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Agile and Lean Program Management: Scaling Collaboration Across the Organization

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Product details

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Audible Audiobook

Listening Length: 5 hours and 49 minutes

Program Type: Audiobook

Version: Unabridged

Publisher: Deyan Audio

Audible.com Release Date: July 15, 2016

Whispersync for Voice: Ready

Language: English, English

ASIN: B01IDZZZZI

Amazon Best Sellers Rank:

This is a difficult book for me to review. It is a subject i'm very familiar with. At the I thought this was the worst book I've ever read on the subject and decided that it deserves only one star. At other times, I felt the author was quite insightful and that it was much better than the average books on the subject. I've had a hard time clarifying this to myself, but I'll try to explain that in the review and keep the review at an average of 3 stars. Before that, let me first summarize the main themes of the book.I consider the book to mostly have three parts of main topics. Though these do not exist in the book and the line between them is not always strict. Chapter 1-7 roughly belong to a part of the book I'd refer to "Program Structure". The next chapter 8-11 roughly are about 'running' the program. Chapter 12-16 is about specific topics and what to do in specific contexts.The first chapter looks at the Agile Manifesto principles and the Lean principles and then defines the Agile Program Management Principles. This sets the tone for the structure of the rest of the book where the last section of each chapter will try to match the topics in that chapter back the principles. This felt extreme artificial to me and didn't like that section and ended up reading it very quickly or skipping it. Chapter two the program context and introduces the Cynefin model. This was not used a lot in the rest of the book though. Chapter 3 is about who needs to be in the Program Team and the next chapter is about chartering the program. The next three chapters were a bit more about how the program works with chapter five talking about planning, chapter six covering the release and release frequency and chapter seven discussing the teams, team structure and coordination.The second part focuses a bit more on the day-to-day operations of the program with chapte eight discussing the meeting structure. Chapter nine talking about estimation or not estimation, chapter ten covering a bunch of measurements and measurement concepts and the part ends with chapter eleven which re-introduces the concept of servant leadership (talking about in the beginning of the book already) and about how you as a program manager acts towards the program. Moving away from control to supporting the program.The last part dives into specific topics with first discussing how to evolve the architecture of the program (product? See below). Chapter 13 is about specific common problems in the program and how to deal with them. Chapter 14 is about HW/SW programs. It is these kind of chapters that provided the most value for me. Chapter 15 covers team and team structural problems. Chapter 16 about working together with teams that are not working in an agile development style and the book ends with a chapter on what you can take away from the book if you are not in an agile environment.Now... the good, the bad and the ugly. Let me start with the ugly and the parts that made me almost throw the book out of the window at times. The book insists upon forcing agile development within a traditional program and project context. A large part of the book, in fact, has nothing to do with agile development but could be places in any project management book and nobody would notice. The focus on projects instead the focus on products was annoying the hell out of me. Then all the typical structures that take place in a matrix organization were defined and then the roles... there were quite many suggested roles.The hard part of this though is, though, I know a lot of people are within that context. They are likely to appreciate this part from the book. It makes it comfortable as they won't need to challenge program/project structures in organizations. And the book would (for me) be so much more valuable if the author would challenge these assumptions and then explain how you can work within these constraints. But never pointing out the constraints of the environment and simply accepting them, for a scaling agile book, was disappointing to me.The bad... At times, some statements didn't make a lot of sense to me or suggested a shallow understanding of some concepts. The author promotes feature teams (good!) but never really defines what it means (it isn't in glossary). But then at times mentions specific problems that wouldn't exist with feature teams. The author promotes CI (good!) but then suggests that you need to have small stories so you can do CI (suggesting you only integrate after the story is finished). There are more of these. Most of them are in the details.Then, the good... Most of the goodness of the book was in the latter chapters (IMHO). The chapters of dealing with practical problems such as dealing with hardware/software projects gave some good practical advise. It was clear the author has experience in these kind of projects and shared how she has solved these particular problems.All in all, I wouldn't recommend the book. The program/project management focus is a huge turn-off for me and IMHO not what organizations need. More challenging of these concepts would be welcome. But the latter practical chapters are useful for people in these specific context. In average, I'll keep it at 3 stars.

Johanna provides real, tactical insights on how to set up an Agile and Lean Program. This has been my go-to informational book when it comes to providing clarity to the organization and getting the execs out of the weeds (stories, story points, velocity) and focused on the big picture and what is important in terms of delivery. You could very well literally take this model she describes and start applying it to your program today. It's a very good, tactical how-to. I've also heard Johanna speak at several conferences over the years which is why I picked up this and other books she's written, and they do not disappoint. One of the key things a lot of books may miss that she incorporates into this book is how the Program and Program Management tie in to Agile - how what she is describing is also upholding the tenets of the Agile Manifesto.

I have over 6 years of Agile PM experience but only a couple years of Scaled Agile - so there's still a lot I can learn. The book does a great job at highlighting some techniques and tools, and provides examples that can be leveraged, for Agile efforts at the scaled or program level. Great for refining skills and adding to the toolbox.

I thoroughly enjoyed reading this book. It offered great advice for not just the structure of the program team but best practices and trouble-shooting for each role in the team and offered alternate ways of working based on the needs and maturity of your organization.

Whether you are coming from the Agile side of the house, or have a more traditional background, Johanna Rothman’s Agile and Lean Program Management is something you are going to want to have on hand if you are trying to manage work at the program and portfolio level within a work context that incorporates Agile and Lean practices.The book offers an explanation of how to go about setting up your program environment in a very clear and pragmatic way. The author’s range of experience in both legacy and Agile methods is a great help here as she offers explanations as to why certain approaches are more likely to lead to successful outcomes than others and provides anecdotes highlighting these points. Those new to Agile, or who feel that the language used by Agilists can be a bit daunting, should find the explanations easy to understand as they are provided in a concise manner that doesn’t get too twisted up in jargon.One of the aspects of the book I found to be the most valuable was the explanation of signs, symptoms, and indicators of potential dysfunction. This is one of the main reasons I am going to be recommending this book to my Certified Scrum Master and Certified Scrum Product Owner students.Another very important aspect of the book is the balance that is struck between a tactical explanation of how to set things up from an Agile perspective, her incorporation of some traditional practices she has found valuable (like maintaining a risk register), and her approach to soft skill topics like Servant Leadership. If you are familiar with Ms. Rothman’s work, this will not come as a surprise, but her ability to balance these is a rare thing that can make a topic like Agile Program Management a little more accessible.I think for many of those who are on the path to Agile, the final three sections of the book may prove to be the most valuable. The sections on troubleshooting issues with Agile Teams and how to work with Agile in a non-Agile environment provide a great deal of sound advice based on years of experience. Finally, in the chapter on what to do if you are interested in Agile, but can’t see how it would work in your organization or can’t determine how you should get started, the author explains how to set up some basic experiments that may help demonstrate the value of an Agile approach to work.Dave Prior

this is a great book, starting with the phrase "Scaled agile is simply program management". This book helped me to communicate with others around why having a PMO was not a bad but a great idea in a growing agile company, and she has great insight into how to solve common challenges. Also highly recommend Daniel Vacanti's work.

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