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Webcast: Disrupting Enterprise Software And Corporate IT
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Webcast: Disrupting Enterprise Software And Corporate IT

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The same trends and tools that have dramatically raised the quality bar in consumer applications are doing the same thing to corporate IT and enterprise software. ...

The same trends and tools that have dramatically raised the quality bar in consumer applications are doing the same thing to corporate IT and enterprise software.

If you haven't heard about 'design thinking' or 'Lean Startup' you probably will soon. The big paradox about these two incredibly powerful ideas is that they're almost universally liked, yet rarely practiced in full. The hardest part is getting started- the rest is easy.

In this webcast, Alex Cowan, CTO of Leonid Systems and author of 'Starting a Tech Business' will get down to the essentials of how the product manager can build an effective foundation for regular application of these ideas within enterprise software and corporate IT environments.

Join this webinar to learn -
* A working definition of these concepts
* How their application differs across different types of companies and lines of business
* How the product manager can incorporate them into the core of what they do in 6 steps
* Tips and tricks for effective practice

About The Speaker
Alex is the CTO of Leonid Systems, an enterprise software startup with offices in the Bay Area, Washington, Toronto and various points abroad. Leonid works with communications and SaaS providers on innovative solutions to leverage and growth their franchise. He's also the Author of 'Starting a Tech Business' (Wiley, 2012), a primer for non-engineers who want to up their game with the latest techniques and foundations concepts in product development. site: www.alexandercowan.com
email: acowan@alexandercowan.com
--------------------------------------------
AIPMM Membership benefits include the national Product Management Educational Conference, regional conferences, the Career Center, peer Forums, tools, templates, publications and eligibility to enroll in the Certification Programs. The Agile Certified Product Manager® (ACPM), Certified Product Manager® (CPM), Certified Product Marketing Manager® (CPMM), Certified Brand Manager® (CBM), and Certified Innovation Leader (CIL) programs allow individual members to demonstrate their level of expertise and provide corporate members an assurance that their product professionals are operating at peak performance.
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Moderated by Cindy F. Solomon, CPM, CPMM
Founder, Global Product Management Talk @ProdMgmtTalk
Global Product Management Talk: http://www.prodmgmttalk.com
http://bit.ly/nbw9Yr

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Webcast: Disrupting Enterprise Software And Corporate IT Webcast: Disrupting Enterprise Software And Corporate IT Presentation Transcript

  • AIPMM Webinar Series http://www.aipmm.com© AIPMM 2013 @AIPMM www.aipmm.com
  • © AIPMM 2013 @AIPMM http://www.aipmm.com www.aipmm.com
  • Founded 1998 Largest Product Management professional group Provides professional development and certification • Certified Product Manager • Certified Product Marketing Manager • Agile Certified Product Manager • Certified Innovation Leader© AIPMM 2013 @AIPMM www.aipmm.com View slide
  • Today’s Speakers Moderator: Cindy F. Solomon, CPM, CPMM Founder, Global Product Management Talk Startup Product http://startupproduct.com @cindyfsolomon @ProdMgmtTalk @startupproduct Presenter: Alex Cowan, CTO of Leonid Systems And Author site: www.alexandercowan.com blog: http://www.alexandercowan.com/blog/© AIPMM 2013 @AIPMM #prodmgmt @AIPMM http://www.aipmm.com www.aipmm.com View slide
  • Win! A drawing will be held for a FREE COPY of Alex’s book:© AIPMM 2013 @AIPMM www.aipmm.com
  • Stay on To Win! •Keep your Chat box open! •Post your Questions in the Questions box during the session for Alex to answer during the Q&A at the end! Participants who ask questions will be entered into the drawing to win a hard copy of Starting a Tech Business (Wiley, 2012), a primer for non-engineers who want to up their game with the latest techniques and foundations concepts in product development. Winner will be announced at the end of the session!© AIPMM 2013 @AIPMM #prodmgmt @AIPMM http://www.aipmm.com www.aipmm.com
  • FEATURED PRESENTATION© AIPMM 2013 @AIPMM www.aipmm.com
  • Disrupting Enterprise Software And Corporate IT In Six Stepsinfo@alexandercowan.comalexandercowan.com@cowanSF Copyright 2012 Cowan Publishing
  • Copyright 2012 Cowan Publishing
  • Copyright 2012 Cowan Publishing
  • alexandercowan.com/blog@cowanSF alexandercowan.com/speaking alexandercowan.com/resources Copyright 2012 Cowan Publishing
  • } {Design ThinkingLean Startup BIG VOID Actual PracticeCustomer Dev.Agile Copyright 2012 Cowan Publishing
  • DESIRE KNOWLEDGE ACTIONto learn of software to work onmore about development new ideaslaunching not assumednew ideas
  • IDEATIONPLANNINGORGANIZATIONDEVELOPMENT Copyright 2012 Cowan Publishing
  • IDEATIONThenSelf-Love Copyright 2012 Cowan Publishing
  • IDEATION Copyright 2012 Cowan Publishing
  • IDEATIONThen NowSelf-Love Design Thinking Copyright 2012 Cowan Publishing
  • IDEATIONEmpathy Creativity Copyright 2012 Cowan Publishing
  • IDEATION Copyright 2012 Cowan Publishing
  • IDEATION 1 Entry 2 Urinate as they go 3 Edges preferred 4 Speedy 5 PB > cheeseEmpathy Copyright 2012 Cowan Publishing
  • Check & Repair 1 UV Validation 2 Relevant Placement 3 A Better Mouse Trap 4Powered by Better Bait 5 Creativity Copyright 2012 Cowan Publishing
  • IDEATIONPersonas Copyright 2012 Cowan Publishing
  • IDEATION women age 28-45 kids socialize with other mom’s online with Facebook 86% said they’d like to be more organized 70% said they’d use an application that organizes them Copyright 2012 Cowan Publishing
  • IDEATION Copyright 2012 Cowan Publishing
  • IDEATION Neela is a mom by choice. She had a successful career in accounting, but welcomed the opportunity to be a stay at home mom. She loves it. But it’s not like having kids purged her creative, social instincts. She wants to connect, she wants to learn, she wants to interact. Being a mom is a job and she wants to do it well. That means corresponding with other mom’s on relevant topics and keeping the family calendar in ship shape. She posts to Facebook at least twice a week and responds to other moms’ items more often than that. She shops at Nordstrom, but only if it’s a holiday or there’s a sale. For essentials, she’ll pick up bargains at Marshalls or Target. For household stuff, Costco is the go-to place, but she’ll pick up fresh items at the farmer’s market when it’s up and splurge at Whole Foods when they’re having company. Copyright 2012 Cowan Publishing
  • IDEATION ? Problem UserPersonas Scenarios Stories Copyright 2012 Cowan Publishing
  • IDEATION PERSONASDrafting Epic Stories StoriesStories Test Cases “As a [persona], I want to [do something] so that I can [derive a benefit]” STORIES Copyright 2012 Cowan Publishing
  • IDEATION Borrowed with utmost regard from Banksy (banksy.co.uk)Copyright 2012 Cowan Publishing
  • PLANNINGThen NowFive Year IterativePlan45,000,000% Management40,000,000%35,000,000%30,000,000%25,000,000% Revenue%20,000,000% Expense% EBITDA%15,000,000%10,000,000% 5,000,000% 0% 2012% 2013% 2014% 2015% 2016% 2017% 2018% 2019% 2020%!5,000,000% Copyright 2012 Cowan Publishing
  • PLANNING45,000,000%40,000,000%35,000,000%30,000,000%25,000,000% Revenue%20,000,000% Expense% EBITDA%15,000,000%10,000,000% 5,000,000% 0% 2012% 2013% 2014% 2015% 2016% 2017% 2018% 2019% 2020%!5,000,000% Copyright 2012 Cowan Publishing
  • PLANNINGDo I have real evidence from my buyer that 01 IDEA!this is compelling?What are the key assumptions 02 HYPOTHESISrequired to make this business work?How do I definitely prove or disprove 03 EXPERIMENTAL DESIGNthe assumptions with a minimum oftime and effort?Am I reacting or am I focused on 04 EXPERIMENTATIONvalidating my pivotal assumptions?‘Pivot or persevere?’ Copyright 2012 Cowan Publishing
  • PLANNINGPriority Key Assumption Needs Proving? Experimentation [A key assumption about [Whether it needs [Experiment to1 proving the business] prove or disprove] * Post the proposition in ads Parents want to better online1 organize the distribution Yes of allowances * Measure sign-up’s on a landing page Parents have smart2 No n/a phones Copyright 2012 Cowan Publishing
  • PLANNING Copyright 2012 Cowan Publishing
  • PLANNING $ Copyright 2012 Cowan Publishing
  • ORGANIZATIONThen NowAping Customer == Development Copyright 2012 Cowan Publishing
  • ORGANIZATION ≠ Copyright 2012 Cowan Publishing
  • ORGANIZATION Copyright 2012 Cowan Publishing
  • ORGANIZATION X: Big Company X: Lack of Experience X: New Theories to X: < Odds at Lotto != Small Company in Hands-on Discovery Explain Plan v. Actual 5 Year Plan == VC-Encouraged Big Company Time to Face the Music 10x Returns! Menagerie Recipes Applied + +Founders Investors New Hires Expanded Team BoardNew Idea! It Works! Working 5 Year Plan Revisions to Plan == Edgy Board X: Want Lots of X: Better Luck with X: Fun and Profit- Capital at Work the Lottery Unlikely Copyright 2012 Cowan Publishing
  • ORGANIZATION Validated Learning Lower Risk & Clear Focus in Answers Shared Capital Requirement Hiring & Contracting Questions Key Assumptions Resources As Time to Face ID’ed, Validated Needed the Music + +Founders Investors New Hires Expanded Team Board Investors? Focus on Validated Full Tilt at a ‘Pivot orNew Idea! Is approach Advisors? Learning Persevere’ Moment working or not? Option for Roles and Success Progress is Quick Fun & Profit Non-Traditional Criteria Clear and Measurable Funding Strategies Copyright 2012 Cowan Publishing
  • DEVELOPMENT Individuals Processes > Interactions Tools Working Comprehensive software > Documentation Customer collaboration > Contract negotiation Responding > Following to change a plan Copyright 2012 Cowan Publishing
  • DEVELOPMENTThen NowWaterfall Agile Copyright 2012 Cowan Publishing
  • DEVELOPMENT Past Present Future validate feature collaborate with observe and relevance with development envision what’s customers team next Copyright 2012 Cowan Publishing
  • DESIGN THINKINGLEAN STARTUPCUSTOMER DEV.AGILE Copyright 2012 Cowan Publishing
  • Copyright 2012 Cowan Publishing
  • ? ? ? ? ? ? ? ? ?? ? ? ? ? ? ? ? ? ? ? Copyright 2012 Cowan Publishing
  • Copyright 2012 Cowan Publishing
  • 7 4 1 1 4 70 8 5 2 2 5 8 0 9 6 3 3 6 9 Copyright 2012 Cowan Publishing
  • 4 1 7 1 4 5 8 20 0 8 2 7 5 9 6 3 3 9 6 Copyright 2012 Cowan Publishing
  • 4 1 7 11 4 5 8 20 0 8 2 7 12 9 6 3 3 9 6 Copyright 2012 Cowan Publishing
  • Copyright 2012 Cowan Publishing
  • Copyright 2012 Cowan Publishing
  • ? x Copyright 2012 Cowan Publishing
  • ? x Copyright 2012 Cowan Publishing
  • direction personas user stories DESIGN LEAN THINKING STARTUP hypothesis (assumptions)working product experimental design CUSTOMER AGILE DEV. roles & team objectives Copyright 2012 Cowan Publishing
  • WAGING EVOLUTION: 6 TIPS DON’T ASK BROADCAST GO PERMISSION BROADCAST Just do it. Leverage your work on an everyday basis. Make sure everyone knows where to find it. SHOW DON’T MAKE YOURSELF SHOW SELL YOUR AGILE AGILE Build something worth Structure and organize your seeing. work on the principals. IDENTIFY A MAKE YOURSELF FOCUS BEACHHEAD AWESOMENESS AWESOME And storm it. And everything else will fall into place. Copyright 2012 Cowan Publishing
  • 20MIN CONCEPTS AND EXAMPLES20MIN CASE STUDY Copyright 2012 Cowan Publishing
  • THE STORY In 2007. I left cloud telephony provider, BroadSoft. . . Copyright 2012 Cowan Publishing
  • THE STORY IT NETWORK Portals Application Servers . . . to pursue new ideas CRMOrder Management Host Infrastructure about the Service Delivery Billing Data Transport delivery of Case Mgmt. Inventory Customer Equipment cloud Workflow Service Design Process Design Customization & Integration services. CONSULTING Copyright 2012 Cowan Publishing
  • IDEATION Copyright 2012 Cowan Publishing
  • IDEATION Operators will want to see what services their users are using so they can tune their offer and interfaces. Copyright 2012 Cowan Publishing
  • IDEATIONPROBLEM SCENARIO OPPORTUNITY IMPLEMENTATION LACK OF PORTAL TOOL SETS AND FEASIBLE CUSTOMIZATION TOOLS ARCHITECTURE & ADD-ON WIDGETS AVAILABLE PROVISIONING LABOR LIGHTWEIGHT INTENSIVE & LEGACY ARCHITECTURES SLOW TO ADAPT AVAILABLE AN IT OVERHAUL GOOD PLATFORMS REQUIRES RADICAL AVAILABLE & LEONID’S MODERNIZATION LEARNING’S Copyright 2012 Cowan Publishing
  • IDEATION Copyright 2012 Cowan Publishing
  • IDEATION PROBLEM SCENARIO Voice telephony users, particularly power users like receptionists, need a non-standard configuration of buttons on their phone to be effective. While they have a lot in common, they also need to be able to fine tune the button set up themselves. PERSONAS & USER STORIES As a [persona], I want to [do something] so that I can [derive a benefit]. “As a receptionist, I want to receive an out of the box set up that’s created against best practices so I don’t have to set it all up by myself.” “As a receptionist, I want to change the buttons on my phone so they do what I want.” Copyright 2012 Cowan Publishing
  • IDEATIONEPIC STORY“As a receptionist, I want a custom configuration on my phone so that I can manage calls in the wayI’ve come to expect.”STORY TEST CASE Make sure the available templates are editable in a visual environment usable by a Product Manager“As a receptionist I want to receive an out of the box As receptionist,phone set up that’s created against best practices so I Make sure it’s possible to update thedon’t have to set it all up by myself.”do t a e ta yse template at install time Make sure the template designation is available in all Loki provisioning interfaces Make sure it’s possible for the user to reset to the default template“As a receptionist, I want to change the buttons on my Make sure the available functions arephone so they do what I want.” filtered by the services assigned to the user Make sure available functions are filtered based on the capabilities of the phone key Copyright 2012 Cowan Publishing
  • IDEATION Copyright 2012 Cowan Publishing
  • END USER PERSONASRita Rhonda Amy Estebanthe Reseller the Receptionist the Assistant the ExecutiveEvan Susan the Simone Mikukothe Enterprise Exec. Small Bus. Owner the Standard User the Mobile UserIgnatius Keith Chuck Cindythe IT Guy the Key System User the Call Center Agent the Call Center Manager Copyright 2012 Cowan Publishing
  • ENTERPRISE PERSONASNietzsche Sidney Anthony Samthe Network Eng. the Sys. Admin. the Applications Eng. the Support Eng.Paola Percival the Itzhak Saulthe Provisioner Product Manager the IT Developer the Site DeveloperPatricia Sven Frank Fritzthe Sys. Planner the Salesperson the Field Eng. the Field Eng. Manager Copyright 2012 Cowan Publishing
  • PLANNING Copyright 2012 Cowan Publishing
  • PLANNINGHypotheses Does anyone want this? Are we the people to do it? Pivot or persevere?Theses Growth? Retention? Supportability? Ongoing investment? Competition? Copyright 2012 Cowan Publishing
  • PLANNING NEEDSPRIORITY KEY ASSUMPTIONS PROVING EXPERIMENTATION ? End users at large want a visual - Already proven by prototypes from1 No tool to manage their phones partner Giving the capability to end user1 admin’s will do more good than Yes - Beta testing with customers harm The design and architecture are - Lab testing with customers...but1 supportable in current customer Yes really... environments - Field testing at scale The target price point is - Initial sales negotiations1 Yes bearable by the market - Mainline (post beta) sales - Some proxy data on overall activity by The capability makes sense with Yes user type2 end users (vs. admin’s) - Customer interviews - Beta testing2 (Various makes and models of Yes - Advanced orders phones are worth investing in) Copyright 2012 Cowan Publishing
  • PLANNINGVisual device management emerged from generalindustry activity and follow-on research at LeonidLeonid can create a compelling,useful, supportable visual devicemanagement solution.Lab work followed by limitedcommercial release.Did we validate the ‘existential’propositions? Was it useful?Supportable? Bankable?Was it true or untrue?‘Pivot or persevere?’ Copyright 2012 Cowan Publishing
  • PLANNING > BroadSoftWho are our Key Partners? > Comm’s product What Key Activities do our Value Propositions require? > Reduced time and What value do we deliver to the customer? >Dedicated personal What type of relationship does each of our Customer > Large/Incumbent For whom are we creating value?Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform? development Our Distribution Channels? Customer Relationships? Revenue streams? Which one of our customer’s problems are we helping to solve? risk to market What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? assistance Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? Who are our most important customers? > Other Resellers How costly are they? > Medium/Competitive > Process-driven IT > Reduced cost > Integrators (2) systems design > Small/Niche > Implement known best > Other Subsystem > Dev. & operations practices Vendors > Actionable insight What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? > to be reached? do our Customer Segments want BroadSoft Through which Channels Revenue Streams? How are we reaching them now? on what’s working in the How are our Channels integrated? space > areones workmost cost-efficient?customer routines? WhichSIPhon Networks Which ones are best? How we integrating them with > LAMP Dev. Team > Direct businessmodelgeneration.com > Best practice recipes on operations > Fixed cost product development, G&AWhat are the most important costs inherent in our business model?Which Key Resources are most expensive? > Licensing For what value are our customers really willing to pay? For what do they currently pay?Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? > Consultants, field teams, support > Maintenance & Support How much does each Revenue Stream contribute to overall revenues? > Consulting Copyright 2012 Cowan Publishing
  • ORGANIZATION Copyright 2012 Cowan Publishing
  • ORGANIZATION Customer Feasibility Scaling Development (dev (dev & ops (dev & (expanded (dev & (me) contractors) (me) mgmt.) (me) operations team) sr. mgmt.) operations team) Copyright 2012 Cowan Publishing
  • ORGANIZATION (VARIOUS) DESIGN (VARIOUS) MGMT. UNIX SYSADMIN Specialties ANALYTICS PYTON RUBY SEO JAVA PHP ... ... ... ... ... Scaling? PROCESS DESIGNCollaboration AGILE As Product Owner Basic SOFTWARE ARCHITECTURE ROLES & SYSTEMS Technical FUNDAMENTALS FUNDAMENTALS Literacy Model-View-Controller App. & Platform Integration In a Technical Team Personas Stories Foundation Development Discussion DESIGN ITERATIVE CUSTOMER AGILE Concepts THINKING MANAGEMENT DEVELOPMENT Copyright 2012 Cowan Publishing
  • DEVELOPMENT Copyright 2012 Cowan Publishing
  • DEVELOPMENT ITERATION 01 ITERATION 02 ITERATION 03 ITERATION 04 ITERATION 05LOKIPORTALS A C B D Adaptive Adaptive Adaptive AdaptiveLOKI Content Content Content ContentPROVISIONING ELOKI BPM F Predictive Predictive Predictive Predictive ContentDOC’S & Content Content ContentINFRASTRUCTURE G ITERATION 01 ITERATION 02 ITERATION 03 ITERATION 04 ITERATION 05 Copyright 2012 Cowan Publishing
  • DOING ITalexandercowan.com/resources Copyright 2012 Cowan Publishing
  • Making Progress Ideation & Design Draft Field Work & Analytics Prototype Product Development Yes? General Management Quicky No? Prototype? 01 02 03 04 05 06 Create Define CUSTOMER Customer Field Field IDEA! User MVP VALIDATION Definition Discovery Validation Stories Still Learning? Confident? Done?Positioning Pivotal Personas?Statement? Assumptions? Problem Scenarios? New Learning? Copyright 2012 Cowan Publishing
  • www.alexandercowan.com/speaking@cowanSFwww.alexandercowan.com/blogwww.alexandercowan.com/resourcesacowan@alexandercowan.com Copyright 2012 Cowan Publishing
  • Please Join Us Again! AIPMM Webinar Series: Friday March 15 Growing High Performance Product Teams http://aipmm.com/aipmm_webinars/ Global Product Management Talk: Monday March 11 (9:00 AM PT) How To Be A Lean Product Ninja w/ @DanOlsen http://www.blogtalkradio.com/prodmgmttalk Stay Informed! Newsletter: http://www.aipmm.com/subscribe LinkedIn: http://www.linkedin.com/company/aipmm Membership: http://www.aipmm.com/join.php Certification: http://aipmm.com/html/certification/© AIPMM 2013 @AIPMM www.aipmm.com