Transparent Decisions: Managing the Project PortfolioJohanna Rothman
What do your customers care about? Running tested features in released products. What do we too often do in organizations? Placating enough people across the organization to making some progress on everything, but finishing nothing. Does that make sense to you?
Instead, we can use agile and lean project portfolio management. We don’t have to rely on dog-and-pony shows, prediction, math, ROI, or estimation. We have much better tools: project value, backlog value and demos
.
We ask questions that help you differentiate each project's value from each other. How will this project move the organization forward? We start with the zeroth question: Should we do this project at all? We continue with qualitative questions and then ask quantitative questions.
We start with qualitative questions, such as using business value points, which are based not on any predictive number, but might be based on your product's position in the market, or who is waiting for your projects to be complete, or the risk of waiting of waiting for your projects to be done. What's critical is your discussion around the business value, not the points themselves. I'll supply you with some meaty starting questions for the business value discussion.
If you ask quantitative questions first, they devolve into ROI and you never ask the good qualitative questions. If you do need to have some idea of the budget, I’ll address that question, too. But budget is the wrong question. Value is the right question, and we’ll discuss why.
Solutions are the death of a product design. Learn how we helped to disrupt a large, product-focused organization with design, through not only educating product owners, but including them in the exploration to define problems instead of solutions.
Presented at Agile2013.
Beyond the Startup: Being Lean in Startups & BeyondAbby Fichtner
The thing about startups is that they're in a race. They need to find a way to start bringing in money before they run out of the money they have. This forces them to find ways to operate extremely quickly. They cut all the fat and just focus on what needs to be done. They learn at incredible rates about what will and will not work and use that knowledge to create products that customers will love. As a result, the really good ones are able to beat out larger organizations with many more resources. Imagine if those larger organizations, with so many resources, could operate as lean as a startup?
In this presentation, I share techniques that startups are doing today to be lean and talk about how some of these same principles can be applied within companies of any size.
Wie, wat, waar is Ordina. Uw vragen worden middels deze presentatie grotendeels beantwoord.
Toch nog vragen?
Voor meer informatie kun je contact met ons opnemen via 030-6637000 of een mail sturen naar communicatie@ordina.nl.
Verbeter het resultaat van uw recruitmentinspanningen. Maak gebruik van de nieuwste technologieën. En haal met minder moeite meer uit uw personeelwerving met recruit2.
Transparent Decisions: Managing the Project PortfolioJohanna Rothman
What do your customers care about? Running tested features in released products. What do we too often do in organizations? Placating enough people across the organization to making some progress on everything, but finishing nothing. Does that make sense to you?
Instead, we can use agile and lean project portfolio management. We don’t have to rely on dog-and-pony shows, prediction, math, ROI, or estimation. We have much better tools: project value, backlog value and demos
.
We ask questions that help you differentiate each project's value from each other. How will this project move the organization forward? We start with the zeroth question: Should we do this project at all? We continue with qualitative questions and then ask quantitative questions.
We start with qualitative questions, such as using business value points, which are based not on any predictive number, but might be based on your product's position in the market, or who is waiting for your projects to be complete, or the risk of waiting of waiting for your projects to be done. What's critical is your discussion around the business value, not the points themselves. I'll supply you with some meaty starting questions for the business value discussion.
If you ask quantitative questions first, they devolve into ROI and you never ask the good qualitative questions. If you do need to have some idea of the budget, I’ll address that question, too. But budget is the wrong question. Value is the right question, and we’ll discuss why.
Solutions are the death of a product design. Learn how we helped to disrupt a large, product-focused organization with design, through not only educating product owners, but including them in the exploration to define problems instead of solutions.
Presented at Agile2013.
Beyond the Startup: Being Lean in Startups & BeyondAbby Fichtner
The thing about startups is that they're in a race. They need to find a way to start bringing in money before they run out of the money they have. This forces them to find ways to operate extremely quickly. They cut all the fat and just focus on what needs to be done. They learn at incredible rates about what will and will not work and use that knowledge to create products that customers will love. As a result, the really good ones are able to beat out larger organizations with many more resources. Imagine if those larger organizations, with so many resources, could operate as lean as a startup?
In this presentation, I share techniques that startups are doing today to be lean and talk about how some of these same principles can be applied within companies of any size.
Wie, wat, waar is Ordina. Uw vragen worden middels deze presentatie grotendeels beantwoord.
Toch nog vragen?
Voor meer informatie kun je contact met ons opnemen via 030-6637000 of een mail sturen naar communicatie@ordina.nl.
Verbeter het resultaat van uw recruitmentinspanningen. Maak gebruik van de nieuwste technologieën. En haal met minder moeite meer uit uw personeelwerving met recruit2.