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About Johanna Rothman
In my fiction, I write about tough, smart women. My heroines have guts! I also have an email newsletter for my fiction.
Please take a look and sign up for the newsletters (www.jrothman.com) so I can stay in contact with you.
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With autonomy, collaboration, and exploration, teams and program level people can decide how to apply agile and lean to their work.
Learn to collaborate around deliverables, not meetings. Learn which measurements to use and how to use those measures to help people deliver more of what you want (value) and less of what you don’t want (work in progress). Create an environment of servant leadership and small-world networks. Learn to enable autonomy, collaboration, and exploration across the organization and deliver your product.
Scale collaboration with agile and lean program management and deliver your product.
Don’t blindly apply agile practices designed for collocated teams. Instead, learn to use three mindset shifts and the agile and lean principles to create your successful distributed agile team. Use the tips and traps to help your team succeed.
Leave the chaos of virtual teams behind. See how to help your distributed team succeed.
Great management is difficult to see as it occurs. It's possible to see the results of great management, but it's not easy to see how managers achieve those results. Great management happens in one-on-one meetings and with other managers---all in private. It's hard to learn management by example when you can't see it.
You can learn to be a better manager---even a great manager---with this guide. You'll follow along as Sam, a manager just brought on board, learns the ropes and deals with his new team over the course of his first eight weeks on the job. From scheduling and managing resources to helping team members grow and prosper, you'll be there as Sam makes it happen. You'll find powerful tips covering:
- Delegating effectively
- Using feedback and goal-setting
- Developing influence
- Handling one-on-one meetings
- Coaching and mentoring
- Deciding what work to do---and what not to do
- ...and more.
Full of tips and practical advice on the most important aspects of management, this is one of those books that can make a lasting andimmediate impact on your career.
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 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.
This book is a reality-based guide for modern projects. You’ll learn how to recognize your project’s potholes and ruts, and determine the best way to fix problemsäóîwithout causing more problems.
Reformed white-hat hacker Amy’s past stands between her current success and her best friend’s life. Can she rescue her best friend without helping the black hats? Trevor has no sympathy for hackers. As a cyber security expert, he knows some of what's going on, but not all. Amy has the insights Trevor needs. Trevor holds the key to Amy’s success. Can they work together and restore sanity to their worlds?
Instead of estimation, consider using cost of delay to evaluate and rank projects. Cost of delay accounts for ways projects get stuck: multitasking, other projects not releasing on time, work queuing behind experts, excessive attention to code cleanliness, and management indecision to name several.
Once you know about cost of delay, you can decide what to do about it. You can stop the multitasking. You can eliminate the need for experts. You can reduce the number of projects and features in progress. You can use cost of delay to rank projects and work in your organization. Learn to use cost of delay to make better decisions for your project, program, or project portfolio.
The Cutting Edge of Modern Short Fiction
A three-time Hugo Award nominated magazine, this issue of Pulphouse Fiction Magazine offers up fifteen fantastic stories by some of the best writers working in modern short fiction. No genre limitations, no topic limitations, just great stories. Attitude, feel, and high quality fiction equals Pulphouse.
“This is definitely a strong start. All the stories have a lot of life to them, and are worthwhile reading.”—Tangent Online on Pulphouse Fiction Magazine, Issue #1
Table of Contents
“The Geezer Squad” by Annie Reed
“The Dog that Ate Homework” by J Steven York
“Battery-operated Boyfriend” by Barbara G. Tarn
“Offensive in Every Possible Way” by Robert Jeschonek
“Gravity Well” by Kent Patterson
“The Sport of Queens: A Lucifer Jones Story” by Mike Resnick
“The New Crop” by Kristine Kathryn Rusch
“The Blind Lagoon Misadventure” O’Neil De Noux
“Practice” by Ray Vukcevich
“One-Night Stands for Love and Glory” by David H. Hendrickson
“Maiden’s Dance” by Rebecca Lyons
“The True Story of Stanley and Stella” by Johanna Rothman
“Death Be Nimble” by James Gotaas
“Under The Blood-Red Maple” by Joslyn Chase
“Head Case: A Dan Shamble Zombie P.I. Adventure” by Kevin J. Anderson
“Minions at Work: Allen Wrenched” by J Steven York
The definition of estimate is “guess.” But too often, the people who want estimates want commitments. Instead of a commitment, you can apply practical and pragmatic approaches to developing estimates and then meet your commitments. You can provide your managers the information they want and that you can live with.
Learn how to use different words for your estimates and how to report your estimate that includes uncertainty. Learn who should—and should not—estimate. Learn how to update your estimate when you know more about your project.
Regain estimation sanity. Learn practical and pragmatic ways to estimate schedule or cost for your projects.
Treat your job hunt like the project it is. Use agile and lean project management approaches that allow you to create a visual system.
You’ll increase your productivity, track your progress, evaluate your work, gain feedback, and throw out what doesn’t work while building on your successes. Learn from your past career to optimize for your next step. Full of tips, stories, and humor, you’ll apply practical techniques to take control of the most important project you’ll ever work on: find your next best job.
The Cutting Edge of Modern Short Fiction
A three-time Hugo Award nominated magazine, this issue Pulphouse Fiction Magazine offers up seventeen fantastic stories by some of the best writers working in modern short fiction. No genre limitations, no topic limitations, just great stories. Attitude, feel, and high quality fiction equals Pulphouse.
“This is definitely a strong start. All the stories have a lot of life to them, and are worthwhile reading.”
—Tangent Online on Pulphouse Fiction Magazine, Issue #1
Table of Contents
“Time, Expressed as an Entrée” by Robert Jeschonek
“The Four Thirty-Five” by Annie Reed
“The Clockwork Man’s Canteen” by J. Steven York
“Red Carnation” by Lee Allred
“This Magic Moment” by Lisa Silverthorne
“Pinning the Rap” by O’Neil De Noux
“Daddy’s Little Girls” by James C. Glass
“Catastrophe Baker and the Ship Who Purred” by Mike Resnick
“Active Reader” by Mark Leslie
“Collector’s Curse: A Dan Shamble Zombie PI Adventure” by Kevin J. Anderson
“A Good Negro” by Ezekiel James Boston
“Fiction” by Jerry Oltion
“Alien Automotive” by Kent Patterson
“You Go Too Far” by Ray Vukcevich
“The One Left” by Valerie Brook
“Who’s the Abomination?” by Johanna Rothman
“The Case of the Vanishing Boy: A Spade/Paladin Conundrum” by Kristine Kathryn Rusch
“Minions at Work 2.0: Snakes and Leaders” by J. Steven York