Agile Product Management course as part of the Agile Kaizen (c) training portfolio.
See more at
http://www.proyectalis.com/AgileKaizen/
www.leanadvantage.co.uk
Presentation for Agile Australia Conference 2013. Introducing Lean Startup concepts in a way accessible to people used to usual project management methods. With lean startup you don't assume you know the end state required, (as you do with a project), you assume you need to focus on learning to discover the end state to solve the problem you area you looking at.
Lean Startup: How Development Looks Different at a StartupAbby Fichtner
How does development look different at a startup where learning (rather than working software) is our most important measure of progress?
Lean Startup is about creating companies with a BIG VISION, where we want to change the world and do something really significant. It's a methodology developed by Eric Ries to combine Agile Development with Customer Development so that we can be disciplined about how we create our startups. Come learn the concepts behind Lean Startup and discover how development looks different when you're creating things that nobody else done before.
[Slides from my ScrumClub Presentation (December 9, 2010)]
Lean Startup - by Hristo Neychev (bring your ideas to life faster, smarter, a...Hristo Neychev
Lean Startup ideas, trends, and best practices through the lens of my experience in four industries, three startups, and two continents.
Lean Startup methodologies are applicable to both small and large organisation focused on creating new products and services under conditions of extreme uncertainty.
Integrating user insights and validation on a weekly basis to product teams
* Building team capabilities to create low and high fidelity prototypes (design, engineering, and product management)
* Experience prototyping events as a method to de-risk and learn from end-users
* Evolutionary and lean iterations that create a revolutionary product
Presentation for Sydney Project Managers' Meetup. Compare and contrast between Lean Startup and tradiitonal project management in a product development context.
Presentation for Agile Australia Conference 2013. Introducing Lean Startup concepts in a way accessible to people used to usual project management methods. With lean startup you don't assume you know the end state required, (as you do with a project), you assume you need to focus on learning to discover the end state to solve the problem you area you looking at.
Lean Startup: How Development Looks Different at a StartupAbby Fichtner
How does development look different at a startup where learning (rather than working software) is our most important measure of progress?
Lean Startup is about creating companies with a BIG VISION, where we want to change the world and do something really significant. It's a methodology developed by Eric Ries to combine Agile Development with Customer Development so that we can be disciplined about how we create our startups. Come learn the concepts behind Lean Startup and discover how development looks different when you're creating things that nobody else done before.
[Slides from my ScrumClub Presentation (December 9, 2010)]
Lean Startup - by Hristo Neychev (bring your ideas to life faster, smarter, a...Hristo Neychev
Lean Startup ideas, trends, and best practices through the lens of my experience in four industries, three startups, and two continents.
Lean Startup methodologies are applicable to both small and large organisation focused on creating new products and services under conditions of extreme uncertainty.
Integrating user insights and validation on a weekly basis to product teams
* Building team capabilities to create low and high fidelity prototypes (design, engineering, and product management)
* Experience prototyping events as a method to de-risk and learn from end-users
* Evolutionary and lean iterations that create a revolutionary product
Presentation for Sydney Project Managers' Meetup. Compare and contrast between Lean Startup and tradiitonal project management in a product development context.
Game Product Discovery: Validation & IterationMartyn Jones
Slides & notes from a recent Product Tank presentation. I talk through Product Management and how I think it relates to Game Design, in particular how to apply the Discovery process
With this presentation I share my experience as a lean investor and lean startup trainer, a subject that I thoroughly believe in.
However, this approach is not a cure-all. This means that an overwhelming majority of ideas for startups or corporates will fail regardless of how you approach it. My goal is to show you how to find this out as fast as possible and with the least effort. I point out the many pitfalls when working with Lean Startup/Lean Innovation and how to avoid them.
The focus is on how to find out whether you have targeted the right customer segment and if not, how to iterate with problem & solution interviews between the Problem, Solution and the Customer Segment Fields of the Lean Canvas until you have reached the Problem/Solution Fit.
Lean UX for Startups and Enterprise: Ten Secrets to SuccessJohn Whalen
We have consulted with startups and large enterprises seeking to produce the right product (e.g., mobile app, web application) faster. We will reveal the remarkable similarities between startups and large organizations seeking to be as nimble as startups.
In a majority of cases the challenges were the same: - they were not sure how to speed development - they had difficulty balancing user and business needs - they typically had strong development teams with established methodologies that had blended agile and waterfall methodologies - they typically had little user experience expertise or input in the existing designs - designs / development builds were underway but the results of the designs were unsatisfying to users
We have done LeanUX design projects with a number of clients continuously testing and honed our process by testing various techniques: - rapid iterative design and improvement (design thinking) - brain storming sessions (design thinking) - design studios (traditional art school critiquing process) - rapid prototyping, usability testing and revision
We also want to share the pitfalls as you start to get involved in lean startup including having: - The “genius designer” mentality within the UX team - The "stay in the building until the product is ready" mentality - Different internal groups (design, development) that work against each other - Executives that swoop down and influence (aka hijack) the process - Too little contact between the designers and other team members - Too many chefs leading to poor focus - The anti-cheerleader who always says “No!”
Through a series of case studies we will describe the processes and flow that worked best for both large enterprises small startups: - Conducting a strategy workshop to align the team on business and user needs - Rapidly developing personas and scenarios as a team with all stakeholders - Conducting a design studio with all stakeholders to agree on the design directions to explore - Rapidly iterated prototype and guerilla testing - Creating non-technical, but partially functional prototypes through available tools (e.g., Axure, Proto IO, iRise)
Nearly every group we worked asked: - Does this work for a company like mine (Startup, Enterprise, Healthcare, Government, etc.)? - What was the composition of the most successful LeanUX teams? Number of team members? Types of expertise? - How did the process differ between Startups and Large Enterprises?
Laurence McCahill, design lead and co-founder of Spook Studio, spills the beans on the Lean Startup and Lean UX movements, which bring a groundbreaking approach to product development, and what it means for founders, managers and designers/developers.
For a more in-depth article read my introduction to lean over at .net http://www.netmagazine.com/features/introduction-lean
Everybody working with Scrum, Kanban, etc. knows the challenge: How to convince management that Scrum is not just for development teams and its respective departments. Thus this presentation addresses managers, entrepreneurs as well as those (Scum Masters, Product Owners, etc.) who want or have to convince their management. From my point of view as an entrepreneur and former international C-Level manager with a business administration background, I will share with you in management-speak why and how you should convince your middle and top managers to transform to an Agile Organisation and how to go about this.
Design Thinking Introduction & Workshop - NoVA UXJohn Whalen
What's Design Thinking, you ask? Design Thinking is a collaborative, human-centered approach to solving a wide range of complex problems. This one-hour, hands-on workshop will rapidly go through each stage of the design thinking process: understanding user's needs, framing the problem for creative solutions, ideating, prototyping, and testing.
This was a hands-on workshop in Design Thinking, where we'll roll up our sleeves and tackle some design problem-solving in groups.
Weaponizing Downtime: Creating a Perpetual Learning EnvironmentFred Beecher
User experience design is a profession that requires constant learning. Continual education is critical not only for improving your design chops but also for just keeping up with the field! The idea of continually educating yourself might seem exhausting, but the reality doesn’t have to be. If you’re on a design team, there’s design happening all around you. If your project stalls or your workload drops, other people’s projects become your learning opportunity! Design teams can learn to transform their downtime into an investment in three simple steps: Share, Surface, Seize. Learn the details behind these three steps and how to implement them to create a perpetual learning environment on your team! Your team will increase not only in skill, but also in engagement and productivity.
How to build a startup if you are not technicalEdward Liu
Busting the misconception that you must need a product for your startup. Start building the next billion dollar business without a line of code written.
My invited talk at TCS AgileCafe, Bangalore on Sep 29. In this talk, I explore how large #enterprises are creating #innovative products using #leanstartups
Game Product Discovery: Validation & IterationMartyn Jones
Slides & notes from a recent Product Tank presentation. I talk through Product Management and how I think it relates to Game Design, in particular how to apply the Discovery process
With this presentation I share my experience as a lean investor and lean startup trainer, a subject that I thoroughly believe in.
However, this approach is not a cure-all. This means that an overwhelming majority of ideas for startups or corporates will fail regardless of how you approach it. My goal is to show you how to find this out as fast as possible and with the least effort. I point out the many pitfalls when working with Lean Startup/Lean Innovation and how to avoid them.
The focus is on how to find out whether you have targeted the right customer segment and if not, how to iterate with problem & solution interviews between the Problem, Solution and the Customer Segment Fields of the Lean Canvas until you have reached the Problem/Solution Fit.
Lean UX for Startups and Enterprise: Ten Secrets to SuccessJohn Whalen
We have consulted with startups and large enterprises seeking to produce the right product (e.g., mobile app, web application) faster. We will reveal the remarkable similarities between startups and large organizations seeking to be as nimble as startups.
In a majority of cases the challenges were the same: - they were not sure how to speed development - they had difficulty balancing user and business needs - they typically had strong development teams with established methodologies that had blended agile and waterfall methodologies - they typically had little user experience expertise or input in the existing designs - designs / development builds were underway but the results of the designs were unsatisfying to users
We have done LeanUX design projects with a number of clients continuously testing and honed our process by testing various techniques: - rapid iterative design and improvement (design thinking) - brain storming sessions (design thinking) - design studios (traditional art school critiquing process) - rapid prototyping, usability testing and revision
We also want to share the pitfalls as you start to get involved in lean startup including having: - The “genius designer” mentality within the UX team - The "stay in the building until the product is ready" mentality - Different internal groups (design, development) that work against each other - Executives that swoop down and influence (aka hijack) the process - Too little contact between the designers and other team members - Too many chefs leading to poor focus - The anti-cheerleader who always says “No!”
Through a series of case studies we will describe the processes and flow that worked best for both large enterprises small startups: - Conducting a strategy workshop to align the team on business and user needs - Rapidly developing personas and scenarios as a team with all stakeholders - Conducting a design studio with all stakeholders to agree on the design directions to explore - Rapidly iterated prototype and guerilla testing - Creating non-technical, but partially functional prototypes through available tools (e.g., Axure, Proto IO, iRise)
Nearly every group we worked asked: - Does this work for a company like mine (Startup, Enterprise, Healthcare, Government, etc.)? - What was the composition of the most successful LeanUX teams? Number of team members? Types of expertise? - How did the process differ between Startups and Large Enterprises?
Laurence McCahill, design lead and co-founder of Spook Studio, spills the beans on the Lean Startup and Lean UX movements, which bring a groundbreaking approach to product development, and what it means for founders, managers and designers/developers.
For a more in-depth article read my introduction to lean over at .net http://www.netmagazine.com/features/introduction-lean
Everybody working with Scrum, Kanban, etc. knows the challenge: How to convince management that Scrum is not just for development teams and its respective departments. Thus this presentation addresses managers, entrepreneurs as well as those (Scum Masters, Product Owners, etc.) who want or have to convince their management. From my point of view as an entrepreneur and former international C-Level manager with a business administration background, I will share with you in management-speak why and how you should convince your middle and top managers to transform to an Agile Organisation and how to go about this.
Design Thinking Introduction & Workshop - NoVA UXJohn Whalen
What's Design Thinking, you ask? Design Thinking is a collaborative, human-centered approach to solving a wide range of complex problems. This one-hour, hands-on workshop will rapidly go through each stage of the design thinking process: understanding user's needs, framing the problem for creative solutions, ideating, prototyping, and testing.
This was a hands-on workshop in Design Thinking, where we'll roll up our sleeves and tackle some design problem-solving in groups.
Weaponizing Downtime: Creating a Perpetual Learning EnvironmentFred Beecher
User experience design is a profession that requires constant learning. Continual education is critical not only for improving your design chops but also for just keeping up with the field! The idea of continually educating yourself might seem exhausting, but the reality doesn’t have to be. If you’re on a design team, there’s design happening all around you. If your project stalls or your workload drops, other people’s projects become your learning opportunity! Design teams can learn to transform their downtime into an investment in three simple steps: Share, Surface, Seize. Learn the details behind these three steps and how to implement them to create a perpetual learning environment on your team! Your team will increase not only in skill, but also in engagement and productivity.
How to build a startup if you are not technicalEdward Liu
Busting the misconception that you must need a product for your startup. Start building the next billion dollar business without a line of code written.
My invited talk at TCS AgileCafe, Bangalore on Sep 29. In this talk, I explore how large #enterprises are creating #innovative products using #leanstartups
My attempt to explain what National Income is and what is it composed of through a class presentation for the subject Engineering Managerial Economics.
Leading Change Workshop @ Agile Tour London 2014 Andrea Darabos
As an individual, how do I deal with my dysfunctional organisation? How can I identify what I as an individual can take leadership and improve, without necessarily having an assigned "change manager" role or authority? What are the best practices and modern models for leading change? How does this apply for lean and agile enterprise transformations?
Creating Happy Workplaces with Henry StewartAndrea Darabos
Slides of our monthly Management 3.0 meetup in London.
This session was led by Henry Stewart, CEO of Happy Ltd, about how to create more happy workplaces. Finding our strenghts, having the freedom to put them to use and a trusting environment that helps build human connections and friendships at the workplace.
The Role of Project Professionals Creating Agile Organisations - PMI UK Agile...Andrea Darabos
What is the role of project professionals in creating more agile organisations? How do traditional PMI roles - project manager, program manager, PMO manager, portfolio manager - change as a company adopts more agile ways of working? What is servant leadership? How can we build and maintain self-organising teams? How can an organisation move from project based agile delivery to a more lean approach, based on continuous flow of value via value streams? How does project and portfolio governance change in an agile evolution? We are going to answer these questions based on the personal experience of the author working with agile teams and program offices in 8 countries.
Charla realizada en el Ágiles 2015: entender cómo funciona el cambio en las organizaciones humanas y varias estrategias y prácticas para introducir el cambio
The Lean UX Meetup in Las Vegas is gaining momentum. This is the deck for the July meetup. It's got tips for writing a good hypothesis and a few templates to use in the process.
In the Vegas area? Love lean and/or UX? Join the meetup: http://www.meetup.com/Lean-UX-Las-Vegas/
VicHealth Physical Activity Innovation Challenge Concept Development Workshop...Doing Something Good
Our slides from the Concept Development Workshop with VicHealth Wed 10 September 2014. Participants, 12 teams, were finalists in the Physical Activity Innovation Challenge. They included representatives from sporting clubs and associations, health and fitness professionals, policy makers, entrepreneurs and change makers. The Concept Development Workshop was the third of a three-part workshop series to build capability in the sector to generate and implement innovative ideas to get Victorians active, and to help applicants for the VicHealth Innovation Challenge to develop their ideas to get the inactive active and reach the hard to reach. Participants were led through the development of a Business Model Canvas for their concept. Learn more about the VicHealth Innovation Challenge here: http://challenge.vichealth.vic.gov.au/
Tips for Building a Compelling Product Vision by Amazon Sr PMProduct School
- The key elements of a compelling product vision, what’s important and what’s not
- How to come up with a compelling product vision without relying on luck or magic
- How to use a product vision as a mechanism to guide your team
In our first class, we’ll discuss the various characteristics and types of products, paying particular attention to the product lifecycle. We’ll introduce the idea of a business model, and discuss the various risks that products might face in different parts of the product lifecycle. We’ll review a brief history of project and product management, and discuss the differences between the two.
No startup business experiences the same journey to success, but there are general stages that most companies move through as they grow:
1) Validation
2) Product Development
3) Commercialization
4) Scale/Growth
The Center for Entrepreneurial Innovation (CEI) helps its clients through these stages of business development and offers best practices for each stage. Represented by an amazing lineup of speakers, including Hart Shafer (Innovation Coach / Founder, Theraspecs), Eric Miller (Principal, PADT Inc.), Nate Curran (Entrepreneur-in-Residence, CEI) and Russ Yelton (CEO, Pinnacle Transplant Technologies, "The Startup Lifecycle" presentation offers unique insights and best practices for entrepreneurs growing their business.
LTK - FC - Supply Chain - Startup Challenge v3.pdfjeroen_tjepkema
Slides from our session at the FC Supply Chain event. It contains a short introduction into Lean Startup and innovation within FrieslandCampina, as well as 3 exercises for quickly deconstructing a complex challenges into experiments
Explore L&D trends and insights for 2015. Kineo US leaders Cammy Bean, VP of Learning Design, and Chip Cleary, VP of Solutions and Consulting, discuss top tips for adding business value to your learning strategy this year.
Presented at Ford's 2017 Global IT Learning Summit (GLITS)Ron Lazaro
Presentation Details: The best way to think about product discovery is to think about it in relation to product delivery. It's not possible to build a product without doing both discovery and delivery. Discovery encompasses all the activities that we do to decide what to build. It includes all the decisions we make to decide what to build next, whereas delivery is all the activities we do to write code, package releases, ship products. It's how we deliver value to our customers.
Key takeaway for the participants will be to help them understand the difference between Product Discovery and Product Delivery and how to apply techniques in doing both.
Radical Product: The global movement that’s building vision-driven productsFresh Tilled Soil
UX Fest 2018
Radhika Dutt, Co-Founder at Radical Product
Building vision-driven products means having a clear vision, a compelling product strategy to achieve that vision, and translating the vision and strategy into an execution plan. While this is easily said, it is incredibly hard to do. What is a “good” vision? What does product strategy really mean? What is Enlightenment? Wait, that a different talk.
Radical Product is a movement that provides a methodology for strategic product thinking, in a similar way that Lean and Agile provided a methodology for feedback-driven execution. We’ll use the free and open-source Radical Product toolkit to talk about how you can create a powerful, far-reaching vision for your product, make smarter decisions, and build products with purpose.
My keynote from the UX South Africa 2014 conference in Cape Town, South Africa
It's a look at the state of play including:
- It's still easy to find poor website UX in South Africa
- Informing digital strategy by making and launching things
- Problems that executives of traditionally non-digital companies face as software slowly eats the word - and some solutions: Proactive research, digital product management, agile...
- Some of the skills and talents that unicorn UX designers need to have
Lean Agile London Talk 2024 May - Andrea Darabos v1.pdfAndrea Darabos
If your organisation is working to become more customer centric, digital-enabled and agile, this talk is for you. I present the pitfall of many such transformations - we increasingly work in cross-functional teams, aligned to customer or business outcomes. This team focus is great, but we should not lose sight of the forest from the trees... Based on client case studies, where we actually managed to become more siloed the more agile teams we had... I show an alternative future, in which we
1. form an assumption around the desired state of organisational collaboration in our context
2. measure the status quo with the tools and techniques of organisational network analysis (ONA)
3. reflect on the results of the assessment and co-create interventions that enable us to reach the required density of the organisation's social network, increase diversity and trust level among peers. I call the required behaviors that bridge siloes - informal leadership - and this is based on research into many innovative organisations like NASA, Pfizer and others. I leave you with a few books for initial reading - but also, do not hesitate to reach out for a demo into ONA and a pilot project to see how we can help you improve your organisation's network's fabric and business outcomes as a result.
Scientific Thinking for Agile teams - TOYOTA KATAAndrea Darabos
The ktatatogrow exercise, originally developed by Mike Rother is a great one to practice in your teams, with managers or boards to develop experimentation and conscious learning. Coupled with some examples of its applicability in a digital context from my last 10 years' of experience as an agile DevOps coach. Read more about our experiments with TOYOTA KATA at leanadvantage.co.uk
Practical lessons learned from our startup growth accelerator, Sprinthack on growth, agile product management and how to integrate this approach to any organisation's way of working.
Fail your Way to Success - For Learning OrganisationsAndrea Darabos
In this presentation, we summarise some practices for organisations to encourage experimentation and risk-taking in their daily operations. Failure is a great opportunity for learning often underutilised in the workplace. Great for agile teams, change agents, innovation managers or CTO, CMOs.
Project management Forum Budapest 2016 Andrea DarabosAndrea Darabos
Innovation in a Multinational company - good practices and case studies to strengthen the innovation value chain in your business and generate new, scalable businesses in your company.
Lean Startup Experiment - Build the Right Thing by Learning FastAndrea Darabos
Do you experiment enough in your product development or innovation process? The biggest risk in innovation is to discover too late that you are not solving a relevant problem for your customers, and discovering this too late... Learn 10 tips to improve your experimentation through our template and start reducing risk in innovations right ahead!
Case studies of agile businesses and the benefits
Agility is a widely used term in IT departments and software circles. However, by looking at agility only as a software delivery method that helps speed up time to market, is an unfortunate restriction and keeps companies from achieving maximum benefits of agility. Agility can help improve our entire business - including HR, Sales, Business, Finance, Services - by understanding and applying its principles across the enterprise. In this talk, Andrea will share case studies from her and her team's experience on applying agility to change programs, innovation, new products and services and HR.
In this talk,
* We will refresh the principles of agility for an enterprise context
* We will share multiple case studies of agile approach beyond software teams
* We will engage the audience via a short game on agile
On this event at the Change Management Institue (CMI London), we will discuss multiple ways how to make it easier for organisations and individuals to improve. In particular, we will look at agile change - using agility, customer feedback and close collaboration - as a possible way to succeed more with change programs.
Are you an entrepreneur bidding for investment? What metrics and factors do you need to consider to get ready for investment? We will talk about team, product and market considerations that can help grow your idea into a successful business.
Lean Startup Approach To Social Entreprise v1Andrea Darabos
Through the story of Crowdrunning, a startup with a social mission, we demonstrate how a lean approach and a lean mentor/coach can be helpful to turn a startup to a social entreprise using minimal time and resources. Wether it is a venture on its own or an innovation within a company you are working on - let us know your feedback and questions!
Management 3.0 for Creative Knowledge WorkersAndrea Darabos
Management 3.0 is a book, a training workshop and a community of management coaches created by Jurgen Appelo. The mission is simple - create organizations where human potential is maximized, everyone is engaged moving forward towards an aligned purpose. The community develops and facilitates a collection of management games, that help develop proactive self-organization and trust in any organization. These games, also called as management workouts are available for download via the management3.0 website.
Andrea Darabos, Lean Advantage is a Management 3.0 Trainer and Workshop Facilitator
Think Like a Customer - Value Stream Mapping to See Waste and ValueAndrea Darabos
Rather than focusing on meeting departmental objectives and KPIs, organizations need to collaborate better along value streams and understand how they create value customer to customer. Value is defined by your customers, therefore Value Stream Mapping done from their perspective will help you identify unnecessary activities (waste) as well as partially done work (WIP) and other improvement opportunities in your operations. Value Stream mapping is most powerful if it is done by the team working on the stream, in a transparent, visual way, focusing on the AS-IS practice of how you do things today. For best results, arrange a neutral facilitator to run the session.
Lean seminar - Get more done in your business with KANBANAndrea Darabos
The method kanban (small k) originates from manufacturing in the 1960s, to keep inventories at a fixed, low level and create JIT production. By the work and experimentation of thought leaders like David J Anderson, Eliyahu Goldratt and their teams, the method proliferated into the services and product development sectors, now named KANBAN (large K). This seminar took on the challenge to give an introduction to anyone new to KANBAN, including practical case studies and games for live participants, and a summary of those for online readers. A method as simple as KANBAN, but still as powerful for culture change and continuous improvement - is definitely a must-have tool for any business manager, team leader or entrepreneur.
Wanted to know about how lean operations and lean startup can apply to banks and other financial services? How to improve your customer service, business productivity and employee engagement around continuous improvement?
This is a taster only, for the full menu, please contact us.
Lean seminar - Reduce waste, add more value to your customers 20th-jan2014 ...Andrea Darabos
The topic is very relevant for any professional organisation starting their Lean Six Sigma journey. Seeing waste and looking at your processes from your customer's standpoint is fundamental to any Lean Six Sigma effort.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
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12. product
metrics
Course structure
Kaizen culture Customer-focused
product definition
Product Development
via build-measure-
learn
Kaizen enablers
agile kaizen intro Metrics & goals
actionable metrics
funnel metrics
product management &
product development
traditional vs. agile
pm process
defining opportunities:
customer, problem, solution
validating your assumptions:
MVE, MVP, MMFS
communicating your vision:
product strategy & scope
defining your product:
structure & stories
managing your backlogusing model canvas to
gather your assumptions
Kaizen events
13. product
metrics
exercise: what do you want to learn?
Kaizen culture Customer-focused
product definition
Product Development
via build-measure-
learn
Kaizen enablers
agile kaizen intro Metrics & goals
actionable metrics
funnel metrics
product management &
product development
traditional vs. agile
pm process
defining opportunities:
customer, problem, solution
validating your assumptions:
MVE, MVP, MMFS
communicating your vision:
product strategy & scope
defining your product:
structure & stories
managing your backlogusing model canvas to
gather your assumptions
Kaizen events
14. product
metrics
Course structure
Kaizen culture Customer-focused
product definition
Product Development
via build-measure-
learn
Kaizen enablers
agile kaizen intro Metrics & goals
actionable metrics
funnel metrics
product management &
product development
traditional vs. agile
pm process
defining opportunities:
customer, problem, solution
validating your assumptions:
MVE, MVP, MMFS
communicating your vision:
product strategy & scope
defining your product:
structure & stories
managing your backlogusing model canvas to
gather your assumptions
Kaizen events
17. Agile kaizen
Culture: noble cause, values, behaviors, artifacts
story telling
cultural enablers / failure causes
18. kaizen enablers
• Purpose: show them a noble cause, a global purpose beyond profits, company growth, and stakeholder wealth. Be open to change for the sake of a greater purpose.
• Learning and Long-term vision: people must be conscious of the effects of investment over time and the expected better state. Learning must be a real priority.
Short-term urgencies must not seriously impact strategic goals.
• Whole system approach: Show them the whole picture and avoid the temptation of suboptimization. Be able to see root causes of the problems, not just their
symptoms.
• Constant communication and sustained effort: in all ways, not just from managers to employees. Communication is part of our work, not just additional work.
Continuous improvement must be sustained on a continuous base, not just on occasional events.
• Quality first: technical debt will cost more in the future than the cost of building quality into the product up front.
• Courage and the absence of fear: Everyone should be able to point at what they consider to be an impediment, a defect, or an
improvement opportunity.
• Transparency: people should be able to question everything. Every trace of a ‘blame game’ culture must be eradicated. Internal politics
and personalñ agendas shouldn’t drive company decisions.
• Empowerment and ownership: improving the system is everybody’s job. Ownership also means responsibility and accountability. Have
enough resources to improve.
• Teamwork and self-organization: empowered individuals should actively seek to collaborate with each other. Teams should be able to
plan and execute for improvement.
• Respect and Recognition: use constructive feedback and, especially, give recognition for individual and team contributions to company
improvement.
19. exercise: kaizen enablers
• Purpose
• Learning and Long-term vision
• Whole system approach
• Constant communication and
sustained effort
• Quality first
•Courage and the absence of fear
• Transparency
• Empowerment and ownership
• Teamwork and self-
organization
•Respect and Recognition
22. exercise: product retrospective
Things we liked:
maximize
impediments: remove or
reduce
ideas, things to
try
Kudos!
Last retrospective plan:
what we tried, how were
the results
New plan: 4 - 5 things
we are going to try,
detailed as a plan
23. product
metrics
Course structure
Kaizen culture Customer-focused
product definition
Product Development
via build-measure-
learn
Kaizen enablers
agile kaizen intro Metrics & goals
actionable metrics
funnel metrics
product management &
product development
traditional vs. agile
pm process
defining opportunities:
customer, problem, solution
validating your assumptions:
MVE, MVP, MMFS
communicating your vision:
product strategy & scope
defining your product:
structure & stories
managing your backlogusing model canvas to
gather your assumptions
Kaizen events
24. EXERCISE: PROduct management
What’s product Management?
HOW DO YOU DECIDE WHAT TO BUILD?
HOW DO YOU KNOW WHEN ARE YOU READY TO START BUILDING?
31. PROduct management
Faster horses - Product Death Cycle (david j. bland)
Nobody uses
our product
Ask customer
what features
Are missing
Build missing
features
32. PROduct management
Faster horses - Product Death Cycle (david j. bland)
Nobody uses
our product
Ask customer
what features
Are missing
Build missing
features
Junk garage
syndrome!
34. PROduct management
faster? more? - MAXIMIZE OUTCOME, NOT OUTPUT
the terrible truth
Too few
features
Too many
features
Magic features Meh...
hate
them
sweet spot
++$$
++t
++Risk
37. Agile product development
Shared understanding - learn the context
collaboration, communication, conversations
early and frequent delivery of valuable product increments
adapting to change
Continuous improvement
40. exercise (20 min)
Agile is better / more effective / more efficient than waterfall because...
waterfall is better / more effective / more efficient than Agile because...
48. Start with a Vision
“Organize world's information, make it universally accessible”
“Find and discover anything you might want to buy online”
“ (Be) Worldwide Authority on Kids, Families and Fun”
“Be #1 car company in America & one of the great American brands”
“(Find) my iPhone”
“Flirt with people near me”
“File too big for email”
“Put a Man on the moon and back alive before 1970”
“Run your own hospital online”
49. Vision: verb, target, outcome
“Organize world's information, make it universally accessible”
“Find and discover anything you might want to buy online”
“ (Be) Worldwide Authority on Kids, Families and Fun”
“Be #1 car company in America & one of the great American brands”
“(Find) my iPhone”
“Flirt with people near me”
“File too big for email”
“Put a Man on the moon and back alive before 1970”
“Run your own hospital online”
50. Vision: make it about your customer
“Organize world's information, make it universally accessible”
“Find and discover anything you might want to buy online”
“ (Be) Worldwide Authority on Kids, Families and Fun”
“Be #1 car company in America & one of the great American brands”
“(Find) my iPhone”
“Flirt with people near me”
“File too big for email”
“Put a Man on the moon and back alive before 1970”
“Run your own hospital online”
51. Exercise: 20 minutes
craft your company / department / product / project / team / course group’s vision
verb, target, outcome
use words, pictures, metaphors, stories
memorable, relevant, client focused, ambitious, feasible, tangible, time bound...
75. assumptions
persona = assumption
you are not your customer
personas: doing it wrong
research and validate - interview, observe……..
keep personas at the center of your conversations
78. mve / mvp
minimum is less than minimum
create value Now
what about “all or nothing”?
product is not product - Mve
mvp vs mmfs
mvp vs quality
79. validation: goal modelling
define key outcomes and results
how can we tell we are successfull?
how would busines change?
define key metrics for each goal
84. mvp problems
- confirmation bias
- false negative
- all or nothing
- visionary complex
- too busy to learn
- needs more quality / features
85. opportunity —> Product
Validated! Product - market fit
core vision defined
core assumptions tested: customer, PROBLEM, solution..
now, let’s build it!
if the development team has still not been involved, now it’s time!
86. garrett ux stack
strategy: product vision, concept, main actors, goals, use context...
scope: specific roles and journeys<- first epics
structure: workflows, sitemaps, navigation, tasks
skeleton: UX, interface, user flow, user interaction
surface: look and feel, design
87. - Why are we here?
- Vision / Pitch
- Product Box
- What it’s NOT
- Meet your neighbours / Project community
- Show the solution
strategy - scope: inception deck
- What doesn’t let us sleep
- Estimate size
- Trade-offs
- How long it’s going to take
Resource “The agile samurai”
88. Why are we doing this? what are the goals?
who can make it? who can stop it? who can help?
how can we change people’s behavior? how can they help? how can they stop us?
what can we do to reach our goals? what can we deliver?
strategy - scope: impact map
91. strategy-scope: goal modelling
define key outcomes and results
how can we tell we are successfull?
how would busines change?
define key metrics for each goal
100. structure: story maps
walking skeleton
end-to-end vs. module-based
good, better, best
see it work - make it better - make it releseable
group stories in themes (release, component, track, activity...)
show progres on map
101. exercise: story map
- what did you do this morning to arrive at work?
- break stories down
- What about other days?
- identify themes (clothes, hygiene, breakfast...)
- What could be included / excluded? what could be done differently?
- What if something went wrong?
- explore minimum set; explore aspirational / high added value set
103. breaking down stories
business size (goal) -> user size (need) -> development size (1-3 days)
faster, smaller, less riskier, more affordable products
show progress, capture feedback, accelerate learning
don’t break huge things into tasks - build smaller things with smaller tasks
104. breaking down stories
what can you defer (functionality, scalability, users, performance, automation, validation,
look’n feel...)?
Look for “and”, “or”, “then”...
breaker tool: conversations!!!!
105. exercise: elephant carpaccio
- 3 Inputs: How many items, price per item, 2-letter state code
- Output total price
- Discounts:
- $1K : 3% $5K : 5% $7K : 7% $10k : 10% $50k : 15%
- State tax (over discounted price):
- UT : 6.85% NV : 8% TX : 6.25% Al : 4% CA : 8.25%
- We want 10-20 User Stories (Slices)
- Each Slice: UI, input, output, visibly different from previous slice
- 5 states comes before any discounts
- Validation and fancy GUI after 5 states, 5 discounts
106. slicing heuristics
workflow steps
user roles
user tasks / activities
screens
screen elements
happy / unhappy path
functionality
zero, one, many
test cases / use cases
acceptance criteria
business rules
complexity, risk
data types / interfaces
single / multi user
transient / persistent
external dependencies
manual / automate
api / UI / gui
alternate paths
components
platforms
UX requirements
110. prioritization
backlog is a funnel, not a tunnel
there’s always more to do than capactity
focus means saying “no” -> if you can’t say no, your “yes” means nothing
you need regular backlog grooming and trimming
111. prioritization
prioritize outcome and goals, not stories or features
you won’t make everyone happy
have a publicly known selection and prioritization framework
112. prioritization frameworks
- “hippo” (highest paid person’s oppinion ;)
- Kano model (must have, one dimensionals, delighters)
- differenciator, spoiler, cost reduction, table stakes
- satisfaction vs. importance
- risk vs. opportunity
- cost vs. benefit
- cost of delay
- “buy me a feature”
- user poll
- urgent vs. important
- goal scoring / theme screening
122. building metrics into goals
- we believe that (customer segment) type of users have (problem description) type of
problem, which can be solved by (solution). We will know we are right when
(quantitative metric outcome) and (qualitative metric outcome), which will lead to (KPI)
123. building metrics into goals
- we believe that (new users) type of users have (completing the registration process)
type of problem, which can be solved by (an improved ux on the registration process). We
will know we are right when (percentage of drop offs diminishes) and (user satisfaction
increases), which will lead to (increased conversion rate)
124. actionable metrics vs. vanity metrics
- metrics should hurt
- a change in a metric should move us to do something
- everything we do should be an attempt to influence a metric
133. retention is key!
- high cost of acquiring customers = many customer unprofitable during their early life
- increasing customer retention rates by 5% increases profits by 25% to 95% across a
wide range of industries (fred reichheld, “the loyalty effect”)
- 1% to 2% retention = 2*LTV, 1/2 CAC
134. be careful!
- Not everything that counts can be counted
- be careful with moral hazard
- be careful with analysis paralysis
- correlation is not causation
- don’t cargo cult metrics