoupled and Reconfigured - Snapshot Report

Future of Trade 2024 - Decoupled and Reconfigured - Snapshot Report

Future of Trade 2024 - Decoupled and Reconfigured - Snapshot Report

Dubai Multi Commodity Centre

The Complete Guide to IPTV App Development Process: Step-by-Step Guidance? The growing demand for customized content viewing experiences has caused development companies such as WHMCS SMARTERS to create custom IPTV apps which has also influenced how people stream and view content such as movies, series, and Live TV. Keep reading this guide to learn the process of IPTV app development. For more information visit our website. https://www.whmcssmarters.com

The Ultimate Guide to IPTV App Development Process_ Step-By-Step Instructions

The Ultimate Guide to IPTV App Development Process_ Step-By-Step Instructions

The Ultimate Guide to IPTV App Development Process_ Step-By-Step Instructions

Venture capital can often seem like a black box—opaque and inaccessible. However, Mike Maples, Jr of Floodgate offers invaluable insights in his analysis revealing what makes the VC world tick and how founders can navigate it effectively. Key Insights: 1) VC Dynamics: Understand the crucial relationship between entrepreneurs, venture capitalists, and limited partners. 2) Exponential Laws: Learn about Moore’s Law and Metcalfe’s Law, which dictate the scalability and network value crucial for startup success. 3) The Power Law: Explore how the value of the best startup outcome significantly exceeds all others, emphasizing the importance of aiming for massive impact. 4) VC Fundamentals: Maples discusses the dos and don’ts of fundraising from VCs, helping founders avoid common pitfalls and strategically position their startups.

Inside the Black Box of Venture Capital (VC)

Inside the Black Box of Venture Capital (VC)

Inside the Black Box of Venture Capital (VC)

Alejandro Cremades

Special Purpose Vehicle (Purpose, Formation & examples)

Special Purpose Vehicle (Purpose, Formation & examples)

Special Purpose Vehicle (Purpose, Formation & examples)

Falcon Invoice Discounting Setup for Small Businesses

Falcon Invoice Discounting Setup for Small Businesses

Falcon Invoice Discounting Setup for Small Businesses

Falcon investment

Creative Ideas for Interactive Team Presentations

Creative Ideas for Interactive Team Presentations

Creative Ideas for Interactive Team Presentations

name：Test bank for Byrd & Chen's Canadian Tax Principles 2023-2024 Edition 1st edition Volumes I by Gary Donell Edition：2023-2024 Edition 1st edition Volumes I author：By Gary Donell ISBN： type：Test bank format：word/zip All chapter include Consistent with the title of this textbook, our objective is to instill a solid understanding of the basics of income tax and GST/HST through an appreciation of the tax principles, concepts, and unique vocabulary that make up the framework upon which the Canadian tax system has been built. This level of understanding is not solely directed at a theoretical or academic level; considerable emphasis is placed on practical everyday situations in preparation for careers where an understanding of tax in some form will be helpful at a minimum and essential at best.

Byrd & Chen’s Canadian Tax Principles 2023-2024 Edition 1st edition Volumes I...

Byrd & Chen’s Canadian Tax Principles 2023-2024 Edition 1st edition Volumes I...

Byrd & Chen’s Canadian Tax Principles 2023-2024 Edition 1st edition Volumes I...

USA classified ads posting – best classified sites in usa.pdf

USA classified ads posting – best classified sites in usa.pdf

USA classified ads posting – best classified sites in usa.pdf

superbizness1227

Meaningful Technology for Humans: How Strategy Helps to Deliver Real Value fo...

Meaningful Technology for Humans: How Strategy Helps to Deliver Real Value fo...

Meaningful Technology for Humans: How Strategy Helps to Deliver Real Value fo...

Discover the future of engineering with carbon components! These lightweight yet incredibly strong materials are transforming industries from aerospace to automotive. With unparalleled durability and efficiency, carbon components are driving innovation and sustainability across the board. Explore how these advanced materials are setting new standards and paving the way for a more efficient future.

Revolutionizing Industries: The Power of Carbon Components

Revolutionizing Industries: The Power of Carbon Components

Revolutionizing Industries: The Power of Carbon Components

2024 has seen a number of employment law changes take effect, with some more planned for the near future. Keeping up to date with these changes is vital to avoid costly mistakes and to ensure that your workplace reaps the benefits which come from compliance with current law and best practice. Our free one-hour webinar, delivered by our employment solicitors, Claire Berry and Joanna Smye, discusses the most important employment law changes in 2024, reviews key cases from the last six months and provides you with practical advice on the important learning points to take away.

HR and Employment law update: May 2024.

HR and Employment law update: May 2024.

HR and Employment law update: May 2024.

FelixPerez547899

Copyright: What Creators and Users of Art Need to Know

Copyright: What Creators and Users of Art Need to Know

Copyright: What Creators and Users of Art Need to Know

Navigating the seed funding landscape can be complex and demanding. Thanks to insights from Steve Schlafman of RRE Ventures, their detailed presentation sheds light on this critical phase of startup development. Key Points from the Presentation: 1) Sources of Seed Capital: Explore diverse funding sources from venture capital to angel investors and learn how to leverage them effectively. 2) Preparing for the Pitch: Understanding what investors look for in a seed stage startup is crucial— from traction and product to team dynamics. 3) The Pitch Itself: Learn how to create FOMO (Fear of Missing Out) among investors and how to convey your startup's value compellingly. 4) Post-Pitch Strategy: Discover what steps to take after your pitch to maintain momentum and secure funding.

Raising Seed Capital by Steve Schlafman at RRE Ventures

Raising Seed Capital by Steve Schlafman at RRE Ventures

Raising Seed Capital by Steve Schlafman at RRE Ventures

Alejandro Cremades

How to Maintain Healthy Life style.pptx

How to Maintain Healthy Life style.pptx

How to Maintain Healthy Life style.pptx

www.seribangash.com An Article of Association is a legal document that contains the rules, regulations, and guidelines for the internal management and operation of a company. It is one of the two key documents along with the Memorandum of Association that forms the company's constitution, outlining its structure and objectives. While the Memorandum of Association defines the company's external objectives and powers, the Article of Association deals with its internal affairs. https://seribangash.com/public-private-company-difference/ Here's a detailed note on the Article of Association: Contents: The Article of Association typically includes provisions regarding the rights and duties of shareholders, the appointment and removal of directors, the conduct of board and general meetings, the distribution of dividends, the issuance and transfer of shares, borrowing powers of the company, and any other matters relating to the administration and management of the company. Flexibility: Unlike the Memorandum of Association, which is relatively fixed and requires formal procedures to amend, the Article of Association can be amended more easily by passing a special resolution in a general meeting of shareholders. This flexibility allows companies to adapt their internal rules according to changing circumstances and requirements. https://seribangash.com/public-private-company-difference/ Standard Provisions: While companies have the flexibility to customize their Articles to suit their specific needs, certain standard provisions are commonly included, such as: Shareholders' rights and obligations: Including voting rights, procedures for convening meetings, and methods for appointing proxies. Directors' powers and responsibilities: Specifying the powers of the board of directors, procedures for appointment, retirement, and removal of directors, and rules for board meetings. Dividend policies: Outlining the procedures for declaring and distributing dividends to shareholders. Transfer of shares: Stipulating the process for transferring shares, including any restrictions or pre-emption rights. Borrowing powers: Defining the limits and conditions under which the company can borrow money. https://seribangash.com/public-private-company-difference/ Winding up procedures: Describing the procedures for voluntary or involuntary winding up of the company. Legal Requirement: In most jurisdictions, companies are required to have Articles of Association as part of their incorporation documents. These Articles must comply with the laws and regulations of the jurisdiction in which the company is registered. Public Accessibility: While the Memorandum of Association is a public document that anyone can access, the Article of Association is often kept as an internal document and may not be available for public inspection. Binding Nature: The provisions contained in the Article of Association are binding on the company, its shareholders, directors, and other officers.

Constitution of Company Article of Association

Constitution of Company Article of Association

Constitution of Company Article of Association

The Truth About Dinesh Bafna's Situation.pdf

The Truth About Dinesh Bafna's Situation.pdf

The Truth About Dinesh Bafna's Situation.pdf

Recently uploaded (20)

Unleash Data Power with EnFuse Solutions' Comprehensive Data Management Servi...

Unleash Data Power with EnFuse Solutions' Comprehensive Data Management Servi...

Unleash Data Power with EnFuse Solutions' Comprehensive Data Management Servi...

Innomantra Viewpoint - Building Moonshots : May-Jun 2024.pdf

Innomantra Viewpoint - Building Moonshots : May-Jun 2024.pdf

Innomantra Viewpoint - Building Moonshots : May-Jun 2024.pdf

LinkedIn Masterclass Techweek 2024 v4.1.pptx

LinkedIn Masterclass Techweek 2024 v4.1.pptx

LinkedIn Masterclass Techweek 2024 v4.1.pptx

Global Interconnection Group Joint Venture[960] (1).pdf

Global Interconnection Group Joint Venture[960] (1).pdf

Global Interconnection Group Joint Venture[960] (1).pdf

Future of Trade 2024 - Decoupled and Reconfigured - Snapshot Report

Future of Trade 2024 - Decoupled and Reconfigured - Snapshot Report

Future of Trade 2024 - Decoupled and Reconfigured - Snapshot Report

The Ultimate Guide to IPTV App Development Process_ Step-By-Step Instructions

The Ultimate Guide to IPTV App Development Process_ Step-By-Step Instructions

The Ultimate Guide to IPTV App Development Process_ Step-By-Step Instructions

Inside the Black Box of Venture Capital (VC)

Inside the Black Box of Venture Capital (VC)

Inside the Black Box of Venture Capital (VC)

Special Purpose Vehicle (Purpose, Formation & examples)

Special Purpose Vehicle (Purpose, Formation & examples)

Special Purpose Vehicle (Purpose, Formation & examples)

Falcon Invoice Discounting Setup for Small Businesses

Falcon Invoice Discounting Setup for Small Businesses

Falcon Invoice Discounting Setup for Small Businesses

Creative Ideas for Interactive Team Presentations

Creative Ideas for Interactive Team Presentations

Creative Ideas for Interactive Team Presentations

Byrd & Chen’s Canadian Tax Principles 2023-2024 Edition 1st edition Volumes I...

Byrd & Chen’s Canadian Tax Principles 2023-2024 Edition 1st edition Volumes I...

Byrd & Chen’s Canadian Tax Principles 2023-2024 Edition 1st edition Volumes I...

USA classified ads posting – best classified sites in usa.pdf

USA classified ads posting – best classified sites in usa.pdf

USA classified ads posting – best classified sites in usa.pdf

Meaningful Technology for Humans: How Strategy Helps to Deliver Real Value fo...

Meaningful Technology for Humans: How Strategy Helps to Deliver Real Value fo...

Meaningful Technology for Humans: How Strategy Helps to Deliver Real Value fo...

Revolutionizing Industries: The Power of Carbon Components

Revolutionizing Industries: The Power of Carbon Components

Revolutionizing Industries: The Power of Carbon Components

HR and Employment law update: May 2024.

HR and Employment law update: May 2024.

HR and Employment law update: May 2024.

Copyright: What Creators and Users of Art Need to Know

Copyright: What Creators and Users of Art Need to Know

Copyright: What Creators and Users of Art Need to Know

Raising Seed Capital by Steve Schlafman at RRE Ventures

Raising Seed Capital by Steve Schlafman at RRE Ventures

Raising Seed Capital by Steve Schlafman at RRE Ventures

How to Maintain Healthy Life style.pptx

How to Maintain Healthy Life style.pptx

How to Maintain Healthy Life style.pptx

Constitution of Company Article of Association

Constitution of Company Article of Association

Constitution of Company Article of Association

The Truth About Dinesh Bafna's Situation.pdf

The Truth About Dinesh Bafna's Situation.pdf

The Truth About Dinesh Bafna's Situation.pdf

Manage.your.job.search

1. ManageYour Job Search Johanna Rothman New: Hiring GeeksThat Fit @johannarothman www.jrothman.com jr@jrothman.com 781-641-4046

2. © 2013 Johanna Rothman The ProblemWith a Job Search 2 It’s a big complex project It’s overwhelming Your emotions are all over the place It’s so easy to get interrupted It doesn’t end until you have an offer in hand Which means you have to iterate

3. © 2013 Johanna Rothman Why Learn a New System? A complex project requires a system that breaks down the complexity into something that works for you You need to prepare for your success 3

4. © 2013 Johanna Rothman Plan to Iterate How you look for a job Where you look for a job On your resume On your networking On everything 4

5. © 2013 Johanna Rothman We Have a System for Iteration It’s called “agile” Helps you get feedback But agile is built for cross-functional teams You are not a team; you’re a person 5

6. © 2013 Johanna Rothman You Need a System for Flow Personal kanban helps with ﬂow Helps you see small achievable steps to get to the next place 6

7. © 2013 Johanna Rothman You can use personal kanban inside one-week iterations to manage your job search project 7

8. © 2013 Johanna Rothman Let’s See an Example 8

9. © 2013 Johanna Rothman9 A Possible FirstWeek for a Newbie

10. © 2013 Johanna Rothman A Possible SecondWeek 10

11. © 2013 Johanna Rothman Keep Iterating 11 You might iterate on your resume: Write draft 1 Get review from Sally, John, and Dan Do several other things in order (1, 2, 3) while you are waiting, such as request references Later, write draft 2.That would be a separate sticky

12. © 2013 Johanna Rothman12

13. © 2013 Johanna Rothman DecideWhat’s Next 13 You decide what to do next week based on your accomplishments and what’s important now You don’t over-commit You write down everything you need to do You retrospect to assess your progress

14. © 2013 Johanna Rothman KeepYourTodos Small We like to make progress We are not good at multitasking The way to keep your spirits up and to make progress is to keep your todos small You won’t get confused with an interrupting phone call You can make progress with small chunks of time 14

15. © 2013 Johanna Rothman Retrospect Many ways to reﬂect Plus/Minus/Change Proud/Sorry Facilitated Conversation MindMap of your week Quantitative data of your week Five whys 15

16. © 2013 Johanna Rothman Tips to MakeThisWork You can ﬁnish every todo in two hours or less You can ﬁnish the week’s work in the time you have for your job search Your todos are independent from each other 16

17. © 2013 Johanna Rothman AvoidTheseTraps Keep going Perfection is the enemy of the good Don’t beat yourself up Don’t have too much work in progress (todos in the In Progress column) Know that you will never have the perfect resume 17

18. © 2013 Johanna Rothman What Questions DoYou Have? 18

19. © 2013 Johanna Rothman Let’s Stay inTouch... ManageYour Job Search on leanpub Hiring GeeksThat Fit on leanpub.com, Pragprog.com,Amazon Much more on www.jrothman.com/blog/htp Pragmatic Manager: www.jrothman.com/pragmaticmanager Please link with me on LinkedIn 19