Let's put analytics, design thinking and programming together, talk about what product management is from a tech perspective and how you can apply this concept to fundraising. What are the daily implications of a donor-oriented workflow guided by priorities and analytics, how to define what matters for your growth and what are relevant KPI’s? This session will give you an understanding of the the skills and mindset needed to work digitally, the potential for innovation, new ways to fundraise and implications for your organizational structure.
A presentation I held in Helsinki Microsoft Flux 15th of October about Product Management for Founders. A very broad overview of the essential product management skills, tools and processes founders need to know about. And some common barriers for startups in adopting good product management practices.
Three core lessons I learned in Product Management after coming from HR and Operations background. Presented during the first Product PH Meetup.
This is a very basic deck on Product Management meant to just give people a glimpse on what I believe are the important things in succeeding in Product.
For other articles I wrote: https://medium.com/all-things-digital
For Product Philippines: https://www.facebook.com/groups/ProductPH
Product Management Course for all aspirants transitioning into the most in-demand role as a product manager.
Introduction to Product Management.
Foundations of Product Discovery.
The process of Product Definition.
Essentials of Product Delivery.
All the strategic concepts that will shape your attitude and mindset.
A presentation I held in Helsinki Microsoft Flux 15th of October about Product Management for Founders. A very broad overview of the essential product management skills, tools and processes founders need to know about. And some common barriers for startups in adopting good product management practices.
Three core lessons I learned in Product Management after coming from HR and Operations background. Presented during the first Product PH Meetup.
This is a very basic deck on Product Management meant to just give people a glimpse on what I believe are the important things in succeeding in Product.
For other articles I wrote: https://medium.com/all-things-digital
For Product Philippines: https://www.facebook.com/groups/ProductPH
Product Management Course for all aspirants transitioning into the most in-demand role as a product manager.
Introduction to Product Management.
Foundations of Product Discovery.
The process of Product Definition.
Essentials of Product Delivery.
All the strategic concepts that will shape your attitude and mindset.
Metrics for design decisions_Diana ProkushevaSEMrush CZ
Do we measure something? Is it the right thing?
What can we take from analytics and how to collect metrics?
Get the insight into the process which starts with an observation and leads to the design decisions and find out the answers on all mentioned questions.
Product lifecycle is short: build products that matterMoriya Kassis
Great things happen to engineers who productize.
How to create personas and how can (and should) engineers take a bigger part in the product process.
Product lifecycle is short. Build products that matter.
Product Development with Spotify's Product ManagerProduct School
Companies treat the role of product management differently. Miles Davis, Product Manager at Spotify, shared how they articulate the product development process at Spotify and the role and expectations of a PM.
Product Design Possibilities in Fast-Paced Agile Environments by Vildana LojoBosnia Agile
Distinct lines between business, product management, and design are getting more and more blurred. Design and its methodologies can be utilized more efficiently than just creating a seamless UX and beautiful UI. This talk will clarify what is product design. It will give an overview of how design can help in achieving product-market fit, strengthening client relationships and delivering higher quality solutions. It serves as inspiration for B&H IT leaders and companies on how to create new design related services and provide new areas of professional growth to their employees.
How to Drive Prioritization and Planning by Microsoft PMProduct School
In this talk, Salah talked about how to be deliberate about the investments your team makes and the features you build. He discussed the importance of defining goals and getting buy-in from key stakeholders, how to use those goals to prioritize your features, how to keep the team motivated to deliver on those features and how to track success. Roadmap planning is a key aspect of a Product Managers job and becomes more important as you advance in your career.
Maximising likelihood of success: Applying Product Management to AI/ML/DS pr...Kevin Wong
According to stats, 85% of Artificial Intelligence (AI) / Machine Learning (ML) / data science (DS) projects fail, which hinders companies' appetite in investing in AI/ML/DS, and holds back data scientists from getting the recognition they deserve. In this talk dated 15 June 2019, Kevin Wong presented a gentle introduction on how he applied a re-invented Product Management approach to AI projects, in order to maximise their likelihood of success.
Startup Glossary - Begriffe und Methoden aus der Startupwelt. Präsentation im Rahmen der Exec I/O 2013 in Düsseldorf.
Die Präsentation gibt eine kurze Einführung rund um die wichtigsten Innovationsmethoden von Startups. Was ist das Erfolgsgeheimnis von Dropbox, Airbnb & Co? Erfahren Sie was ein Startup von einem bestehen Unternehmen unterscheidet und mit Hilfe welcher Vorgehensmodelle innovative Produkte und Dienstleistungen systematisch entwickelt und getestet werden können. Themen sind dabei unter anderem: Lean Startup, Customer Development, Design Thinking und der Business Model Canvas.
2017 Workshop at Stanley Black & Decker Digital Summit on how to de-risk product development using rapid prototyping and real world testing with customers early in the product development lifecycle
How to Get to Know Your Users by Google's former Product ManagerProduct School
The single most important thing you can do as a Product Manager is to get a solid understanding of your users. Where are they? How many? What are their personas? Why do they currently use your product?
The user/customer is the basis of any business. So, how does one get a deeper understanding of who the user/customer is?
Vikram Chatterji, former Product Manager at Google, talked about how these methods vary based on company size, type (B2B, B2C), and proximity to end users.
A Win/Win for Your Product: Embedding Analytics for Product SuccessAggregage
Right now, you are wrestling with this very topic. Data. Your product is drowning in data. Your innovative, early adopter type Customers want not only access to it all, but the reporting and analytics capabilities to analyze it all. They know there is gold in that mine. The rest of your Customers crave better reporting. To add to this complex challenge, the opportunity to innovate doesn’t rest silently waiting for you to consider all your options, weigh the pros and cons, and plan the perfect update. Your Sales team is at your door. Your Customers are online with your Customer Success team and considering alternatives. Wait. There is more. What about your data?!?! How can use your Customers’ data to uncover patterns? How can you use measure product usage data to effectively enhance the solutions? How do you balance the precious R&D time to maximize what you can measure for you and your Customers? Do you want to solve valuable data related problems for your Customers? Do you want to compete more effectively? Do you want monetize the data?
Development processes once done properly, reveal chinks in strategy, weaknesses in ideas and supply a lot of causative ways in which to facilitate current enhancements.
Facts about Artifacts: Reimagining How New Product Development Artifacts Impa...Mark Hart
To be more successful in a development network, find better ways to produce and integrate artifacts that contribute to the goals of development.
To make better hour-by-hour and day-by-day decisions, embrace a system perspective when writing more lines of code or producing more pages of documentation. Move beyond a perspective that is limited by reductionism or procrustean solutions. Encourage deliberative subtraction (deciding what not to develop) from the perspective of the system. Embrace new product development as more than a collection of diverse artifacts.
Embrace new product development as more than a job characterized by obvious answers where choices are framed as ‘OR’ selections. Embrace “AND” selections that meet the needs of the present and anticipate development in the future. Facilitate set-based design over point-based design. Strive to be proficient problem solvers that also invest in future capabilities. Incorporate artifacts that contribute to the goals and minimize distractions.
First rate individual contributors have the ability to hold a requisite variety of ideas about artifacts in their mind at the same time and still retain the ability to function. Refactoring F Scott Fitzgerald from The Crack-Up, April 1936 (3)
With that capability, you can improve your Development Experience [DX] which is another artifact that should be made skillfully.
5 Must Haves for Launching a Successful Mobile ProductRobert Woo
Why do so many mobile app launches fail? How can you make sure your app succeeds from day one? Rocket Farm Studios and TechCXO hosted a joint event that taught Boston executives the right way to launch their mobile products.
The Importance of Product Validation by RetailMeNot Dir. of PMProduct School
Product vision and strategy are key components to empowering teams to act with any meaningful degree of autonomy. But is an inspiring vision and an intentional product strategy enough to guarantee success?
Any Product Manager worth her salt knows that product validation is critical to building a successful product. And yet, product validation may be one of the hardest things you'll ever do in your career. During her talk, Laura shared insights on a product validation framework that will help Product Managers avoid the most common hypothesis pitfalls, learn more about their customers, and improve and refine their ideas along the way.
Metrics for design decisions_Diana ProkushevaSEMrush CZ
Do we measure something? Is it the right thing?
What can we take from analytics and how to collect metrics?
Get the insight into the process which starts with an observation and leads to the design decisions and find out the answers on all mentioned questions.
Product lifecycle is short: build products that matterMoriya Kassis
Great things happen to engineers who productize.
How to create personas and how can (and should) engineers take a bigger part in the product process.
Product lifecycle is short. Build products that matter.
Product Development with Spotify's Product ManagerProduct School
Companies treat the role of product management differently. Miles Davis, Product Manager at Spotify, shared how they articulate the product development process at Spotify and the role and expectations of a PM.
Product Design Possibilities in Fast-Paced Agile Environments by Vildana LojoBosnia Agile
Distinct lines between business, product management, and design are getting more and more blurred. Design and its methodologies can be utilized more efficiently than just creating a seamless UX and beautiful UI. This talk will clarify what is product design. It will give an overview of how design can help in achieving product-market fit, strengthening client relationships and delivering higher quality solutions. It serves as inspiration for B&H IT leaders and companies on how to create new design related services and provide new areas of professional growth to their employees.
How to Drive Prioritization and Planning by Microsoft PMProduct School
In this talk, Salah talked about how to be deliberate about the investments your team makes and the features you build. He discussed the importance of defining goals and getting buy-in from key stakeholders, how to use those goals to prioritize your features, how to keep the team motivated to deliver on those features and how to track success. Roadmap planning is a key aspect of a Product Managers job and becomes more important as you advance in your career.
Maximising likelihood of success: Applying Product Management to AI/ML/DS pr...Kevin Wong
According to stats, 85% of Artificial Intelligence (AI) / Machine Learning (ML) / data science (DS) projects fail, which hinders companies' appetite in investing in AI/ML/DS, and holds back data scientists from getting the recognition they deserve. In this talk dated 15 June 2019, Kevin Wong presented a gentle introduction on how he applied a re-invented Product Management approach to AI projects, in order to maximise their likelihood of success.
Startup Glossary - Begriffe und Methoden aus der Startupwelt. Präsentation im Rahmen der Exec I/O 2013 in Düsseldorf.
Die Präsentation gibt eine kurze Einführung rund um die wichtigsten Innovationsmethoden von Startups. Was ist das Erfolgsgeheimnis von Dropbox, Airbnb & Co? Erfahren Sie was ein Startup von einem bestehen Unternehmen unterscheidet und mit Hilfe welcher Vorgehensmodelle innovative Produkte und Dienstleistungen systematisch entwickelt und getestet werden können. Themen sind dabei unter anderem: Lean Startup, Customer Development, Design Thinking und der Business Model Canvas.
2017 Workshop at Stanley Black & Decker Digital Summit on how to de-risk product development using rapid prototyping and real world testing with customers early in the product development lifecycle
How to Get to Know Your Users by Google's former Product ManagerProduct School
The single most important thing you can do as a Product Manager is to get a solid understanding of your users. Where are they? How many? What are their personas? Why do they currently use your product?
The user/customer is the basis of any business. So, how does one get a deeper understanding of who the user/customer is?
Vikram Chatterji, former Product Manager at Google, talked about how these methods vary based on company size, type (B2B, B2C), and proximity to end users.
A Win/Win for Your Product: Embedding Analytics for Product SuccessAggregage
Right now, you are wrestling with this very topic. Data. Your product is drowning in data. Your innovative, early adopter type Customers want not only access to it all, but the reporting and analytics capabilities to analyze it all. They know there is gold in that mine. The rest of your Customers crave better reporting. To add to this complex challenge, the opportunity to innovate doesn’t rest silently waiting for you to consider all your options, weigh the pros and cons, and plan the perfect update. Your Sales team is at your door. Your Customers are online with your Customer Success team and considering alternatives. Wait. There is more. What about your data?!?! How can use your Customers’ data to uncover patterns? How can you use measure product usage data to effectively enhance the solutions? How do you balance the precious R&D time to maximize what you can measure for you and your Customers? Do you want to solve valuable data related problems for your Customers? Do you want to compete more effectively? Do you want monetize the data?
Development processes once done properly, reveal chinks in strategy, weaknesses in ideas and supply a lot of causative ways in which to facilitate current enhancements.
Facts about Artifacts: Reimagining How New Product Development Artifacts Impa...Mark Hart
To be more successful in a development network, find better ways to produce and integrate artifacts that contribute to the goals of development.
To make better hour-by-hour and day-by-day decisions, embrace a system perspective when writing more lines of code or producing more pages of documentation. Move beyond a perspective that is limited by reductionism or procrustean solutions. Encourage deliberative subtraction (deciding what not to develop) from the perspective of the system. Embrace new product development as more than a collection of diverse artifacts.
Embrace new product development as more than a job characterized by obvious answers where choices are framed as ‘OR’ selections. Embrace “AND” selections that meet the needs of the present and anticipate development in the future. Facilitate set-based design over point-based design. Strive to be proficient problem solvers that also invest in future capabilities. Incorporate artifacts that contribute to the goals and minimize distractions.
First rate individual contributors have the ability to hold a requisite variety of ideas about artifacts in their mind at the same time and still retain the ability to function. Refactoring F Scott Fitzgerald from The Crack-Up, April 1936 (3)
With that capability, you can improve your Development Experience [DX] which is another artifact that should be made skillfully.
5 Must Haves for Launching a Successful Mobile ProductRobert Woo
Why do so many mobile app launches fail? How can you make sure your app succeeds from day one? Rocket Farm Studios and TechCXO hosted a joint event that taught Boston executives the right way to launch their mobile products.
The Importance of Product Validation by RetailMeNot Dir. of PMProduct School
Product vision and strategy are key components to empowering teams to act with any meaningful degree of autonomy. But is an inspiring vision and an intentional product strategy enough to guarantee success?
Any Product Manager worth her salt knows that product validation is critical to building a successful product. And yet, product validation may be one of the hardest things you'll ever do in your career. During her talk, Laura shared insights on a product validation framework that will help Product Managers avoid the most common hypothesis pitfalls, learn more about their customers, and improve and refine their ideas along the way.
Old Products, New Tricks: Add Value with a Dashboard Refresh: What You Need t...Aggregage
Dashboards and analytics can really set your application apart, but that doesn't mean you can implement them and forget about them. Are they adding value to your product? Do your users benefit from them anymore? What should be improved, and what do we have the resources to improve?
Join Miles Robinson, former UX and Design Manager, as he explains the different ways to refresh your dashboards - and how to determine what's the best path to product dashboard success. You'll leave with an understanding of how to figure out the best next steps specifically for you and your application.
Old Products, New Tricks: Add Value with a Dashboard Refresh: What You Need t...Hannah Flynn
Dashboards and analytics can really set your application apart, but that doesn't mean you can implement them and forget about them. Are they adding value to your product? Do your users benefit from them anymore? What should be improved, and what do we have the resources to improve?
Join Miles Robinson, former UX and Design Manager, as he explains the different ways to refresh your dashboards - and how to determine what's the best path to product dashboard success. You'll leave with an understanding of how to figure out the best next steps specifically for you and your application.
SharePoint & The Lean, Agile EnterpriseDave Healey
From the lean enterprise to the lean startup, organizations are increasingly turning to lean production practices to create and preserve value with less work. SharePoint’s broad deployment, mature functional capabilities and robust extensibility make it a natural candidate for lean development scenarios, yet realizing the promise of the platform is not without risk.
This session covers the basics of lean production and explores the risks and possibilities in lean development with SharePoint. Through real-world case studies we discuss the seven most important factors for accelerating time-to-value across
- Economic,
- Cultural, and
- Engineering dimensions.
I have been asked this many times - What does a Product Manager do? How to be a successful PM? How should the team be structured? Here's an attempt from a recent talk that I gave on Product Management.
From the lean enterprise to the lean startup, organizations are increasingly turning to lean production practices to create and preserve value with less work. SharePoint’s broad deployment, mature functional capabilities and robust extensibility make it a natural candidate for lean development scenarios, yet realizing the promise of the platform is not without risk.
This session covers the basics of lean production and explores the risks and possibilities in lean development with SharePoint. Through real-world case studies we discuss the seven most important factors for accelerating time-to-value across
- Economic,
- Cultural, and
- Engineering dimensions.
This session is appropriate for business leaders exploring lean implementation strategies and experienced SharePoint technologists looking to enhance their development processes with lean practices.
How to Use Data to Drive Product Decisions by PayPal PMProduct School
Product Managers spend a lot of time thinking about our product metrics, determining which KPIs best describe our progress and what measures we can take to accelerate our success. As a new Product Manager, parsing through the ocean of data can be overwhelming and using this data to make product decisions can be a challenging task.
Deb talked about how you can incorporate data through out your product life cycle to drive product decisions, feature prioritization and long term roadmap strategy. She walked through simple use cases where data has helped Product Managers break down complex problems and arrive at simple product decisions that directly impacted their KPIs. The industry is increasingly hiring data driven Product Managers.
Companies that understand how to apply AI will scale and win their respective markets over the next decade. That said, delivering on this promise and managing machine learning projects is much harder than most people anticpate. Many organizations hire teams of PhDs and data scientists, then fail to ship products that move business metrics. The root cause is often a lack of product strategy for AI, or the failure to adapt their product development processes to the needs of machine learning systems. This talk will cover some of the common ways machine learning fails in practice, the tactical responsibilities of AI product managers, and how to approach product strategy for AI.
Peter Skomoroch, former Head of Data Products at Workday and LinkedIn, will describe how you can navigate these challenges to ship metric moving AI products that matter to your business.
Peter will provide practical advice on:
* The role of an AI Product Manager
* How to evaluate and prioritize your AI projects
* The ways AI product management differs from traditional product management
* Bridging the worlds of design and machine learning
* Making trade offs between data quality and other business metrics
Only 20% of innovation management suitable for digitalization. Find out what key success factors drive those disciplines and what tools are possible options.
The case dives deeper into digital idea management (the tool shown live is viima) and InnoSurvey, a 360 degree innovation assessment built on proven metrics.
Slides are from a lecture on Digital Industry (Certificate of Advanced Studies at FHNW).
The lecture is min. 1 hr plus practical parts provided as preparation or exercises. Get German language support and more material here: https://www.sensaco.com/digital-innovation-management/
Creating Irresistible Products in 4 Steps by Google Product LeaderProduct School
Main Takeaways:
- Why do some products die off and others take off?
- What are the 4 key disciplines of product management and how do they maximize the chance that your product will deliver value?
- How can you master the 4 key disciplines and become in the top 10% of PMs?
Building Better Products: Creating the "Right" Product Roadmap with DataShelley Reece
Data can be qualitative or quantitative, and comes from multiple sources: customer interviews, product usage & funnel analytics, company financial performance, and internal stakeholders. How do you use that data to create a product roadmap that is aligned with your organization’s business needs?
How to be a Digital Products Ninja by ServiceNow Sr. PMProduct School
Main takeaways:
- Learn how to be an expert product Ninja in the continuously changing digital world
- Learn about top 7 productivity hacks for Product Managers
- Best practices and framework for the product manager’s toolbox
Outcome Engineering 101: Five Guidelines to Delivering Products that Create I...Cognizant
It’s time to shift to an evolved, technology-empowered design mindset. As technology informs design, and good design arms technology to become most effective by engaging with users, the two now sit at the top of the product development pyramid to co-create success.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
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!
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/
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
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.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
2. 2
Din bakgrund
Du har flera års erfarenhet av arbete med att projektleda/beställa digitala
utvecklingsprojekt på marknad/info/insamling/kommunikationsavdelning eller
digital byrå med fokus på att generera intäkter. (...) Du har akademisk utbildning
eller motsvarande inom projektledning eller digital….
5. PRODUCT MANAGEMENT
• SET STRATEGY
• DO ROADMAP
• PRIORITIZE RELEASES
• TALK TO USERS/DONORS
• SPECIFY FEATURES
• COMMUNICATE WITH ALL STAKEHOLDERS
• ASK ‘WHY, WHY, WHY?’ ALL THE TIME
5
ULTIMATELY: DELIVER A LOVABLE PRODUCT
6. SO WHAT ARE WE TALKING
ABOUT TODAY
• The data-driven work process of product management
• Contributions to Innovation
• Organizational requirements to make it work
6
17. KEY TAKE AWAYS
• Continuous process of building, measuring and
learning,
• Exploratory metrics: what is it that really drives your
organization?
• Have good metrics, and act on them until they are good
enough, then you can focus on something else.
17
18. INTERMEZZO
What are your main metrics? When was the last time you
acted based on your metrics? How did it go, what
happened after?
18
22. KEY TAKE AWAYS
• Innovate by building simple product versions, and first
check if there is real interest in the market for them,
• Use prototyping tools like Invision, that allow you to test
without programming,
• Get out of your comfort zone, give autonomy to teams.
22
23. INTERMEZZO
Think of 3 simple new product developments or changes
to existing products that your organization could start
testing tomorrow without any crazy effort.
23
27. KEY TAKE AWAYS
• Continuous learning: shortcuts to testing and piloting;
accepting failing,
• Get closer to Product people – product managers,
designers, programmers, analytics,
• Flat structure, autonomous product teams.
27
28. • What online metrics are you looking at regularly?
• Are they good metrics or vanity/reporting metrics?
• When was the last time you acted based on your
metrics?
• What is it that actually matters to your organization?
• Are your answers to these questions truthful and
consistent?
Aline Rauh Muller
aline.muller@unicef.se
Twitter @alinerm
LinkedIn /aline-müller-291b4253
28
Editor's Notes
About 17 months ago I was working as Product Manager in a small startup, with a team of 15 developers and 4 designers. Then one recruitment company started contacting me for product development positions that I thought were very boring, like product development for accounting software. Until one day, that recruiter posted this position on LinkedIn:
Site Project Manager to UNICEF, the description really focused project management and ordering digital things.
So I wrote the recruiter saying I was interested in this position, and they were somewhat skeptical but they put me in contact with UNICEF. On my first two interviews the focus was pretty much the same: we discussed a lot why they don’t need a Site Project Manager, but a Product Manager. In fact, they probably needed MANY product managers.
PRODUCT MANAGERS. This is a very rare breed to find in non-profts. Most non-profits have digital teams whose main tasks are more related to communications, generating traffic and leads than to shape user experience and the offer. But Product Managers are the core of organizations with digital products or services. Spotify for instance has over 120 product managers. But it is still a fairly unformal profession, most Product Managers have either Design, Engineering or Business background..
So the first question that I got on the interviews with UNICEF was: what is the product? (NEXT)
Be an apple of a software, a product is anything that can be offered to someone to satisfy a need. And UNICEF’s page is LOADED with products: monthly donor, fundraising etc. If all of these have real potential, then you might actually need many product managers to maximize them.
A product has a life cycle. It’s conceived, developed, launched and managed, and finally retired when the need for a product diminishes. You can have many projects during the product lifetime, but what you want is a person who is in charge of maximizing the lifetime of the product, and not a project manager who is responsible for temporary projects without answering for the overall product. Regardless of campaigns and projects are happening, the product always needs to be managed to be maximized.
So then what I heard back at UNICEF was: alright, well we have some business area managers, taking care of donor segments, like one looking for all new monthly givers, one for retention, and they oversee all channels. So what does the PRODUCT manager do?
A PROD MANAGER is like a CEO of the product. She will have a clear goal for the product, like revenue or new donors, and she will run after it. To reach the goal, the product manager has a blank canvas, and will use a lot of analytics to define if it is best to build new features, change features, remove features, change design, run tests, and so on.
She will do the strategy and roadmap to reach it, talk to donors and internal stakeholders to gather requirements, make sure the programmers and designers have all they need to do their job while communicating with all so that everyone is aligned.
The product manager asks “WHY” all the time. “Why do you want to do this instead of that?" That is because one of the main things for the PRoduct Manager is to keep focus, that is prioritize what is most important to reach the goal. Ultimately, the product manager wants to have a LOVABLE PRODUCT: EASY TO USE, and as LOW FRICTION as possible and that makes donors feel good.
So that was the intro. What we are actually going to talk about 3 things:
First - The data-driven work process of a product manager, this is the biggest chunk of the presentaiton, which I hope will inspire you to work differently with data, a
Then we will talk about- How this work process can collaborate to bring innovation to your organization
and last - And what are the organizational requirements in terms of culture and structure to make this work
So lets get started, with the work process
So, how does this work? In a conceptual level, we work with three disciplines.
First, User Experience, that is Who's it that's using the product? private donors, organizations or colleagues using admin tools. The PM always has in mind who he's serving with his product, to make sure the experience is as smooth and low friction as possible and helps the product goal. This means not only a understanding of UX Design, but also actually talking to users, gathering requirements and collecting feedback. It's important to remember that it's not because you work with online marketing and visit websites everyday that you know UX. Your love for eating cake doesnt make you an excellent baker. (NEXT)
Next, Technology: A product manager does not need to program herself, but she needs to understand how things are built, the level of effort required, so that she can make good decisions and prioritize according to effort. (NEXT)
Last, Business. Product Management is above all a business function: you want to maximize the value of your product. (NEXT)
So a product manager lives in this diagram. You have clear business goals (like increasing online donations) and since this is a digital product, the strategies and tactics to reach your goals will mostly require programming and design.
The product manager can be very experienced in only of these three disciplines, but he has to be very interested in all and be able to talk to professionals in all of these. So yes, this is a very broad role.
So, now on a more tactical level, how do you do it?
As said before, this is not a campaign or a project. It does not have a pre-defined end, technically you can say a product's never ready. It's always up and running, it just has different phases, where you watch different things, in an infinite loop.
So first you build something, let’s say you build a donation form for emergencies. It is a one page form, with a thank you page and a thank you email.
Then you put it up on your site, and set measurements in everything. You set form analytics to see what fields people are filling and what they are leaving empty. What error messages are people getting the most and so on. Are people opening the thank you email? What are your conversion rates and so forth.
Then after some people have gone through the product, you get to learn by analyzing results, you draw conclusions and do changes, and then you just start the whole process all over again. Let’s say you have many users getting errors in one field. You can then rewrite the instructions and see if this reduces the amount of errors or not, if not, should you considering removing the field? And so forth.
The best thing about a product being digital is exactly that you can collect feedback and see analytics instantaneously, and it is this data that allows you to have this infinite loop of improvements.
So as an example from UNICEF, we have the product Peer to Peer fundraising that we are always tweaking.
So here for instance, to set up a Fundraise there used to be two steps and we lost many donors on this, so once we saw it we re-did it to have only one step.
Still on P2P Fundraising: this is an email we send to those who support a fundraiser. Part of the original requirements here that we got from corporates is to have some sort of cool visual receipt so that they can forward the email to their employees to show their support. We had higher priorities for our design resources but we still want to do the receipt. So what we did was we launched the email without the diploma anyway, so we can at least start talking to supporters and check email opening rates to improve it. So instead of building something that would take longer we launched a simple version of it first, so we could start communicating with supporters as fast as possible, instead of waiting for a design bottleneck to be ready.
Still on P2P: We still do not have a technical solution with Swish for Fundraisings, but we still wanted to get started with it, since our donors ask for it. What we do is for some of the biggest fundraisers we offer them a swish number and do manual work. This allow us to, in a controlled environment, learn more about what kind of internal processes we need to set up to make this work as we want later. Sometimes it is risky to make whole automatic systems right away without understanding all daily implications, so a first pilot with manual work actually helps that understand system requirements a lot.
So all these three examples show how you can continuously improve different processes to maximize a specific product. A digital product is never fully ready.
Alright now let’s talk a bit more about DATA. By now you should understand that this is a very analytical, business-focused work. GREAT.
You have clear business goals, KPIs, measurements.
When we say this is a data-driven process, what it actually means, you need to be donor-focused to the core.
Data is nothing but aggregation of donor behavior. Even before digital, there were focus groups and research. What is different now is that we have never had access to so much data in real time before. And many panic, and in their panic they end up ignoring data, by only using for reporting and not taking action based on it. So please, do not freak out, it will be fine.
The best thing about this data, is that it is real behavior data, you can see what people are actually doing within your site and product, and not what they say that they would like or would do.
Now, it is not because you have data about everything that you need to analyze everything all the time. A big part of the job should be in defining what are the few metrics that really matter and to watch out for.
It's not about having a lot of data, it's about what we do with the data. In the end of the day its about our own behavior with data. A love hate relationship for many.
There are two important kinds of data sets.
The first one is Reporting metrics, which are things we know we don’t know, facts we can easily go and find out: how many donations we got, visitors, shares. Things we use for accounting, the classic *admin* work we all have too much of for our own good. But we don’t really act on those metrics most of the time.
Now Exploratory metrics are the things we don’t know we don’t know, that is what can actually disrupt how we work, because it shows what really matters to your organization. Exploratory metrics do not come to you when you open your GA account. They come when you ask a question like "who is more likely to become a monthly donor?" and go dig in deep to find the answer. If you dont have the answer, then the question will show you what kind of system you need to build.
For instance, getting to know that a person who shares two blog posts is 70% more likely to become a monthly donor than a person who donated once.
Many times you have questions that have no answer at the moment. We have many questions with no simple answer at UNICEF and these questions are for example requirements to the CRM system we are currently building.
Even though in a way you should measure EVERYTHING so that you can answer exploratory questions when they come up, you cannot care about everything at once. You need priorities, and a lot of the work is finding out what really matters, and then running experiments and improving it until the metric is good enough so that you can focus on something else.
Let’s talk about one example of exploratory metrics:
Twitter. When you go to twitter and create a new account, you get these pages asking you what you like and suggesting a bunch of accounts for you to follow.
This is not there from day one, it is not random, and it is not something someone thought "how cool if we did it". That is in fact something they came up with after a lot of analysis and that they have been constantly improving.
So what happened back in the days is that Twitter had many people creating accounts but not coming back, ghost accounts. So they needed to improve their activation, that is, actually logged in at least once a month.
What they did was, they analyzed all people who were active together as a group, looking for things they had in common. What they found is that they started following many accounts really fast. Then they went to those who didnt active and guess what? They saw that they barely followed anyone right away.
So what data showed them was: we need to make people follow more than 30 accounts fast. That is when this suggestions upon account creation appeared. But this wasnt an easy thing to come up with: To get there is a long commitment of different hypothesis, designs, improving suggestions algorithms, and so forth. You really need to trust the data that you have.
What this means is: Once you find a factor that actually propels certain behavior, you can use it to accelerate the behavior you want to happen. This kind of understanding is called Growth hacking in startups, if you want to read more.
Finding these metrics will mostly require a lot of statistics, it is not something anyone can conclude with a simple excel file, so you need an expert to help you here. And that will also give you a metric that you can actually trust.
So, taking one step back, how this actually work?
This diagram is from a book called Lean Analytics, I highly recommend it to people who would like to be more analytical but are easily losing focus on what to pay attention to. Scary hum? Dont worry. (NEXT)
I would like to just highlight a few of the first points about how to define what you are going to focus on your product development.
First: you choose a KPI. That depends on what phase your organization and product is. Maybe you need new donors, maybe you need to work on retaining the ones you have, higher average ticket.
Alright then Second step. You gotta Draw a line in the sand. What does that mean? That is how much are you willing to go to improve this KPI. Let’s say you want to improve retention from 92% after one year to 94%, but does that make sense? IS the effort for it going to pay it off? Can you talk to some competitors and check benchmarks to know what is realistic? REALITY CHECK.
So Ok let’s say you would like to improve retention. The next step would be to study your donor base. What do the donors that have that behavior, that is, that are there with you after 12 months, have in common among themselves? Maybe it is a demographic information, maybe it is a specific behavior like having given to you at least 2 times before converting to monthly donor, etc. Do you see that factor missing from the donors who left you before 12 months?
Now you can start setting up your strategy, be it what kind of people you will target, what kind of product you will develop, what kind of tests you will run and so forth.
ONCE AGAIN you see the REPEAT Symbol here in the middle. Product management is a never-ending improvement process. That is until no one wants this product anymore or you got something better that they prefer.
So the most important thing is, you need to make sure you have good metrics.
Number of unique visits or pages per visit are vanity metrics. Would you do anything if you saw that page views per visit went down by 12%? No, I wouldn’t, not really, not if I didn’t see something else going down, like revenue. Too many page views can also mean a confusing user experience. What is important is: are people finding what they are looking for?
However, what if the bounce rate of your monthly donor acquisition page went up 16%? Well that I would look into.
The point is we spend so much time with metrics that are useless, so take time to learn what is important to drive your organization.
So here are some key take away's from this first part
- So keep in mind this is a continuous process of building, measuring and learning
- ask yourself: what is it that really drives your organization?
- make sure you have good metrics, the kind that you actually act on
So before we go to the next slide, I would like to ask you to take two minutes and think about this question:
alright, hope that went super swell
So now we will talk a little about Innovation.
The framework of a constant loop of building, measuring and testing, allows you to not have to create something super big and complicated before putting it in the market for testing. It is not like you have to do a whole movie to know whether people like it or not, you just do a trailer.
Many times you might not need to do coding at all. You need an idea, and design of a user flow, so you can test using a prototype.
But for this to happen, there is a mindset that needs to be in place: people working with product, digital fundraising and innovation need to have autonomy to make decisions. If every new idea becomes a big thing for discussion, not much will actually happen.
The idea is to create a prototyping culture, which is what we are trying at the moment to create at UNICEF, so we are starting now a testing period where I will only work with new product development to see if that works within our culture. Hopefully it will. FINGERS CROSSED.
One great thing to do when you have a new idea is, instead of programming something and putting on your website, you can just do the design first without any coding.
So first you can do some Low-Fi mockup and design it properly and put it in a prototyping tool like Invision.
How many people here have used Invision?
Invision is one of many prototyping tools out there. You can build clickable designs on it with entire user flows, without any coding, and ask some donors to go through it to gather feedback. So you can have an idea, build just the visual part of it and test it before building any code at all. This means a very tight feedback loop.
So you link different design mock ups to each other, so that it knows that when you click here it goes there and so forth. So you can send it to some donors in a test group and do a usability test, see if they manage to go around it and like it. That is actually a strenght of non profits: consumers are not that keen to help companies,but donors are very willing to help you when you ask them. I send emails and get 20% back the next day.
Here is a simple test we have recently ran on unicef.se
This is the regular page to become a monthly donor, which is a consumer product. We saw in our database that some people were registering themselves as a monthly donor as a company, even though as said, this is a consumer product. So we just duplicated the page, changed the url and the copy to fit companies and created a specific campaign in our database to see if there was interest in the market for this product.
This is the very first step: we only want to know "is there enough people who want this?”We are not asking them “would you like?” we are telling them “become”. There is no point discussing more than that at first. We are still running this and there is no conclusion, but this is a very simple example of something that we saw actually initiated by the donors themselves and did something that did not take us much to test and if it works, that is, if there is a market for it, then we think about proper communication, database, website, pricing etc.
"Is there a market for it?" is always the biggest question. Dont put time on things you dont even know if your donors want it.
So this was a very brief session, but main takeaway here is: be practical, don't put unnecessary requirements and steps.
That is
Innovate by building simple products, before anything just make sure there is even people out there who want it, that is, is there market fit?
DO NOT OVERCOMPLICATE STUFF
- Think simple, can you prototype before actually building something with code?
- Allow yourself to act fast, do not get stuck in burocracy
So we are going to do another 2 min break, and this time I am going to ask you, can you think of 3 concepts you would like to test with your donors? Completely new or just changing existing ones, there is no rule, it is completely up to you, go wild. IGNORE CULTURAL ISSUES THAT COULD BE TROUBLESOME.
So last part of the presentation is: what are the impacts on the organizational structure and culture?
The Organization needs to be open to learning and always evolving. What this means is:
It will be hard to test things if processes are long. You need to be open to let people make important decisions and own their products. ‘Testing’, ‘prototyping’, ‘piloting’, need to be a category of their own, with shortcuts.
Also accept that it is ok to fail. if you knew all the answers there would be no reason for you to test anything, and you would probably fundraise a lot more money than you do today. RIGHT? Every time your donors behave unexpectedly, it means you do not really understand them. Your results show you how they actually think and you get to learn more about them, and that is good, you can then create things that they would like more.
Second, bring product people to your team, or at least do stronger partnerships with your agency. Product Managers, designers and programmers are not something most non-profits have in their teams but if you want to be really digital these are the people you would like to have closer. You can start with a product manager, like UNICEF did. I would be worried about how digital you can go if you do not have product people and you do not work very strategically with your agency, that is if you don’t actually share and discuss analytics with them. Many people who work with online marketing do not really know much about programming and UX design. On the other side of the table, production companies focus on doing what is asked of them, and doing in a way that looks pretty, and of course they do it like that - they rarely have access to clients analytics, they rarely are evaluated on analytics and they rarely discuss analytics with their clients. If you want things to get better, you need to have a more data and donor behavior strategic way of working together and not just ordering things from them.
UNICEF has only me inhouse. Designers and programmers sit in an agency, but it has been the same agency with the same professionals working with unicef for over 10 years. That is, they are super engaged. They know everything, the people who created the whole application are still there. I would still prefer them to actually sit with us, because I believe this would allow more people in our organization to get a more digital by osmosis, but it has been working quite well.
We have been talking a lot about the product manager, the programmers and the designers but another important person is the data analyst. Data-driven decisions require clean data and data infrastructure. It is quite normal to not have the right setup on google analytics, to have dirty data, data from different places not communicating to each other, low know-how of statistics significance. All of these things have to be watched out for.
Last thing about your organization: it needs flat structures and with autonomous teams. This is a big thing in product development culture. It is rather uncommon that product managers would be someone’s supervisor, product is a team culture. Even though the product manager answers for all development and results, it is a rather informal lead. And this comes a bit from the culture of many programmers, where there is seldom hierarchy. Everybody gets to speak and contribute. It is a bit of the old hacker, anarchic culture, and you see a lot of such things as ‘open source’, ‘pair programming’, ‘reviewing each others’ code.
A programming environment is a very inquisitive environment by definition and people will not do what you want them to do because you are telling them to do so. They are problem solvers, and they ask WHY all the time. The teams, informally led by the product manager, need to have a certain degree of autonomy.
So, key take aways from this last session:
- Make sure you are open to simplify processes so that you can act fast
- bring product people closer to your team, and dont forget about an analytics person, you cant outsource everything
- provide teams with a good level of autonomy
I hope this presentation has helped you to think differently about data and what it means to be data and donor-driven as well as how to work with innovation. To conclude I would like to leave you with a list of questions that I hope make you reflect a bit more about how to improve your work processes.