Feature Prioritization Frameworks by Spotify Sr PMProduct School
Main takeaways:
-Why Feature Prioritization is Important?
-Overview of the popular prioritization frameworks: Rice, Value vs. ---Effort, The MoSCoW Method, Kano, Opportunities
-How to use frameworks?
-Tips and Tricks
Writing Good User Stories (Hint: It's not about writing)one80
User stories are typically the foundation of the Product Backlog. However, the original purpose has been lost. This is from a presentation that was given to help remind everyone of what User Stories are, and what they aren't. The purpose of User Stories is to drive conversations, not to hand "requirements" from one group to the next.
A talk I gave at Google on Strategy and Product Discovery
We discussed:
Discovering Features and Products (Product Strategy)
Discovering Products and Product Lines (Product Line / Company Strategy)
Marty Cagan: Using High Fidelity Prototypes for Product Discovery
Creating a backlog of user stories is pretty straight forward but it doesn't help you when it comes to decisions like what to build first, how to prioritize and groom the backlog, how to scope and plan the project, and how to visualize progress. The traditional backlog is simply too flat and often too long to help you see the bigger picture and make good decisions. User Story Mapping helps simplify all of these common project issues. By adding a third dimension to your backlog, your team will make better decisions about priorities, scope, and planning while improving your ability to visualize progress.
In this practical session I’ll cover the basics of user story mapping before walking you through case studies of how our teams are using this approach and the results we are achieving. I'll show you the before, during, and after pictures from several projects so that you can understand how our maps progress during the projects and how we use them to influence iterative development, promote good decision making, and visualize priorities, plans, scope and progress.
Every venture capitalist, board member and startup advisor counsels the entrepreneur to focus on building their minimum viable product (MVP). But how exactly does a company build out its MVP? Learn how the right framework guides your development from MVP to a mature product.
Feature Prioritization Frameworks by Spotify Sr PMProduct School
Main takeaways:
-Why Feature Prioritization is Important?
-Overview of the popular prioritization frameworks: Rice, Value vs. ---Effort, The MoSCoW Method, Kano, Opportunities
-How to use frameworks?
-Tips and Tricks
Writing Good User Stories (Hint: It's not about writing)one80
User stories are typically the foundation of the Product Backlog. However, the original purpose has been lost. This is from a presentation that was given to help remind everyone of what User Stories are, and what they aren't. The purpose of User Stories is to drive conversations, not to hand "requirements" from one group to the next.
A talk I gave at Google on Strategy and Product Discovery
We discussed:
Discovering Features and Products (Product Strategy)
Discovering Products and Product Lines (Product Line / Company Strategy)
Marty Cagan: Using High Fidelity Prototypes for Product Discovery
Creating a backlog of user stories is pretty straight forward but it doesn't help you when it comes to decisions like what to build first, how to prioritize and groom the backlog, how to scope and plan the project, and how to visualize progress. The traditional backlog is simply too flat and often too long to help you see the bigger picture and make good decisions. User Story Mapping helps simplify all of these common project issues. By adding a third dimension to your backlog, your team will make better decisions about priorities, scope, and planning while improving your ability to visualize progress.
In this practical session I’ll cover the basics of user story mapping before walking you through case studies of how our teams are using this approach and the results we are achieving. I'll show you the before, during, and after pictures from several projects so that you can understand how our maps progress during the projects and how we use them to influence iterative development, promote good decision making, and visualize priorities, plans, scope and progress.
Every venture capitalist, board member and startup advisor counsels the entrepreneur to focus on building their minimum viable product (MVP). But how exactly does a company build out its MVP? Learn how the right framework guides your development from MVP to a mature product.
Life cycle of user story: Outside-in agile product management & testing, or...Ravi Tadwalkar
It has always been my pleasure and fun to facilitate workshops for PM (product management) community at and outside Cisco, although this was first time I did a BDD workshop with PMs alone. And I realized today how PayPal has been a really great venue for SVPMA annual product camp "unconference" for 1k+ PMs with 550 waitlisted this year! I look forward to this event every year now...huge success!
Abstract:
As Product Owners and Managers are driving innovation thru' those fuzzy ideas in terms of scenarios, testers have always been thinking about those in form of test cases which take form of acceptance criteria for those scenarios. When you talk about those scenarios to your teams or even peers, you see those diverging ideas converging to something concrete.
That's how BDD helps you shape that idea. That fuzzy scenario, when validated thru' an engineering "spike", can be useful for product management MRD/PRD/use-case-models/stories...whatever it is that you want to use to drive product development.
And this is where Agile Tester role begins! So instead of doing top-down or bottoms-up product management & testing, try this outside-in approach. Go for it!
My workshop on BDD is about what I term as "Outside-in agile product management". To understand what I really mean by that, here is my slideshare presentation used rarely when teaching from the back of the class during this hyper-interactive workshop.
How to Build a Product Vision by Spotify Product ManagerProduct School
In this episode, Matt Williams talks about building a product vision and getting stakeholder buy in. He also covers 'managing up' and how to navigate within your organization, whilst fostering an understanding of vision and user empathy with engineers.
Overview
- What is a User Story?
- User Story template
- examples of User Stories
- User Story Checklist
- Why not tasks?
- What is Acceptance Criteria?
- Examples of Acceptance Criteria
- Acceptance Criteria checklist
User Story Maps: Secrets for Better Backlogs and PlanningAaron Sanders
User story mapping is an intuitive way to build and organize a product backlog. During this session you’ll get hands-on experience building a user story map. You’ll learn:
How story mapping drives productive conversations with users and stakeholders.
How to plan incremental releases of your product using minimal holistic slices that deliver value at each product release.
Secrets to effective prioritization for both planning releases, and figuring out what to build next.
Tactical management of your backlog as you grow your working software to releasability.
The backlog building and managing strategies in this session will take you well beyond the agile basics.
I recently delivered a talk to product owners at Cisco. While I would normally cover this stuff over a period of two days, this was a 90 minute talk about some of the aspects of product ownership. None of this is my own creation - for I have learnt all this from the practitioner community, I am more than happy to share it with the community.
Note: If any attribution is missing, I will be happy to correct my mistake :)
Introduction to Product Management. You will understand what product management is and what does a product manager do.
Product Manager is a job position highly demanded in tech companies. They assure to deliver great quality products.
A massive introduction into Lean Product Design. This presentation will set you on track to start thinking lean from day one. Start creating your next online or mobile product using these techniques and tools.
How to Tear Down a Product by Patreon & Asana's Product ManagersProduct School
How do you get good at product management? Practice of course. Marathoners don't just show up and run the race; they practice - distance, stamina, sprints, even core muscles. Product Managers from Patreon and Asana, Nick Fassler and Neil McCarthy, showed how you can practice through product teardown and hone your product senses.
Nick and Neil talked about how the product teardown key dimensions are default experience, new user experience, sharing/virality and monetization.
Lean Startup + Story Mapping = Awesome Products FasterBrad Swanson
To deliver the right outcomes, you need to learn your customers needs and validate your assumptions as early as possible. This means getting an early version of your product completed to start testing, validating and improving. This session will demonstrate how to combine Lean Startup and User Story Mapping techniques to determine where to start and how to learn early and often.
Participants will start with a partially completed Lean Canvas to flesh out and then define a product roadmap by building a Story Map. We will use Lean Startup concepts of Minimal Viable Product (MVP) and validated learning to focus on outcome over output.
Learning objectives:
Understand the importance of accelerated learning and techniques to achieve it
How a Lean Canvas can help shape your product vision and MVP
How to build a story map to create a product roadmap
How to use a story map to validate your users' journey
Day 2 slides from a two-day workshop on UX Foundations by Meg Kurdziolek and Karen Tang. Day 2 covered research methods that can be used throughout the design process to evaluate and validate design.
Life cycle of user story: Outside-in agile product management & testing, or...Ravi Tadwalkar
It has always been my pleasure and fun to facilitate workshops for PM (product management) community at and outside Cisco, although this was first time I did a BDD workshop with PMs alone. And I realized today how PayPal has been a really great venue for SVPMA annual product camp "unconference" for 1k+ PMs with 550 waitlisted this year! I look forward to this event every year now...huge success!
Abstract:
As Product Owners and Managers are driving innovation thru' those fuzzy ideas in terms of scenarios, testers have always been thinking about those in form of test cases which take form of acceptance criteria for those scenarios. When you talk about those scenarios to your teams or even peers, you see those diverging ideas converging to something concrete.
That's how BDD helps you shape that idea. That fuzzy scenario, when validated thru' an engineering "spike", can be useful for product management MRD/PRD/use-case-models/stories...whatever it is that you want to use to drive product development.
And this is where Agile Tester role begins! So instead of doing top-down or bottoms-up product management & testing, try this outside-in approach. Go for it!
My workshop on BDD is about what I term as "Outside-in agile product management". To understand what I really mean by that, here is my slideshare presentation used rarely when teaching from the back of the class during this hyper-interactive workshop.
How to Build a Product Vision by Spotify Product ManagerProduct School
In this episode, Matt Williams talks about building a product vision and getting stakeholder buy in. He also covers 'managing up' and how to navigate within your organization, whilst fostering an understanding of vision and user empathy with engineers.
Overview
- What is a User Story?
- User Story template
- examples of User Stories
- User Story Checklist
- Why not tasks?
- What is Acceptance Criteria?
- Examples of Acceptance Criteria
- Acceptance Criteria checklist
User Story Maps: Secrets for Better Backlogs and PlanningAaron Sanders
User story mapping is an intuitive way to build and organize a product backlog. During this session you’ll get hands-on experience building a user story map. You’ll learn:
How story mapping drives productive conversations with users and stakeholders.
How to plan incremental releases of your product using minimal holistic slices that deliver value at each product release.
Secrets to effective prioritization for both planning releases, and figuring out what to build next.
Tactical management of your backlog as you grow your working software to releasability.
The backlog building and managing strategies in this session will take you well beyond the agile basics.
I recently delivered a talk to product owners at Cisco. While I would normally cover this stuff over a period of two days, this was a 90 minute talk about some of the aspects of product ownership. None of this is my own creation - for I have learnt all this from the practitioner community, I am more than happy to share it with the community.
Note: If any attribution is missing, I will be happy to correct my mistake :)
Introduction to Product Management. You will understand what product management is and what does a product manager do.
Product Manager is a job position highly demanded in tech companies. They assure to deliver great quality products.
A massive introduction into Lean Product Design. This presentation will set you on track to start thinking lean from day one. Start creating your next online or mobile product using these techniques and tools.
How to Tear Down a Product by Patreon & Asana's Product ManagersProduct School
How do you get good at product management? Practice of course. Marathoners don't just show up and run the race; they practice - distance, stamina, sprints, even core muscles. Product Managers from Patreon and Asana, Nick Fassler and Neil McCarthy, showed how you can practice through product teardown and hone your product senses.
Nick and Neil talked about how the product teardown key dimensions are default experience, new user experience, sharing/virality and monetization.
Lean Startup + Story Mapping = Awesome Products FasterBrad Swanson
To deliver the right outcomes, you need to learn your customers needs and validate your assumptions as early as possible. This means getting an early version of your product completed to start testing, validating and improving. This session will demonstrate how to combine Lean Startup and User Story Mapping techniques to determine where to start and how to learn early and often.
Participants will start with a partially completed Lean Canvas to flesh out and then define a product roadmap by building a Story Map. We will use Lean Startup concepts of Minimal Viable Product (MVP) and validated learning to focus on outcome over output.
Learning objectives:
Understand the importance of accelerated learning and techniques to achieve it
How a Lean Canvas can help shape your product vision and MVP
How to build a story map to create a product roadmap
How to use a story map to validate your users' journey
Day 2 slides from a two-day workshop on UX Foundations by Meg Kurdziolek and Karen Tang. Day 2 covered research methods that can be used throughout the design process to evaluate and validate design.
Design Thinking Workshop
an introduction to MBA Students at HEC Montréal, QC, Canada
Key Note - Why we need to change how we solve problems
What is Design Thinking, how is it applied, what are the key success factors
In Practice - a vision for 2025 of e-commerce
My keynote at AgileNCR2016 at Gurgaon, 9 Dec. In this talk, I explore the very basis of the role of scrum master, what happens when that jobs is done, and what should you do next?
Comments, objections and feedback welcome!
GHCI '15 Idea to Iteration: Method to the Madness - Design Thinking WorkshopMydhili Bayyapunedi
Slides from the Design Thinking workshop: Idea to Iteration run at Grace Hopper Conference in Bangalore, India.
The purpose of this session is to help entrepreneurs and intrapreneurs navigate the full-design cycle - from Ideation to Prototyping to Iteration with ease. This is a variation of Stanford d-school’s Design Thinking methodology.
If you would like to use these slides in your presentation, please get in touch with us at @myd @mphaxise
Presentation of the Design Thinking Workshop Berlin
It is a brief introduction about what it is Design Thinking (check the links) and a guide to follow some creativity tools to work on the business ideas of the participants
Here are some slides I made for the 21st Century Schools workshop while serving as a fellow/adjunct faculty member at Stanford's design school (the d.school).
The workshop was led by Kim Jacobson, myself, and Frederick Pferdt of Google.
This workshop had 5 main goals:
1) Overview about design thinking
2) Understand a bit about how our mind works through the 30 circles exercise
3) Work deep on the problem definition
4) Brainstorming through using Disney Method to stimulate the creative side of the mind
5) Prototype something tangible
Research shows that we think like we speak. The first step in Visual Design Thinking, then, is learning visual language. Come learn Glyph™, a language that balances verbal and visual elements to improve the way you learn, remember, create, and communicate. After this 2.5 hour workshop, you will be bursting through that “I can’t draw” trap and stepping into your new role as a standout visual problem solver.
Come join Stanford’s Alli McKee for a workshop that will build your creative confidence and amplify your communication. With extensive experience in both business (Bain & Company + Stanford GSB) and design (IDEO.org + Stanford d.school), Alli has come from Silicon Valley to bring you the best of both worlds to deliver a unique experience that is challenging, fun, and fulfilling.
Interested in teaching this workshop: http://visualdesignthinking.co/join-us/
Last week, I was invited to deliver a keynote at Intel/McAfee's Lean and Agile conference. It was interesting to discuss Lean Startup ideas with Intel folks and try and understand how some of these ideas relate to a chipmaker company.
Defining a Minimum Viable Product (MVP)Eric Swenson
So you’ve begun the product development process. But there’s more to consider as a product manager. How do you know when you’ve built something sufficient as the initial product launch? How can you manage to continually iterate improvements to that product, once it’s been launched? Session Two addresses the challenge of delivering functionality with integrity!
This presentation was provided by Eric Swenson of Swensonia Consulting, during Session Two of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 21, 2020.
Building products that solve human needs 101Ryan Lou
An introduction to validation methods for early stage startup ideas. Delivered to students from the National University of Singapore Overseas College program.
Lean Startup Tools for Scrum Product OwnersTechWell
In just a few years, the Lean Startup movement has gained influence by promoting a powerful but simple agile product management toolset—one that complements agile software development approaches such as Scrum and kanban. Arlen Bankston explores the tools and techniques product owners at startup companies and others are employing today for project visioning, experimental design, evaluating new feature impact, prototyping, split testing, and gaining early customer feedback. He demonstrates tools like Google Analytics and reveals where to find and how to exploit "pirate metrics." With case studies, Arlen illustrates how these approaches have been applied on large and small projects. Because the Scrum Product Owner role is often oversimplified yet difficult to execute well, these techniques have been welcomed in organizations ranging from Silicon Valley startups to the US government and its contractors. Join Arlen and add your name to the list!
How large companies can regain their ability to innovate and gain speed on the market. Get out of your box and concentrate on your idea, instead of following best practices, guidelines or compliance rules.
People Over Process: Turning Assumptions into Shared Understandingmjovel
Every project is based on a number of assumptions. Assumptions about our users and assumptions that our team has a shared vision of what we are building and why we are building it. The longer we hold onto these assumptions, the greater we increase the risk of not meeting our users needs and ultimately, our project fails.
This talk will be about how we ensure we are meeting our users needs. In addition to learning project workflow, we will cover specific techniques that you can use to ensure that the user is at the center of our design and that you create a shared understanding among your team.
The Product Management Canvas, is a strategic management and entrepreneurial articulation tool. It allows you to describe your product. It can also be used as a checklist by a Product Manager to ensure they have considered all aspects of Product Planning. For an ever evolving product, it can also be used to communicate the current state to various dependent functional teams. It serves different purpose from a Product Model Canvas or Roman Pichler’s Product Canvas.
In just a few years, the Lean Startup movement has gained influence by promoting a powerful but simple agile product management toolset—one that complements agile software development approaches such as Scrum and kanban. This presentation explores the tools and techniques product owners at startup companies and others are employing today for project visioning, experimental design, evaluating new feature impact, prototyping, split testing, and gaining early customer feedback.
Agile and data driven product development oleh Dhiku VP Product KMK OnlineRein Mahatma
Di webinar ini Dhiku akan membawakan materi seputar tips product management, bagaimana proses membangun product digital dengan agile dan data driven. Dimulai dari memahami kebutuhan user, melakukan usability testing, menganalisa data, melakukan prioritas fitur dan perencanaan product roadmap, incremental deployment ke user, sampai evaluasi data untuk pengembangan product yang lebih baik.
Oleh http://www.startupbisnis.com dan http://www.codepolitan.com
Tips for would-be founders, technical or non-technical, before rolling up their sleeves and develop their products! From various ways of "pretotyping" to accurately gauge target customer's response, lean method, minimum viable product, feature selection, planning a product with robust data cycle, coping with delays, and guiding a team of rockstar engineers to build the right product and build the product right. Some personal experienced shared at the end as case studies.
Similar to Deliver Awesome Product Experiences (20)
In this talk, I have discussed the issues around the need to recognize the business problem being solved, how to identify that, etc. rather than only focusing on the tech.
In this talk for the students of IIM Udaipur, I have discussed how AI as technology needs to deliver business value in order for AI as a discipline to be seen as relevant to business. I have also spoken briefly about my own research work.
What is #ThoughtLeadership? Is it mindless self-promotion, or is it more like some fancy management fad? Is it more like your social media presence, or sharing stories? What is the real deal here? In this talk, I have shared some ideas from others, and also some of my own learning over the years. Hope you find the answers you were looking for...
How does one go about blogging? Or, why to even blog in the first place? In this talk, I have shared some of my key learning over last 15 years of blogging
I delivered this guest lecture for the marketing team of Corteva Agriscience undergoing an executive program at ISB, Hyderabad. I have explained what is digital business model innovation, and how it could apply to agrobusinesses.
25 Years of Evolution of Software Product Management: A practitioner's perspe...Tathagat Varma
How has the role and function of product management evolved over the years? In this talk, I have shared my notes from my personal journey over the last 25 years.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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
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Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
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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/
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VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
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Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
1. Deliver Awesome
Product Experiences
Vice President,
Strategic Process Innovations,
[24]7 Innovation Labs
http://managewell.net
http://slideshare.net/managewell
http://twitter.com/tathagatvarma
Tathagat Varma
Sr. Member IEEE and ACM,
SPC, CSP, CSPO, CSM,
PMP, PRINCE2
2.
3. How Apple does it?
Steve Jobs gave a small private presentation about the
iTunes Music Store to some independent record label people.
My favorite line of the day was when people kept raising
their hand saying, "Does it do [x]?", "Do you plan to add [y]?".
Finally Jobs said, "Wait wait — put your hands down. Listen: I
know you have a thousand ideas for all the cool features
iTunes could have. So do we. But we don't want a thousand
features.That would be ugly. Innovation is not about saying
yes to everything. It's about saying NO to all but the most
crucial features.”
h"p://www.oreillynet.com/onlamp/blog/2004/08/say_no_by_default.html
9. If you’re not embarrassed by your first product release,
you’ve released too late – Reid Hoffman
10. Top 12 Product Management Mistakes
Confusing
Customer
Requirements
with
Product
Requirements
Confusing
InnovaAon
with
Value
Confusing
Yourself
with
Your
Customer
Confusing
the
Customer
with
the
User
Confusing
Features
with
Benefits
Confusing
Building
Right
Product
with
Building
Product
Right
Confusing
Good
Product
with
Good
Business
Model
Confusing
Inspiring
Features
with
“Nice-‐to-‐Have”
Features
Confusing
Adding
Features
with
Improving
Product
Confusing
Impressive
SpecificaAons
with
an
Impressive
Product
Confusing
a
Complete
Product
with
a
Sellable
Product
Confusing
Product
Launch
with
Success
h"p://www.khoslaventures.com/wp-‐content/uploads/2012/02/toppmmistakes.pdf
17. Problem with traditional product
development model
From:
Running
Lean
–
Ash
Maurya
The
Startup
Owners
Manual
–
Steve
Blank
“In
large
companies,
the
mistakes
just
have
addi7onal
zeroes
in
them”
–
Steve
Blank
18. 9 Deadly Sins of New Product Introduction
Assuming
“I
know
what
the
customer
wants”
The
“I
know
what
features
to
build”
flaw
Focus
on
launch
date
Emphasis
on
execuAon
instead
of
hypotheses,
tesAng,
learning
and
iteraAon
TradiAon
business
plans
presume
no
trial
and
no
errors
Confusing
tradiAonal
job
Atles
with
what
a
startup
needs
to
accomplish
Sales
and
MarkeAng
execute
to
a
plan
PresumpAon
of
success
leads
to
premature
scaling
Management
by
Crisis
leads
to
“Death
Spiral”
From:
Startup
Owner’s
Manual
19. “A startup is NOT a smaller version of a
large company” – Steve Blank
20. Are all Startups the same?
Lifestyle
Startups
Work
to
live
their
passion
Small
business
Startup
Work
to
fee
the
family
Funded
from
savings
Barely
profitable
Not
designed
for
scale
Scalable
Startup
Born
to
be
big
Founders
have
a
vision
Require
risk
capital
Buyable
startup
AcquisiAon
targets
Social
Startup
Driven
to
make
a
difference
Large-‐
company
Startup
Innovate
or
Evaporate
21. 3 Stages of a startup
“Do
I
have
a
problem
worth
solving?”
“Have
I
built
something
people
want?”
“How
do
I
accelerate
growth?”
From:
Running
Lean
–
Ash
Maurya
28. A Pivot is a structural course correction to test a new
fundamental hypothesis about the product, strategy
and engine of growth. It is not a failure!
h"p://steveblank.files.wordpress.com/2010/11/pivot-‐the-‐model.jpg
29. MVP
A
strategy
used
for
fast
and
quanAtaAve
market
tesAng
of
a
product
or
product
feature
A
Minimum
Viable
Product
has
just
those
features
that
allow
the
product
to
be
deployed,
and
no
more.
The
product
is
typically
deployed
to
a
subset
of
possible
customers,
such
as
early
adopters
that
are
thought
to
be
more
forgiving,
more
likely
to
give
feedback,
and
able
to
grasp
a
product
vision
from
an
early
prototype
or
markeAng
informaAon.
It
is
a
strategy
targeted
at
avoiding
building
products
that
customers
do
not
want,
that
seeks
to
maximize
the
informaAon
learned
about
the
customer
per
dollar
spent.
"The
minimum
viable
product
is
that
version
of
a
new
product
which
allows
a
team
to
collect
the
maximum
amount
of
validated
learning
about
customers
with
the
least
effort."
The
definiAon's
use
of
the
words
maximum
and
minimum
means
it
is
decidedly
not
formulaic.
It
requires
judgment
to
figure
out,
for
any
given
context,
what
MVP
makes
sense.
An
MVP
is
not
a
minimal
product,[3]
it
is
a
strategy
and
process
directed
toward
making
and
selling
a
product
to
customers.
It
is
an
iteraAve
process
of
idea
generaAon,
prototyping,
presentaAon,
data
collecAon,
analysis
and
learning.
One
seeks
to
minimize
the
total
Ame
spent
on
an
iteraAon.
The
process
is
iterated
unAl
a
desirable
product-‐market
fit
is
obtained,
or
unAl
the
product
is
deemed
to
be
non-‐viable.
40. Product Canvas
• The Product Canvas is an alternative to a traditional, linear
product backlog. It describes the product’s target group
together with the needs addressed, paints a rough picture of
the desired user experience (UX), and it provides the details
for the next iteration.The canvas uses personas, scenarios,
storyboards, design sketches, workflows, user stories, and
constraint cards.
• The Product Canvas contains the key pieces of information
necessary to create a new product or product update.As its
name suggests, it intends to paint a holistic picture of the
product.
48. Product Runways
Strategic
Vision
Set
by
the
CEO
/
Board
and
consists
of
Strategic
DirecAon,
SoluAon
Strategy,
Technology
IniAaAves
and
Themes
Reviewed
annually
as
part
of
annual
strategic
planning
and
revised
as
needed
Serves
as
a
strategic
input
for
product
vision
Product
Vision
High-‐level
overview
of
product
requirements
owned
by
respecAve
PMs
Acts
as
true
north
for
the
product
in
long
term
(2-‐3
years)
Serves
as
the
input
for
overall
product
roadmap
in
medium
term
(1-‐2
years)
Product
Roadmap
Calls
out
the
high-‐level
themes
and
release
Ameline
in
next
1-‐3
years
Consists
of
swimlanes
(strategic
prioriAes
vs.
lights
on,
client
requests,vs.
compeAAve
intel,
technical
debt
vs
innovaAon
ideas,,
etc.)
Reviewed
each
quarter
Product
Backlog
PrioriBzed
list
of
features
idenAfied
for
the
next
1-‐3
releases
Owned
and
maintained
by
respecAve
PMs
based
on
relaAve
prioriAzaAon
of
each
feature
request
Revised
constantly
based
on
evolving
inputs
and
refined
weekly
in
grooming
sessions
with
scrum
team
Sprint
Backlog
Consists
of
highest-‐priority
/
highest-‐value
features
agreed
upon
for
development
in
the
current
sprint
(1-‐4
weeks)
Product
Owner
responsible
to
prioriAze
the
features,
while
scrum
team
responsible
for
planning,
esAmaAon,
planning,
execuAon
and
compleAon
of
those
features
in
a
sprint
Once
the
sprint
has
started,
any
new
requirements
or
change
request
must
wait
unAl
the
next
sprint
planning
49. Adaptive Planning
Product
Backlog
Product
Roadmap
Sprint
Backlog
Product
Vision
Futuris'c
picture
of
the
product
Based
on
technology
evolu7on,
market
development,
industry
trends,
etc.
Reviewed
annually,
and
revised
as
needed
High-‐level
wish
list
of
themes
and
epics
for
a
long-‐term
Reviewed
on
a
quarterly
basis
Typically
revised
annually
Priori'zed
list
of
Themes,
Epics
and
User
Stories
Gets
constantly
revised
and
groomed
on
a
weekly
basis
Well-‐
groomed
User
Stories
Can’t
be
changed
once
the
sprint
is
underway
Current
Sprint
3-‐6
months
12-‐24
months
1-‐3
years
Small
Stories,
Firm
Requirements,
Large
Stories
/
Epics
/
Themes,
Fuzzy
/
Evolving
Requirements
Predictable delivery of Features
FlexibilitytoaccommodateChanges
51. Product Vision
• Shared by All
• Desirable and Inspirational
• Clear and Tangible
• Broad and Engaging
• Short and Sweet
52. Product Vision – Elevator Pitch
For
(target
customer)
Who
(statement
of
the
need
or
opportunity)
The
(product
name)
is
a
(product
category)
That
(key
benefit,
compelling
reason
to
buy)
Unlike
(primary
compeAAve
alternaAve)
Our
product
(statement
of
primary
differenAaAon)
h"p://www.joelonsovware.com/arAcles/JimHighsmithonProductVisi.html
53. Product Vision Box
• As the name
suggests…
• Describes the top
2-3 features of
product
55. Benefits of Product Roadmap
• Helps communicate how you see the product develop.
• Helps align the product and the company strategy.
• Helps manage the stakeholders and coordinate the
development, marketing, and sales activities.
• Facilitates effective portfolio management, as it helps
synchronise the development efforts of different
products.
• Supports and complements the product backlog.This
allows the backlog to focus on the tactical product
development aspects.
h"p://www.romanpichler.com/blog/agile-‐product-‐management-‐tools/agile-‐product-‐roadmap/
57. Product Backlog
• The agile product backlog is a prioritized
features list, containing short descriptions
of all functionality desired in the product.
• When using Scrum, it is not necessary to
start a project with a lengthy, upfront effort
to document all requirements.
• Typically, a Scrum team and its product
owner begin by writing down everything
they can think of for agile backlog
prioritization.This agile product backlog is
almost always more than enough for a
first sprint.The Scrum product backlog is
then allowed to grow and change as more
is learned about the product and its
customers.
• http://www.mountaingoatsoftware.com/
scrum/product-backlog
58. Product Backlog
• A combined list of all desired work, including user
focused stories, technical work, features & ideas
• Everything is expressed in User Stories
• List is prioritized by the Product Owner
• Product Owner keeps it organized with the team’s
help
• Anyone can add items to the backlog
• Evolves over time
• Always in progress
59. ….should be DEEP
• D: Detailed Appropriately
• E: Estimated
• E: Emergent
• P: Prioritized
60. Sprint Backlog
• User Stories selected
by The Team
• Will be built in next
Sprint
• Fully Estimated
• Divided into Tasks
61. Sprint Planning
• Happens on Day 1 of every Sprint.
• Decide what user stories will be attempted based on
dependencies,
priority, resources, time
• Define what Done means for this iteration. Checked in software, tested,
documented and demonstrable.
• Team plans iteration by decomposing user stories into
estimated tasks
describing the work that needs to be
done to complete the story.
• Task should be in the order of 1-16 Hrs
• Everyone agrees on what to do and commits to
completing the work.
• Team signs up for tasks on Sprint backlog.
64. As
a
frequent
flyer,
I
want
to
be
able
to
view
current
offers
in
terms
of
mileage
points
so
that
I
can
redeem
them.
65. The Three C’s of a User Story
• The
story
itself
• A
promise
to
have
a
conversaAon
at
the
appropriate
Ame
Card
• The
requirements
themselves
communicated
from
the
Product
Owner
to
the
Delivery
Team
via
a
conversaAon
• Write
down
what
is
agreed
upon
ConversaAon
• The
Acceptance
Criteria
for
the
story
• How
the
Delivery
Team
will
know
they
have
completed
the
story
ConfirmaAon
70. Scenarios, User Case, User Story
Use
Case:
Customer
walks
to
the
restaurant
Customer
enters
the
restaurant
Customer
finds
a
seat
at
the
bar
Customer
scans
the
menu
Customer
selects
a
beer
Customer
orders
selected
beer
Bartender
takes
order
Bartender
pours
beer
Bartender
delivers
beer
User
drinks
beer
User
pays
for
beer
User
Story:
A
user
wants
to
find
a
bar,
to
drink
a
beer.
h"p://www.cloudforestdesign.com/2011/04/25/introducAon-‐user-‐stories-‐user-‐personas-‐use-‐cases-‐whats-‐the-‐difference/
Scenario:
Josh
is
a
30
something
mid-‐level
manager
for
an
ad
agency,
metro-‐sexual
and
beer
aficionado.
He
likes
to
try
new
and
exoAc
beers
in
trendy
locaAons.
He
also
enjoys
using
a
variety
of
social
apps
on
his
smart
phone.
He
reads
a
review
on
Yelp
of
a
new
burger
&
beer
joint
downtown
with
over
100
beers
on
tap,
and
decides
to
go
walk
over
aver
work
and
check
it
out.
71. What makes a good User Story?
Independent
of
all
others
NegoAable
not
a
specific
contract
for
features
Valuable
or
ver7cal
EsAmable
to
a
good
approxima7on
Small
so
as
to
fit
within
an
itera7on
Testable
in
principle,
even
if
there
isn’t
a
test
for
it
yet
h"p://guide.agilealliance.org/guide/invest.html
74. Minimal Marketable Feature
• A Minimal Marketable Feature (MMF) is a feature that is
minimal, because if it was any smaller, it would not be
marketable.A MMF is marketable, because when it is released
as part of a product, people would use (or buy) the feature.
• An MMF is different than a typical User Story in Scrum or
Extreme Programming.Where multiple User Stories might be
coalesced to form a single marketable feature, MMFs are a little
bit bigger. Often, there is a release after each MMF is complete.
• An MMF doesn’t decompose down into smaller sub-feature, but
it is big enough to launch on its own.
• A MMF can be represented as a User Story — a short, one-
sentence description.
76. MoSCoW
• M - MUST: Describes a requirement that must be satisfied in
the final solution for the solution to be considered a success.
• S - SHOULD: Represents a high-priority item that should be
included in the solution if it is possible.This is often a critical
requirement but one which can be satisfied in other ways if
strictly necessary.
• C - COULD: Describes a requirement which is considered
desirable but not necessary.This will be included if time and
resources permit.
• W - WON'T: Represents a requirement that stakeholders
have agreed will not be implemented in a given release, but
may be considered for the future. (note: occasionally the word
"Won't" is substituted for "Would" to give a clearer
understanding of this choice.
77. From Product Roadmap to Product
Backlog
h"p://www.romanpichler.com/blog/agile-‐product-‐management-‐tools/agile-‐product-‐roadmap/
78. Who owns Product Backlog?
h"p://www.romanpichler.com/blog/agile-‐product-‐management-‐tools/agile-‐product-‐roadmap/
82. User Personas
• In marketing and user-centered design, personas are fictional characters created to
represent the different user types within a targeted demographic, attitude and/or behavior
set that might use a site, brand or product in a similar way. Marketers may use personas
together with market segmentation, where the qualitative personas are constructed to be
representative of specific segments.The term persona is used widely in online and
technology applications as well as in advertising, where other terms such as pen
portraits may also be used.
• Personas are useful in considering the goals, desires, and limitations of brand buyers and
users in order to help to guide decisions about a service, product or interaction space such
as features, interactions, and visual design of a website. Personas may also be used as part
of a user-centered design process for designing software and are also considered a part
of interaction design (IxD), having been used in industrial design and more recently for
online marketing purposes.
• A user persona is a representation of the goals and behavior of a hypothesized group
of users. In most cases, personas are synthesized from data collected from interviews with
users.They are captured in 1–2 page descriptions that include behavior patterns, goals,
skills, attitudes, and environment, with a few fictional personal details to make the persona
a realistic character. For each product, more than one persona is usually created, but one
persona should always be the primary focus for the design.
83.
84. Rapid Iterative Testing and Evaluation
(RITE)
h"p://uxmag.com/arAcles/the-‐rite-‐way-‐to-‐prototype
91. Product Owner
The
product
owner
has
responsibility
for
deciding
what
work
will
be
done.
This
is
the
single
individual
who
is
responsible
for
bringing
forward
the
most
valuable
product
possible
by
the
desired
date.
The
product
owner
does
this
by
managing
the
flow
of
work
to
the
team,
selecAng
and
refining
items
from
the
product
backlog.
The
product
owner
maintains
the
product
backlog
and
ensures
that
everyone
knows
what
is
on
it
and
what
the
prioriAes
are.
The
product
owner
may
be
supported
by
other
individuals
but
must
be
a
single
person.
Certainly
the
product
owner
is
not
solely
responsible
for
everything.
The
enAre
Scrum
team
is
responsible
for
being
as
producAve
as
possible,
for
improving
its
pracAces,
for
asking
the
right
quesAons,
for
helping
the
product
owner.
Nonetheless,
the
product
owner,
in
Scrum,
is
in
a
unique
posiAon.
The
product
owner
is
typically
the
individual
closest
to
the
"business
side"
of
the
project.
The
product
owner
is
charged
by
the
organizaAon
to
"get
this
product
out"
and
is
the
person
who
is
expected
to
do
the
best
possible
job
of
saAsfying
all
the
stakeholders.
The
product
owner
does
this
by
managing
the
product
backlog
and
by
ensuring
that
the
backlog,
and
progress
against
it,
is
kept
visible.
The
product
owner,
by
choosing
what
the
development
team
should
do
next
and
what
to
defer,
makes
the
scope-‐
versus-‐schedule
decisions
that
should
lead
to
the
best
possible
product.
h"p://www.scrumalliance.org/why-‐scrum/core-‐scrum-‐values-‐roles
92. Traditional vs.Agile
PM
Responsibility
TradiBonal
Agile
Understand
customer
needs
Up
front
and
conAnuous
Constant
InteracAon
Document
requirements
Fully
elaborated
in
MRD/PRD
Coarsely
documented
in
Vision
Scheduling
Plan
one-‐Ame
delivery
way
later
ConAnuous
near-‐term
roadmap
PrioriAze
requirements
Not
at
all,
or
one-‐Ame
only
in
PRD
ReprioriAze
every
release
and
iteraAon
Validate
requirements
NA
–
Qa
responsibility?
Accept
every
iteraAon
and
release.
Smaller
more
frequent
releases
Manage
change
Prohibit
change
–
weekly
CCB
meeAngs
Adapt
and
adjust
at
every
release
and
iteraAon
boundary
Assess
status
Milestone
document
review
See
working
code
every
iteraAon
and
every
release
Assess
likelihood
of
release
date
Defect
trends,
or
crystal
ball,
developer
words?
Release
dates
are
fixed.
Manage
scope
expectaAons.
h"p://scalingsovwareagilityblog.com/responsibiliAes-‐of-‐agile-‐product-‐owner-‐vs-‐enterprise-‐product-‐manager/