The best technology companies know that high performance teams are not just nice to have - they're critical to success. And can be your secret weapon for a competitive advantage.
This is a workshop, conducted for attendees of the 2014 CoDev Conference (Jan 26-29, in Phoenix, AZ). You will learn the common (and most crippling) challenges that product development teams experience, and easy to apply processes and tools to get your teams back on track.
These tools are from "Innovate Products Faster: Graphical Tools for Accelerating Product Development", and can be downloaded at www.tcgen.com/book/tools.
Road to Success in SAFe-Agilist Exam Questions with SAFe-Agilist PDF DumpsCerts questions
Scrum present unique kinds of certification programs like Leading SAFe 5.1 Agilist certification exam. You could go through with Scrum braindumps and see which suits greatest for you personally and check your level of interest in each and every of those. Every single of these has its personal prominence in the productiveness. You just have to take the Certified SAFe Agilist SA exam in an effort to be prosperous.
This presentation was part of my session in "Agile in Business" seminar in Chennai on July 27th, 2013, organized by Unicom. This addresses the different aspects to be considered when a test team is transformed in an Agile set-up performing Agile Testing.
20210618 PMI XC 2021 Conf Business Agility: What Got You Here Won't Get You T...Craeg Strong
The results are in, and the conclusion is clear: Agile methods produce better results for knowledge work. Corporations have initiated large-scale Agile transformations in order to achieve these benefits across the entire organization. These transformations often involve retraining, retooling, re-organizing into “squads” and hiring dozens or hundreds of Scrum Masters and Agile coaches. Sadly, these efforts are rarely successful. Why?
Simply put, team agility does not produce business agility. By focusing exclusively on the team level, the organization fails to solve three main problems: no Agile interactions between teams, no end-to-end management of the value streams, and no Agile strategic portfolio management. In addition, the organization has failed to realize that the Agile team structure does not have to match the reporting structure. While it may ultimately make sense to reorganize reporting relationships, that should be done last, not first.
In this talk, I will introduce the Flight Levels model and the Kanban Maturity Model. The Flight Level framework recognizes that there are three different levels on which work should be visualized and coordinated: the strategy/portfolio level, the coordination/value-stream level, and the operational/team level. The Kanban Maturity Model helps us understand the current level of organizational maturity and choose practices that take us to the learning zone and avoid the “panic” zone of emotional resistance. Working with Agile teams who may be using Kanban, Scrum, SAFe, LeSS, or Disciplined Agile, we will explore how this model dramatically simplifies the problem and show how it has enabled real business agility.
Agile Project Management - An introduction to Agile and the new PMI-ACPDimitri Ponomareff
The PMI-ACP recognizes knowledge of agile principles, practices and tools and techniques across agile methodologies. If you use agile practices in your projects, or your organization is adopting agile approaches to project management, then this PDM will provide a full overview about this new PMI certification while exploring key agile principles, practices and techniques. If you always wanted to learn more about agile, this presenter is a certified Agile practitioner, trainer and coach so you will receive up to date information about the state of Agile and how it can most help you in your organization or your career.
This presentation has been compiled using material available in public domain. Copyrights of the owners and sources of the material used has been duly acknowledged.
Road to Success in SAFe-Agilist Exam Questions with SAFe-Agilist PDF DumpsCerts questions
Scrum present unique kinds of certification programs like Leading SAFe 5.1 Agilist certification exam. You could go through with Scrum braindumps and see which suits greatest for you personally and check your level of interest in each and every of those. Every single of these has its personal prominence in the productiveness. You just have to take the Certified SAFe Agilist SA exam in an effort to be prosperous.
This presentation was part of my session in "Agile in Business" seminar in Chennai on July 27th, 2013, organized by Unicom. This addresses the different aspects to be considered when a test team is transformed in an Agile set-up performing Agile Testing.
20210618 PMI XC 2021 Conf Business Agility: What Got You Here Won't Get You T...Craeg Strong
The results are in, and the conclusion is clear: Agile methods produce better results for knowledge work. Corporations have initiated large-scale Agile transformations in order to achieve these benefits across the entire organization. These transformations often involve retraining, retooling, re-organizing into “squads” and hiring dozens or hundreds of Scrum Masters and Agile coaches. Sadly, these efforts are rarely successful. Why?
Simply put, team agility does not produce business agility. By focusing exclusively on the team level, the organization fails to solve three main problems: no Agile interactions between teams, no end-to-end management of the value streams, and no Agile strategic portfolio management. In addition, the organization has failed to realize that the Agile team structure does not have to match the reporting structure. While it may ultimately make sense to reorganize reporting relationships, that should be done last, not first.
In this talk, I will introduce the Flight Levels model and the Kanban Maturity Model. The Flight Level framework recognizes that there are three different levels on which work should be visualized and coordinated: the strategy/portfolio level, the coordination/value-stream level, and the operational/team level. The Kanban Maturity Model helps us understand the current level of organizational maturity and choose practices that take us to the learning zone and avoid the “panic” zone of emotional resistance. Working with Agile teams who may be using Kanban, Scrum, SAFe, LeSS, or Disciplined Agile, we will explore how this model dramatically simplifies the problem and show how it has enabled real business agility.
Agile Project Management - An introduction to Agile and the new PMI-ACPDimitri Ponomareff
The PMI-ACP recognizes knowledge of agile principles, practices and tools and techniques across agile methodologies. If you use agile practices in your projects, or your organization is adopting agile approaches to project management, then this PDM will provide a full overview about this new PMI certification while exploring key agile principles, practices and techniques. If you always wanted to learn more about agile, this presenter is a certified Agile practitioner, trainer and coach so you will receive up to date information about the state of Agile and how it can most help you in your organization or your career.
This presentation has been compiled using material available in public domain. Copyrights of the owners and sources of the material used has been duly acknowledged.
Have you successfully implemented Scrum on your team, but are finding the pain of scaling your Scrum deployment to the larger organization too much to handle? Is the Scrum of Scrums concept not working out the way you thought it would? Have you had success with scaling Scrum, and want to share what you’ve learned with others? If you answered yes to any of these questions, join us for this interactive session where Melanie Paquette shares the experiences of different of different types of organizations that have had success in scaling Scrum. The organizations profiled include a large, geographically dispersed team of over 300 embedded software developers as well as a smaller, mostly co-located team of 50 mobile application developers. Learn what these organizations have in common, and take back practical techniques you can use to scale Scrum, including how to leverage a traditional project management organization to help your scaling efforts, how to structure large teams to involve the right people, and how to work with geographical distribution.
Oh wow! We are a lean and agile organization. Where do I fit as a traditional PM?
Product development organizations seek a competitive edge -- lean and agile practices are at the forefront of organizational change in most companies. Trapped in the undertow of the lean & agile transformation, the traditional PM is often left bewildered of the next step to take.
Dr. Dave Cornelius brings many years of experience in the IT industry and as an entrepreneur. Credentials include DM-IST, MBA, PMP, PMI-ACP, CSP, & SSBB. A consultant supporting the transformation to the Scaled Agile Framework (SAFe) at a Southern California company, Dr. Cornelius receives many concerns from traditional project managers about the PM role in a lean and agile organization.
You will find Dave volunteering in the traditional and agile communities to support fellow members and create new knowledge. Currently, Dave is teaching underserved kids in Los Angeles Scrum and software programming concepts using Alice (a Carnegie Mellon University technology teaching product).
The Agile methodology - Delivering new ways of working, by Sandra Frechette, ...WiMLDSMontreal
"The Agile methodology - Delivering new ways of working"
By Sandra Frechette, Senior Consultant at Deloitte Digital
Abstract: The purpose of this talk is to explain the agile methodology and give real business cases about the implementation in companies transformation while discussing the myth that Agile projects dont only occur in IT implementations but in multiple lines of services.
Sandra helps clients transform organization to insight oriented organization to drive revenue, increase efficiency and reduce risk.
Introducing the Enterprise Transformation Meta ModelRenee Troughton
Finally there is a meta model out there to be able to simply and easily compare and contrast not only Agile methods but any type of change that you may be introducing into an organisation.
This presentation lightly covers the model, but importantly goes through over fifty Agile and edgy Agile related methods and movements, highlighting where they sit in the model.
For more information about the Enterprise Transformation Meta Model refer to:
http://www.enterprisetransformationmetamodel.com
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
My presentation for the Council for Programs in Technical and Scientific Communication (http://cptsc.org/) annual meeting. My teaching approach for UX and project management in an agile environment.
What is the value proposition for agile? Does agile deliver on those benefits? What do the practitioners using it say?
In 2010, I began asking Scrum experts and practitioners about their perceived value of Scrum. A common response was, "it depends on what you mean by value." When presented with examples like return on investment or internal rate of return, they often stated that they don’t use those waterfall measures. However, when asked about value being nimble, they told me I was getting warmer...
During my doctoral research in 2013-2014, I interviewed 32 Scrum and Scaled Agile Framework (SAFe) practitioners from 17 industries in Southern and Northern California and Nevada to learn about the value of Scrum to their organizations based on their experiences. The practitioners included: four business leaders, three Scrum coaches, two product owners, eight Scrum masters, three Scrum team members, and 12 other professionals. The discussion continued with attendees at AgileOpen to capture additional insights.
Dr. Dave Cornelius is an experienced business and IT professional and globally recognized lean and agile catalyst that empowers others to achieve their very best. Dave’s specialty is leading and coaching co-located and distributed teams to deliver quality innovations from concept to cash. Learn more about Dave by visiting www.Dave-Cornelius.com and follow him on twitter @DrCorneliusInfo.
Executive Presentation on Agile Project Management by Boardroom Metrics Inc.Boardroom Metrics
This presentation was delivered to a group of senior executives with little or no understanding of Agile methodologies. It was an eye-opening experience!
If interested, please reach out to our firm to discuss how we can help your organization: 1.416.994.6552 or info@boardroommetrics.com
Agile Washington 2015 Creating a Learning CultureRenee Troughton
Presented in August 2015 at Agile 2015 in Washington DC this is a presentation about a structured 10 week program to grow your own Agile champions and coaches through a series of activities and collaborate learning. This presentation highlights the activities and the learning problem.
A project manager is a highly skilled knowledge worker who has received rigorous training and knowledge in the process of achieving a globally recognized certification. In the lean and agile world, the project manager does not have an official role. The project manager’s role is distributed between the agile team members. The knowledge and skills obtained through certification is transferable in the lean and agile organization.
In a competitive business climate, all available brainpower must be present on deck to enable the organization to achieve enterprise agility and scale to meet customer, compliance, financial markets, internal opportunities, and competitive demands.
This paper evaluates the project manager (PM) role using the Scaled Agile Framework practice, and centers on PM participation in the lean and agile transformation as a strategic, leading, and/or lagging PM.
Need to present lean project tools and techniques, SlideTeam offers you the lean project management PowerPoint Presentation. You can easily impart your business information with help of this lean practices PowerPoint slides. This lean thinking presentation templates contain slides on project planning process, dimensions of business planning, elements of project lifecycle, business objective, business scope, program phases, critical path, activity planner, week scheduler, yearly scheduler, tasks status dashboard, work breakdown structure, planning stages, work process, team management, planning and timeline, concept development, activity network, risk identification, progress against baseline schedule, alternatives evaluation and budgeting. With this lean manufacturing PowerPoint template, you can showcase various topics like six sigma, startup business, waste management, enterprise planning, improvement process, risk assessment, value stream mapping, and construction planning and change management. You can save time and enhance your Presentation skills by using our lean project management PowerPoint Presentation. Our Lean Project Management Powerpoint Presentation Slide will further your efforts. Their effect will draw in a bigger applause.
Using agile for business process design and development oct 19, 2010 ottawaAdaptiveOrg Inc.
Is Agile Scrum just for software development or can it also be used to achieve great business process design and development as well?
Presented to the Ottawa IIBA Chapter on October 19, 2010
Have you successfully implemented Scrum on your team, but are finding the pain of scaling your Scrum deployment to the larger organization too much to handle? Is the Scrum of Scrums concept not working out the way you thought it would? Have you had success with scaling Scrum, and want to share what you’ve learned with others? If you answered yes to any of these questions, join us for this interactive session where Melanie Paquette shares the experiences of different of different types of organizations that have had success in scaling Scrum. The organizations profiled include a large, geographically dispersed team of over 300 embedded software developers as well as a smaller, mostly co-located team of 50 mobile application developers. Learn what these organizations have in common, and take back practical techniques you can use to scale Scrum, including how to leverage a traditional project management organization to help your scaling efforts, how to structure large teams to involve the right people, and how to work with geographical distribution.
Oh wow! We are a lean and agile organization. Where do I fit as a traditional PM?
Product development organizations seek a competitive edge -- lean and agile practices are at the forefront of organizational change in most companies. Trapped in the undertow of the lean & agile transformation, the traditional PM is often left bewildered of the next step to take.
Dr. Dave Cornelius brings many years of experience in the IT industry and as an entrepreneur. Credentials include DM-IST, MBA, PMP, PMI-ACP, CSP, & SSBB. A consultant supporting the transformation to the Scaled Agile Framework (SAFe) at a Southern California company, Dr. Cornelius receives many concerns from traditional project managers about the PM role in a lean and agile organization.
You will find Dave volunteering in the traditional and agile communities to support fellow members and create new knowledge. Currently, Dave is teaching underserved kids in Los Angeles Scrum and software programming concepts using Alice (a Carnegie Mellon University technology teaching product).
The Agile methodology - Delivering new ways of working, by Sandra Frechette, ...WiMLDSMontreal
"The Agile methodology - Delivering new ways of working"
By Sandra Frechette, Senior Consultant at Deloitte Digital
Abstract: The purpose of this talk is to explain the agile methodology and give real business cases about the implementation in companies transformation while discussing the myth that Agile projects dont only occur in IT implementations but in multiple lines of services.
Sandra helps clients transform organization to insight oriented organization to drive revenue, increase efficiency and reduce risk.
Introducing the Enterprise Transformation Meta ModelRenee Troughton
Finally there is a meta model out there to be able to simply and easily compare and contrast not only Agile methods but any type of change that you may be introducing into an organisation.
This presentation lightly covers the model, but importantly goes through over fifty Agile and edgy Agile related methods and movements, highlighting where they sit in the model.
For more information about the Enterprise Transformation Meta Model refer to:
http://www.enterprisetransformationmetamodel.com
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
My presentation for the Council for Programs in Technical and Scientific Communication (http://cptsc.org/) annual meeting. My teaching approach for UX and project management in an agile environment.
What is the value proposition for agile? Does agile deliver on those benefits? What do the practitioners using it say?
In 2010, I began asking Scrum experts and practitioners about their perceived value of Scrum. A common response was, "it depends on what you mean by value." When presented with examples like return on investment or internal rate of return, they often stated that they don’t use those waterfall measures. However, when asked about value being nimble, they told me I was getting warmer...
During my doctoral research in 2013-2014, I interviewed 32 Scrum and Scaled Agile Framework (SAFe) practitioners from 17 industries in Southern and Northern California and Nevada to learn about the value of Scrum to their organizations based on their experiences. The practitioners included: four business leaders, three Scrum coaches, two product owners, eight Scrum masters, three Scrum team members, and 12 other professionals. The discussion continued with attendees at AgileOpen to capture additional insights.
Dr. Dave Cornelius is an experienced business and IT professional and globally recognized lean and agile catalyst that empowers others to achieve their very best. Dave’s specialty is leading and coaching co-located and distributed teams to deliver quality innovations from concept to cash. Learn more about Dave by visiting www.Dave-Cornelius.com and follow him on twitter @DrCorneliusInfo.
Executive Presentation on Agile Project Management by Boardroom Metrics Inc.Boardroom Metrics
This presentation was delivered to a group of senior executives with little or no understanding of Agile methodologies. It was an eye-opening experience!
If interested, please reach out to our firm to discuss how we can help your organization: 1.416.994.6552 or info@boardroommetrics.com
Agile Washington 2015 Creating a Learning CultureRenee Troughton
Presented in August 2015 at Agile 2015 in Washington DC this is a presentation about a structured 10 week program to grow your own Agile champions and coaches through a series of activities and collaborate learning. This presentation highlights the activities and the learning problem.
A project manager is a highly skilled knowledge worker who has received rigorous training and knowledge in the process of achieving a globally recognized certification. In the lean and agile world, the project manager does not have an official role. The project manager’s role is distributed between the agile team members. The knowledge and skills obtained through certification is transferable in the lean and agile organization.
In a competitive business climate, all available brainpower must be present on deck to enable the organization to achieve enterprise agility and scale to meet customer, compliance, financial markets, internal opportunities, and competitive demands.
This paper evaluates the project manager (PM) role using the Scaled Agile Framework practice, and centers on PM participation in the lean and agile transformation as a strategic, leading, and/or lagging PM.
Need to present lean project tools and techniques, SlideTeam offers you the lean project management PowerPoint Presentation. You can easily impart your business information with help of this lean practices PowerPoint slides. This lean thinking presentation templates contain slides on project planning process, dimensions of business planning, elements of project lifecycle, business objective, business scope, program phases, critical path, activity planner, week scheduler, yearly scheduler, tasks status dashboard, work breakdown structure, planning stages, work process, team management, planning and timeline, concept development, activity network, risk identification, progress against baseline schedule, alternatives evaluation and budgeting. With this lean manufacturing PowerPoint template, you can showcase various topics like six sigma, startup business, waste management, enterprise planning, improvement process, risk assessment, value stream mapping, and construction planning and change management. You can save time and enhance your Presentation skills by using our lean project management PowerPoint Presentation. Our Lean Project Management Powerpoint Presentation Slide will further your efforts. Their effect will draw in a bigger applause.
Using agile for business process design and development oct 19, 2010 ottawaAdaptiveOrg Inc.
Is Agile Scrum just for software development or can it also be used to achieve great business process design and development as well?
Presented to the Ottawa IIBA Chapter on October 19, 2010
Significant changes are underway that impact the quality and regulatory systems of medical device companies and their suppliers. ISO 13485:2016 adds new requirements to address risk management and to better align the standard with global regulatory requirements (FDA, MDD, JPAL, etc.). With the release of ISO 9001:2015, the ISO 9001 and ISO 13485 standards are no longer integrated. A new single audit MDSAP program will be in effect beginning 2017 that incorporates applicable FDA, Canadian, Brazilian, Australian and Japanese quality system requirements into the annual ISO 13485 audit cycle. The presentation will provide an overview of these changes and the steps required to incorporate these changes into existing quality management systems.
This workshop presentation knits together high impact best practices to help teams and managers through the entire program / project life-cycle. Using a DMAIC framework, we demonstrate how stakeholder management, value stream mapping, role definition, decision making, and escalation can be used to help all project types from product development to change management.
DevOps Discovery and Roadmap - DatasheetTodd Erskine
The DevOps Discovery and Roadmap Offer provides recommendations that can improve your delivery cadence and help you obtain value from your applications.
Building and Maintaining Effective Teams (who want to work for you)Hileman Group
To us, building an effective team is like building a house. You can’t build a reliable house without a sound foundation. Review this webinar presentation to see Tom Hileman's tactics to building and maintaining an effective team.
How to become a great DevOps Leader, an ITSM Academy WebinarITSM Academy, Inc.
Presenter: Mustafa Kapadia, Service Line Leader, IBM
The ideal DevOps Leader is a tactical or strategic individual who helps design, influence, implement or motivate the cultural transformation proven to be a critical success factor in DevOps adoption. The most successful DevOps leaders understand the human dynamics of cultural change and are equipped with practices, methods, and tools to engage people across the DevOps spectrum. We will explore the role of the DevOps Leader in more detail.
Training needs analysis, skills auditing, training evaluation, calculating training ROI and strategic learning and development best practice principles and processes
The Value Management SIG presented Chris Samson and Daniel Rahamim from London Underground who offered an insight to the organisational approach of implementing Lean principles in one of London Underground's major upgrade programmes.
Want to ensure everything you do adds value to your business? Want to make a real difference to business performance and customer satisfaction?
This challenge was taken up by London underground’s Sub Surface Upgrade Programme (SUP) 18 months ago amidst a time of cost savings, programme review and ever increasing expectations and scrutiny from our stakeholders and customers.
Saving the DoD $800M: How Portfolio Management is the Missing Link Between Ag...VMware Tanzu
SpringOne 2021
Session Title: Saving the DoD $800M: How Portfolio Management is the Missing Link Between Agile and Waterfall
Speakers: Jackie Ho, Staff Product Designer at VMware; Oscar Chacon, Portfolio PM at United States Space Force
Standard Work in Lean Sales and MarketingBusiness901
This presentation is an overview on how to implement SDCA (Standardize – Do – Check – Act) in the field of Lean Sales and Marketing. It includes an outline for standard work and an embedded video.
A step-by-step tutorial on building a professional development strategy for a tech team. This guide will help managers upgrade the team’s skill level and skyrocket the effectiveness of the whole company.
Original: https://www.vectorly.team/ebooks/how-to-manage-growth
Similar to High Performance CoDevelopment Teams - your competitive advantage in the world of Open Innovation (20)
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
Welocme to ViralQR, your best QR code generator.ViralQR
Welcome to ViralQR, your best QR code generator available on the market!
At ViralQR, we design static and dynamic QR codes. Our mission is to make business operations easier and customer engagement more powerful through the use of QR technology. Be it a small-scale business or a huge enterprise, our easy-to-use platform provides multiple choices that can be tailored according to your company's branding and marketing strategies.
Our Vision
We are here to make the process of creating QR codes easy and smooth, thus enhancing customer interaction and making business more fluid. We very strongly believe in the ability of QR codes to change the world for businesses in their interaction with customers and are set on making that technology accessible and usable far and wide.
Our Achievements
Ever since its inception, we have successfully served many clients by offering QR codes in their marketing, service delivery, and collection of feedback across various industries. Our platform has been recognized for its ease of use and amazing features, which helped a business to make QR codes.
Our Services
At ViralQR, here is a comprehensive suite of services that caters to your very needs:
Static QR Codes: Create free static QR codes. These QR codes are able to store significant information such as URLs, vCards, plain text, emails and SMS, Wi-Fi credentials, and Bitcoin addresses.
Dynamic QR codes: These also have all the advanced features but are subscription-based. They can directly link to PDF files, images, micro-landing pages, social accounts, review forms, business pages, and applications. In addition, they can be branded with CTAs, frames, patterns, colors, and logos to enhance your branding.
Pricing and Packages
Additionally, there is a 14-day free offer to ViralQR, which is an exceptional opportunity for new users to take a feel of this platform. One can easily subscribe from there and experience the full dynamic of using QR codes. The subscription plans are not only meant for business; they are priced very flexibly so that literally every business could afford to benefit from our service.
Why choose us?
ViralQR will provide services for marketing, advertising, catering, retail, and the like. The QR codes can be posted on fliers, packaging, merchandise, and banners, as well as to substitute for cash and cards in a restaurant or coffee shop. With QR codes integrated into your business, improve customer engagement and streamline operations.
Comprehensive Analytics
Subscribers of ViralQR receive detailed analytics and tracking tools in light of having a view of the core values of QR code performance. Our analytics dashboard shows aggregate views and unique views, as well as detailed information about each impression, including time, device, browser, and estimated location by city and country.
So, thank you for choosing ViralQR; we have an offer of nothing but the best in terms of QR code services to meet business diversity!
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Empowering NextGen Mobility via Large Action Model Infrastructure (LAMI): pav...
High Performance CoDevelopment Teams - your competitive advantage in the world of Open Innovation
1. Managing High Performance CoDevelopment Teams
Scott Elliott & Jeanne Bradford, Principals
TCGen, Inc.
Presented by:
92 Crescent Street | Waltham, MA 02453 USA | Tel: 781-891-8080 | Fax: 781-398-1889 | www.CoDevPD.org
2. By the end of the session, you will be able to…..
•
•
•
•
•
•
Assemble a high-performance co-development team, with clearly defined roles
and deliverables
Navigate different process, language & cultural issues across multiple
companies
Evaluate and monitor development partner’s capabilities
Define the project management style, process and check-in points for the team
Keep the project within bounds, or respond rapidly when it is out
Eliminate political roadblocks that throw teams off-track
January 27, 2014
CoDev2014
2
3. Agenda
1. Introductions
2. Building High-Performance Co-Development Teams
• Graphical Tools for Building a High Performance Team
Break out 1: Identifying & resolving issues across development partners
• Graphical Tools for Managing the Team
Break out 2: Construct an Attitude Influence Diagram
3. Extended Teams and Innovation:
• Crowdsourcing & Gamification
• Social Innovation Best Practices
4. Time for Action
Break out 3: Creating an Action Plan
This is an interactive session!
January 27, 2014
CoDev2014
3
4. Instructor Biographies
Experience with Innovation & Execution
• Architected & implemented the Apple New Product Process
(ANPP) which is used by all Apple product divisions
• Co-Author, Innovate Products Faster
• Co-founder, TCGen, Inc.
• Consulted to leading companies including Cisco, Dolby,
Amazon and Hitachi
Jeanne Bradford
Scott Elliott
January 27, 2014
• Invented Surface Transverse Wave Resonator and High-Speed Optical
Photodiodes
• Former Operations Manager for the HP/Agilent Microwave Technology
Center
• Led HP/Agilent Management Consulting arm and HP Consulting Global
Supply Chain Practice
• Founded and led TechZecs LLC
• Consulted to leading companies including HP, NI, Keithley Instruments,
SGI, Agilent, and Verigy
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6. High Performance Teams
Innovation & speed are lost or gained everyday at the team-level
•
•
Key elements
– Well defined roles & responsibilities for team and management
– Core-team model customized for each project
– Empower the team with a high level of authority
– Instill a culture of trust and collaboration
Conditions for success
– Top management supports team autonomy
– Middle management supports cross functional approach
– Team members trained an adopt core team model
This is challenging within a company, and even more so across multiple
development partners!
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7. Co-Development: “Just Right” Processes
“Just Right” processes: the least amount of process, and not a bit less
Growing organizations
that need to scale
quickly
Large organizations
choking on
bureaucracy
But what happens when you and your development partners have a different
definition of “just right”?
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8. Team Collisions: Language, Culture, Decisions
• Often within a company, product teams don’t use the same language or
decision-making processes – let alone across companies.
• Team members learn to work within their own cultures.
• All of these elements get amplified when working across companies.
• Time is gained or lost everyday at the team level.
So how do you apply light-weight, “just right” processes that help you
navigate in the complex world of co-development?
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9. Graphical Tools for Building High Performance Teams
PROJECT TEAM WHEEL
FUNCTION PHASE MATRIX
Team
Leadership
Who’s Doing
What
ATTITUDE INFLUENCE DIAGRAM
PINCH POINT DIAGRAM
Politics
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Decisions
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10. Graphical Tools for Managing High Performance Teams
BOUNDARY CONDITION DIAGRAM
PARTNER PERFORMANCE RADAR CHART
Focus
Capability
PROJECT CHECK-IN TOOL
Agility
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11. Project Team Wheel
Identifying Project Team Leadership (and gaps)
What is a Team Wheel?
• A graphical snapshot of team leadership, critical functions of the project, and the specific individuals
responsible for each function.
• The concentric circles of the wheel differentiate between the project manager, the core team, and
the extended team.
• This tool provides a powerful picture of gaps in staffing and can drive decision-making to mitigate the
risks and avoid project disruption and delays.
Which Business Problems Does the Tool Solve?
• Illustrates any lack of adequate resources that is often at the root of project failures.
• This tool quickly identifies risk areas so they can be addressed before significantly impacting the
team's schedule.
• Reinforces product allegiance over functional allegiance.
Benefits:
•
•
•
•
Helps to ensure that team members are available for your project
Visually identifies resource gaps on a team
Describes the extended team functions that a core team member represents
Minimizes surprises (or project failure) attributed to not having the right resources in place
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12. Project Team Wheel
Identifying project team leadership (and gaps)
Project Manager
Functional Leads
Extended Team
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13. Project Team Wheel
How to Apply the Tool:
•
Step 1: The project manager creates an initial draft of the wheel by populating three concentric
circles with the project team resources.
–
–
–
•
•
The innermost circle contains the project manager's name and title
The next circle is populated with titles and names of 4 to 10 core team functions that are vital for getting
the
product to market.
The outermost circle identifies the extended team that will supplement the core team. (More
appropriate for mid- sized and larger projects.)
Step 2: The project manager reviews this diagram with the core team and ensure they support
their roles on the project and agree to represent their associated members on the extended
team.
Step 3: The project manager reviews this wheel with the management team to ensure they agree
with the structure and are ready to support the project with the people and functions you need.
Create a Team Wheel for each project team
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14. Function Phase Matrix
Who’s Doing What, When
• What is the tool?
– The Function Phase Matrix is a table organized by key functions (rows) and
project phases (columns), indicating the activities that require completion
during that phase.
• Which Business Problems Does the Tool Solve?
– Clarifies roles & responsibilities – within your team & your partner’s team
– Identifies gaps/overlap
– Eliminates avoidable setbacks & increases the effectiveness of a project
team
• Benefits
– Ensures that you have cross-functional alignment at the phase/milestone
level
– Ensures you have all key deliverables assigned to individuals
– Is a scalable tool you can apply to large or small teams, simple or
complex projects, and local or globally dispersed teams
– Helps you align your team with product and delivery expectations when
you use it in management reviews
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16. Function Phase Matrix
How to Apply the Tool:
• Step 1: Rows represent key functions. Columns represent project phases
• Step 2: Identify roles and responsibilities of team members.
• Step 3: Identify and assign expected deliverables.
• Step 4: Identify potential gaps and overlaps.
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17. Partner Performance Radar Chart
Evaluating Partner Strengths & Weaknesses
What is the tool?
– A radar chart used for partner selection and management
– Evaluates partner technologies, quality, responsiveness, delivery, cost &
environment
– Scoring identifies partner’s strengths and weaknesses
– Multiple partners can be assessed for comparison purposes
Which Business Problems Does the Tool Solve?
–
–
–
–
Provides a consolidated view of partner capabilities
Provides a consistent evaluation across multiple partners
A vehicle for making trade-off decisions
Logically dividing the roles and responsibilities in partner management
Benefits
–
–
–
–
Provides a common language across multiple organizations/companies
Quantifies partner/supplier performance
De-emotionalizes partner/supplier reviews
Partners/suppliers know what improvement is requireD.
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18. Partner Performance Radar Chart
Technology
Quality
Preferred
Environment
Responsiveness
Acceptable
Cost
Delivery
Unacceptable
How to Apply the Tool
• Assign a person or team to each axis (one team my have multiple axes)
• Agree on scoring criteria (e.g. 0 = no concept; 3= average practitioner; 5= recognized
leader)
• Connect the dots & evaluate most critical areas.
• Create an action plan to manage partner
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19. Break Out 1: Clarifying Project Teams Alignment
Project Team Wheel
Function Phase Matrix
Partner Performance Radar Chart
Break out Session Objective:
• Identify misalignments with your development partners functions or phases
• Identify 2-3 areas for immediate attention to resolve
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20. Pinch Point Diagram
Driving Critical Decisions
What is the tool?
• A process flow diagram that identifies where decisions are
required.
• Identifies ownership for process elements and decisions.
Which Business Problems Does the Tool Solve?
• Provides clarity of key steps within a process
• Provides an early warning for key decision points.
• Identifies unclear roles & responsibilities that impede
decision making.
Benefits
•
•
•
•
Identifies unique escalation paths for tough cases
Speeds decision making
Improves the process flow
Faster and more efficient product development
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21. Pinch Points – Using the Tool
Example:
Resource planning for a co-development project
• Gather the key team members for a working
session
• Map a simplified process
• Add responsible person or team to each subprocess
1. Team Formed
Requirements
Scoped
Concept Team:
Lead by Program
Manager
2. Define overall
Scope & Skillsets
Needed
3. Identify Leads
4. Define
internal and
External
Resources
Required
5. Resource Plan
Finalized
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22. Pinch Points – Resource Allocation Decisions
• Discuss problem cases
• Abstract as “Pinch Point”
Bubbles
• Decide with team what the
“should be” process is in
each case
• Decide on Escalation Paths*
• Redraw the “Should Be”
process
• Get approval for the new
process and communicate it
1. Team Formed
Requirements
Scoped
2. Define overall
Scope & Skillsets
Needed
3. Identify Leads
Escalation
Path?
4. Define
internal and
External
Resources
Required
Concept Team:
Lead by Program
Manager
Resources
Thrust on
Team
Resource
UnderEstimation
Partner
Resource Underestimation
5. Resource Plan
Finalized
Unplanned
Features
*Best practice: Try for a single Escalation Path
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23. Keeping the Project On Track
What is the Tool?
A set of boundaries that are critical for project success
Chart consists of lines representing the boundaries of acceptability.
Core Project Team can execute without management intervention
unless a boundary is broken.
If the trajectory violates a boundary, the Project Manager calls and Out-Of-Bounds meeting.
Which Business Problems Does the Tool Solve?
Helps define the project expectations.
Eliminates any delay in rectifying a project that is not meeting its goals.
Benefits
Accelerates Innovation by ensuring alignment and focus on the critical elements of the
project
Provides a clear distinction of “must have” elements
Allows more autonomy for the team by creating a contract with management
Helps make trade-off decisions at the beginning
Provides a framework in which to quickly re-align the project if needed
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EXECUTION: MANAGING YOUR TEAM AND MEETINGS
Project Boundary Conditions
23
24. Product Cost
$45 max BOM
Project Cost
$3.5M max
Quality
4 yr. MTBF
Features
200mW power
Works with Android, iOS
Schedule
Launch Oct 1, 2014
How to Apply the Tool:
• Number of key boundary areas determine the shape of the diagram.
• Identify 3-5 key elements of your project.
• Assign each element to a side of the diagram.
• For each element, state the specific boundary thresholds.
• Place specific details to define the conditions in boxes next to each boundary.
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EXECUTION: MANAGING YOUR TEAM AND MEETINGS
Sample Project Boundary Conditions
24
25. EXAMPLE OF BOUNDARY BREAK TRAJECTORY
BOM cost improving
Product Cost
$45 max BOM
Project Cost
$3.5M max
Quality approaching
minimum
acceptable, but looks to be
OK
Features
200mW power
Works with Android, iOS
Quality
4 yr. MTBF
Schedule
Launch Oct 1, 2014
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Approaching Boundary Break
Team lost key engineer
3 week delay to replace
Call OOB Meeting!
25
26. Out of Bounds Process
What is the tool?
•
•
•
The flow diagram can be used to realign teams when a project has gone out of scope.
The tool provides a mechanism to quickly conduct a root cause analysis, evaluate alternatives, and
recommend remedies.
If a team has crossed boundary conditions, the tool can help course correct and realign to a new
plan.
Which Business Problems Does the Tool Solve?
•
•
•
Is an effective recovery vehicle when projects run into trouble.
Creates a common language and mechanism to quickly align project and management teams when
a project changes significantly.
Eliminates wasted time trying to create an exception-handling process each time a deviation
occurs.
Benefits
•
•
•
•
Helps you realign projects within hours/days, not days/weeks
Empowers the team to move forward with minimal guidance once management establishes
boundary conditions
Minimizes team confusion by establishing a single agreed-upon communication vehicle
Engages the team because of the greater trust that management places in them project manager.
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27. Get the team back on track – Quickly!
No
Potential
OOB
Situation
Identified
PM
Agree?
No
OOB
Assemble
Team to
Review
Yes
OOB
Meet with
Management
Propose
Alternatives
ID Root Cause
& Develop
Alternatives
Mgmt.
Agree?
Yes
OOB
Team
Agree?
Yes
No
OOB
Continue and
monitor
Boundaries
Commence
Alternative
Boundaries
How to Apply the Tool:
Identify the root cause of the broken boundary.
Make recommendations for resolving the issue
Only 1 of 3 outcomes should come from Management Meeting:
1. Reset the boundary
2. Add resources or time to be able to make the boundary
3. Cancel the project
“Just do your best” is not acceptable
This process should be completed in hour or days – not weeks
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28. Project Check-Ins
What Is the Tool?
• Replace formal Project Checkpoints with
informal “Check-ins”
• Just check adherence to Boundary
Conditions
Which Business Problems Does the
Tool Solve?
• Saves time spent in preparing review slides
• Frees resources for innovation
PROJECT CHECK-IN TOOL
Benefits
•
•
•
•
•
Encourages innovation by empowering the team
Increases motivation due to the trust placed in the team
Facilitates speed since the team is empowered to make decisions
Keeps the team focused on the core value propositions
Is a repeatable lightweight process
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29. Project Check-Ins
How to Apply the Tool
• Set the Boundary Conditions – team and management agree
• Team empowered to make decisions within the boundaries
• Periodic, informal “Check-In” meetings defined – minimal management, no formal
slides. Low number of Check-Ins.
• Out-of-Bounds conditions held in a different meeting
PROJECT CHECK-IN TOOL
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30. Attitude Influence Diagram
Eliminating Political Roadblocks
What is the tool?
•
•
•
•
A tool to identify your projects key supports and detractors
A scatter plot diagram that shows the relative influence and attitudes of the key staff
members who will be involved
A subjective assessment, but very powerful tool to quickly identify those who might
block your project
Applied early in the process, this tool will provide you with the opportunity to
proactively manage detractors to ensure their concerns are addressed – and
sometimes converted to supporters
Which Business Problems Does the Tool Solve?
•
•
Resistance and politics can slow teams down
This graphical technique pinpoints people and their position so that you can use your
time wisely
Benefits
•
•
•
•
January 27, 2014
Provides a new methodology for accelerating decisions
Identifies supporters and detractors that will impact your probability of success
Helps you avoid mistakes in the implementation process
Creates a framework for managing proactive discussions and positive influence
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31. Attitude Influence Diagram
How to Apply the Tool:
Step 1: Generate a list of those who might impact your program.
Step 2: Identify the most positive and most negative and plot them against the two axes.
Step 3: Then as you populate the chart, you can gauge comparisons against the two
extremes. Note: the size of the bubble indicates the difficulty of influencing their position.
Step 4: Look at the quadrant of high influence and negative attitude to focus your efforts
and work on those individuals who are most likely to threaten your success.
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33. Break Out 2: Attitude Influence Diagram
Break out Session Objective:
• Identify a project you’re working on that it at political risk
• Apply the AI tools to identify key detractors
• Develop 2-3 actions to move detractors to supporters
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34. Extended Teams & Innovation
• Innovation - Extending a development team
• Crowd Sourcing + Gamification
• Social Innovation Best Practices
1. Time-Bound Innovation
2. Dedicated Innovation Teams
3. Understanding Customer’s Environment of Use
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35. Crowdsourcing: finding the right team
Crowdsourcing is the practice of obtaining needed services, ideas, or content by
soliciting contributions from a large group of people, and especially from an online
community, rather than from traditional employees or suppliers.
*Wikipedia
•
•
•
•
“We is smarter that Me”
Crowd, not Riot
Not everyone has a qualified voice!
Vibrancy and focus will make or break it
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36. Gamification: engaging the team
Gamification: the use of game thinking & game mechanics in non-game
contexts to engage user in solving problems*
*Wikipedia
Gamification & Product Development: provides a mechanism for disperse
teams to collaborate and prioritize product features and technical solutions
• Innovation Tournaments
• Innovation Challenges
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37. Social Innovation
• There is an increasing trend to apply social technology platforms to address the
complexity and challenge of product development.
• Joined by Santa Clara University Professors who shared our interest and passion, we
performed a multi-client benchmark study, and simultaneously launched research on
this emerging topic.
• Who is leading the charge and what have they learned?
• Identified 10 best practices of applying these emerging technologies
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38. Social Innovation Best Practices
1. Innovation can be time-bound.
2. Targeted application of social media methodologies can result in faster time to
market and lower cost by reducing product definition expense.
3. The quantity of data from customer/community is not a substitute for quality
input.
4. There is no need for investment in home-grown social media tools.
5. Two types of resources: dedicated resources to help accelerate; part time resources
that have social media experience.
6. Bridging generations: younger members of the workforce typically have greater
social media competencies; older workers tend to be the decision makers.
7. Executive sponsorship is not required to deploy social media for product
development, but you can get a lot more done with it.
8. The most effective communities have: small number of closed and managed
communities, are time bounded, and contain user generated content.
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39. Time Bounded Innovation Community
IBM Jams
Action
Report
Project
Initiation
Jam preparation: marketing,
training/recruitment, site preparation
Live Event
Post-Jam Analysis
and Implementation
The IBM Jam accelerates innovation & consensus by combining an optimized process for innovation with
technology to help with communication, filtering, and idea enhancement
Practice
• The live Jam duration is typically one week but can be as short as 72 hours
• Real time data analysis tools scan forum comments to identify hot topics and emerging themes
• Lack of anonymity ensures that feedback remains constructive, even if critical
Quickly increase the front end of the innovation process by reaching out to relevant community voices
Goal
• Transcend culture, generation, language, and geographic challenges to harness collective brainpower
for a given problem or challenge
• Use online, virtual collaboration to drive increased real world collaboration across the enterprise
Quickly harnessed innovation on new problems with large, distributed organizations
• Within seventy two hours hundreds of ideas can be generated
• Technology provided the ability to draw upon experts repeatedly because the responses are traceable
• The Jam process yielded prioritized and manageable solutions with a direct line of sight from idea to
execution
Result
Social Media isn’t limited to ongoing communities - well defined sessions & qualified
participants can be leveraged effectively as a time bounded, high impact initiative.
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40. Rapid Idea Generation & Dedicated Team
Use out-of-box platforms to quickly harness innovation on new problems within large, distributed
organizations
Practice
• Leading platform allowed this study participant to quickly construct campaigns and helped
them to gather ideas from employees
• The platform also has mechanisms of voting and collaboration, so participants can put concepts
out there and employees can contribute to them, and then re-vote on the enhanced ideas
There is an urgent need for larger companies to innovate, but their size often makes it more
difficult. This study participant formed a small group to serve as an innovation
management team. They work with all the various software and solutions business units on
their specific innovation plans and objectives.
Goal
• This team is a central group that helps put tools in place, create templates, and guide the
teams.
• An implementation strategy that allows the flexibility to customize the platform and to
share data across business units was instrumental to the success of this organization.
The dedicated innovation team was widely tapped to help accelerate operating businesses
achieve their innovation goals.
Results
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•
•
•
•
Campaigns ramped up and were running in less than a week
In one case, a campaign generated 200-400 ideas in 2 weeks.
Response tracking within the platform gave teams the ability to draw upon experts repeatedly.
This platform is being used by divisions with upwards of several thousand people.
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41. Understanding the Customer’s Environment of Use
In designing a new cosmetic line, the company asked their target market (busy moms) to
photograph and share their empty purses to help design the ideal “mobile” cosmetic solution
Practice
• This company used a closed community, where they shared photographs and provided input on
their biggest challenges with using the product
• The design team used these photographs to understand the environment of use
• Photographic input is much richer than a survey, and is much more accurate because it does not
rely on memory
• By sharing the photographs the moms can share experiences and provide a more meaningful
context for probing and further exploration
Increase number of products delivered and significantly accelerate time-to-market
Goal
• This organization had a desire to increase revenue from new products
• This technique was also able to reduce the cost of product definition since customer
visitation was done via the internet, not in person
Set new standard for production delivery - 12 new products in six months
Results
• Inclusion of the photographs from the focused target market enhanced contextual product
definition and allowed the company to realize that many cosmetic product could be included in
one package
• The process ‘virtualizes’ customer visitation, a best practice for product definition
Capturing specific environments of use allows your customers to make the highest value contributions
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42. Break out #3: Time for Action
• Break out session Objective:
– Avoid “offsite amnesia” – applying what you learned.
– Identify 2-3 tools that you can start applying with your
teams/partners.
– For each tool, identify the next action
• What, with whom, by when
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