Estimates help project managers plan projects by allowing them to block team member time, set deadlines, and manage expectations. Estimates also help with budgeting by providing a cost range for the project. Even with careful planning, unforeseen issues can cause delays or budget overruns. Accurate estimates allow project managers and clients to be on the same page about the project scope and resources needed.
Building websites has gone from a technical service to one that serves to solve well-defined business problems. Gone are the days when everyone had to have a website only because it was expected. Today customers pay for a reason and for end results. Problem is, most web shops keep selling technical solutions to match feature-oriented requirements, never taking results or business goals, into consideration. As a result, shops are relegated to being specialist subcontractors and it results in projects rarely generating the kind of impact that is expected.
The shift to focusing on results is necessary to beat this trend of failed expectations. Turning from "to the letter requirements"-driven web development to result-only web investments generating tangible benefits may seem like a big leap, but brings advantages to both buyers and sellers. It fosters a culture of unified teamwork across all parties and takes away many of the causes for seller–buyer distrust.
In this talk I will show you how to take the step from focusing on fulfilling irrelevant requirements to talking results with your customers and increasing your customer satisfaction and team happiness at the same time.
This was a guest lecture I presented to Masters students of information science at McGill University. It was intended to give an idea of what it's like in reality, lessons learned - and why certain traditional notions of project management doesn't work well in industry (and that we're still struggling with it).
The Product Owner and the Product Manager, are they a single role? a single person?
Find out what people like Dean Leffingwell, Henrik Kniberg, Craig Larman, Bas Vodde, Roman Pichler and Marty Cagan have to say about this
Summary
Advanced planning techniques that deliver on promise of empirical evidence based predictability and improve organizational Agility.
Outline
Two things are certain about estimates:
Estimates are always wrong
You will spend more time estimating that you should have otherwise used to do the work instead.
Agile Manifesto Values and Principles do not, not even once, mention “estimates” any where. Yet rapid adoption of estimation techniques labeled as “Agile Estimation” techniques puzzle me. In my experience as practitioner, advisor and coach : I have experienced very limited benefits from estimating and often find that estimates create more harm than good. There are however legitimate business concerns that need active management. Estimates hinder real business agility by servicing temporary comfort through plausible but highly improbable plans.
Following is outline of my talk:
Opening and Introduction
So you think you can estimate: Overview of estimating biases with references to current research in software context.
Anchoring
Impact of irrelevant and misleading information
Temporal distance : The further out in future you estimate the more optimistic your estimate
Relative Size estimation is prone to Directional bias and Assimilation Effect
Sequence reference bias: Biases introduced depending on number sequence used for story pointing
Recollection bias (flawed memory)
Motivational bias
Exposure to biases is unavoidably high and there is no escaping it.
Estimates anchor benefits - Why estimates make me frown?
Applicability of Story point estimates.
Story points are applicable only in fully cross-functional teams that can move a request from Business to Production all by itself. Or in Scaled contexts where teams are fully cross-functional feature teams. In all other cases story points are inapplicable.
In applicability in scaled context with many dependent teams
Introduction to cycle time
How to gather empirical evidence in non-ideal contexts? - Single team
What happens in multi-team environment where teams are cannot be fully cross-functional and have shared dependencies?
I will share principles via case-study where I used cycle time measurements and dependency management board to actively develop empirical cycle time evidence to track a major Game release.
Conclusion
Q&A
Note: This 45 minute talk is fast paced and assumes that participants are sound on their fundamentals.
Consulting Services companies goes through multitude of challenges in its Sales cycle, Delivery Cycle and over all Competency building and maintaining cycle. In this 2 part blog, I write about the various issues, Well whats the point in discussing problems with out a solution, Worry Not, The blog culminates with a tried and tested solution.
Tried Architecture as Shared Services? Felt like Abstracting the best of the resources, while encapsulating them well within at the same time? Tried creating COE’s? Have the management shot back stating it is overused/abused concept, tried and failed? Yes there are lot of reasons to fail when NOT done right.
This blog entry documents the RIGHT way, tried and tested Recursively
Building websites has gone from a technical service to one that serves to solve well-defined business problems. Gone are the days when everyone had to have a website only because it was expected. Today customers pay for a reason and for end results. Problem is, most web shops keep selling technical solutions to match feature-oriented requirements, never taking results or business goals, into consideration. As a result, shops are relegated to being specialist subcontractors and it results in projects rarely generating the kind of impact that is expected.
The shift to focusing on results is necessary to beat this trend of failed expectations. Turning from "to the letter requirements"-driven web development to result-only web investments generating tangible benefits may seem like a big leap, but brings advantages to both buyers and sellers. It fosters a culture of unified teamwork across all parties and takes away many of the causes for seller–buyer distrust.
In this talk I will show you how to take the step from focusing on fulfilling irrelevant requirements to talking results with your customers and increasing your customer satisfaction and team happiness at the same time.
This was a guest lecture I presented to Masters students of information science at McGill University. It was intended to give an idea of what it's like in reality, lessons learned - and why certain traditional notions of project management doesn't work well in industry (and that we're still struggling with it).
The Product Owner and the Product Manager, are they a single role? a single person?
Find out what people like Dean Leffingwell, Henrik Kniberg, Craig Larman, Bas Vodde, Roman Pichler and Marty Cagan have to say about this
Summary
Advanced planning techniques that deliver on promise of empirical evidence based predictability and improve organizational Agility.
Outline
Two things are certain about estimates:
Estimates are always wrong
You will spend more time estimating that you should have otherwise used to do the work instead.
Agile Manifesto Values and Principles do not, not even once, mention “estimates” any where. Yet rapid adoption of estimation techniques labeled as “Agile Estimation” techniques puzzle me. In my experience as practitioner, advisor and coach : I have experienced very limited benefits from estimating and often find that estimates create more harm than good. There are however legitimate business concerns that need active management. Estimates hinder real business agility by servicing temporary comfort through plausible but highly improbable plans.
Following is outline of my talk:
Opening and Introduction
So you think you can estimate: Overview of estimating biases with references to current research in software context.
Anchoring
Impact of irrelevant and misleading information
Temporal distance : The further out in future you estimate the more optimistic your estimate
Relative Size estimation is prone to Directional bias and Assimilation Effect
Sequence reference bias: Biases introduced depending on number sequence used for story pointing
Recollection bias (flawed memory)
Motivational bias
Exposure to biases is unavoidably high and there is no escaping it.
Estimates anchor benefits - Why estimates make me frown?
Applicability of Story point estimates.
Story points are applicable only in fully cross-functional teams that can move a request from Business to Production all by itself. Or in Scaled contexts where teams are fully cross-functional feature teams. In all other cases story points are inapplicable.
In applicability in scaled context with many dependent teams
Introduction to cycle time
How to gather empirical evidence in non-ideal contexts? - Single team
What happens in multi-team environment where teams are cannot be fully cross-functional and have shared dependencies?
I will share principles via case-study where I used cycle time measurements and dependency management board to actively develop empirical cycle time evidence to track a major Game release.
Conclusion
Q&A
Note: This 45 minute talk is fast paced and assumes that participants are sound on their fundamentals.
Consulting Services companies goes through multitude of challenges in its Sales cycle, Delivery Cycle and over all Competency building and maintaining cycle. In this 2 part blog, I write about the various issues, Well whats the point in discussing problems with out a solution, Worry Not, The blog culminates with a tried and tested solution.
Tried Architecture as Shared Services? Felt like Abstracting the best of the resources, while encapsulating them well within at the same time? Tried creating COE’s? Have the management shot back stating it is overused/abused concept, tried and failed? Yes there are lot of reasons to fail when NOT done right.
This blog entry documents the RIGHT way, tried and tested Recursively
20 pitfalls and recommendations when managing business/IT transformation projects.
More on https://www.9teams.com/20erp
business transformation, change management, erp, project, project management, projects, SAP, sap implementation, SAP project, SAP project management, SAP lessons learned.
Design Studio: The User Experience Practitioner’s Secret WeaponBrilliant Experience
We all want the best , but often other priorities get in the way: “Bob from Marketing wants it to…”, “The developers don’t like that approach...”, “That feature is a ‘nice to have’”.
This slide deck will walk you through a design studio and how it can be a great tool to align product owners, developers and UX teams on an approach that balances user and business needs.
Andrew Gassen, CEO | Pivotal Software
0 for 3: Edtech Startup Lessons Learned
I’ve been a part of 3 different education technology companies, all focused on the K-12 market. Each of these companies failed, but each for different reasons and in spectacularly different ways. This talk is a bit of a public post-mortem that focuses on 3 key lessons from each company, including a brief discussion on how we might have done things a different way if I knew then what I know now.
Presented by the
Serious Play Conference
seriousplayconf.com
at
Orlando,
University of Central Florida,
UCF,
July 24-26, 2019
Lean UX for Startups and Enterprise: Ten Secrets to SuccessJohn Whalen
We have consulted with startups and large enterprises seeking to produce the right product (e.g., mobile app, web application) faster. We will reveal the remarkable similarities between startups and large organizations seeking to be as nimble as startups.
In a majority of cases the challenges were the same: - they were not sure how to speed development - they had difficulty balancing user and business needs - they typically had strong development teams with established methodologies that had blended agile and waterfall methodologies - they typically had little user experience expertise or input in the existing designs - designs / development builds were underway but the results of the designs were unsatisfying to users
We have done LeanUX design projects with a number of clients continuously testing and honed our process by testing various techniques: - rapid iterative design and improvement (design thinking) - brain storming sessions (design thinking) - design studios (traditional art school critiquing process) - rapid prototyping, usability testing and revision
We also want to share the pitfalls as you start to get involved in lean startup including having: - The “genius designer” mentality within the UX team - The "stay in the building until the product is ready" mentality - Different internal groups (design, development) that work against each other - Executives that swoop down and influence (aka hijack) the process - Too little contact between the designers and other team members - Too many chefs leading to poor focus - The anti-cheerleader who always says “No!”
Through a series of case studies we will describe the processes and flow that worked best for both large enterprises small startups: - Conducting a strategy workshop to align the team on business and user needs - Rapidly developing personas and scenarios as a team with all stakeholders - Conducting a design studio with all stakeholders to agree on the design directions to explore - Rapidly iterated prototype and guerilla testing - Creating non-technical, but partially functional prototypes through available tools (e.g., Axure, Proto IO, iRise)
Nearly every group we worked asked: - Does this work for a company like mine (Startup, Enterprise, Healthcare, Government, etc.)? - What was the composition of the most successful LeanUX teams? Number of team members? Types of expertise? - How did the process differ between Startups and Large Enterprises?
During the current basic track at the School of Design Thinking at the HPI in Potsdam I had the pleasure to run several sessions with the students regarding the importance of prototyping during a design thinking project. For sure for early testing but also as important and powerful way of develop and iterate ideas inside the team. Sometimes without even words.
I combined this short input with several exercises, where the students created in several iterations and with very strikt time-boxing different prototypes based on a certain challenge.
Interesting to see how effective athe hand-over from a first version of a prototype to another team worked out in the end.
Presentation for Sydney Project Managers' Meetup. Compare and contrast between Lean Startup and tradiitonal project management in a product development context.
The Product Backlog drives the work of Scrum teams, but keeping the backlog fresh and useful is often a continuing challenge. Is your product backlog healthy, and what are some ways to keep it that way that you can use right away?
Lean Canvas: Diseñando tu modelo de negocio bajo principios de Lean StartupVíctor Manuel García Luna
Running Lean
Meta-Principles:
Document your plan A
- Identify the riskiest parts of your plan
- Systematically test your plan
- Iteration Meta-Pattern
Lean Canvas
Identify the riskiest parts of your plan
Get ready to experiment
Systematically Test your plan
Best Practices for Effective Website Testing & Optimization (Webinar)Monetate
Watch the webinar: http://monetate.com/webinar/best-practices-for-effective-website-testing-optimization/
Not all website testing tools are created equal. Bryan Eisenberg, bestselling author and recognized authority and pioneer in online marketing, will discuss best practices in website optimization that any website testing solution must support.
Bryan, who recently published his “Website Testing & Optimization Buyer’s Guide for the Enterprise,” will be joined by Carlos Del Rio, Director of Conversion Analysis & Digital Strategy at Unbounce, and Monetate’s Adam Figueira, who will present case studies from the different tools that Bryan reviewed and help explain the difference between self-service and full-service website testing and optimization.
How Did I Get Here? A composite story of UX VP'sIan Swinson
The results of a research project exploring the emergence of the UX VP role with findings from interviews with a dozen UX executives from a variety of technology companies.
This was originally presented at the MXConference in 2012.
Syllabus for a ten week, four unit course based upon Steve Blank's Lean Launchpad Curriculum, taught at University of California, Santa Barbara, Winter Quarter 2013. Student teams validated business models by conducting more than 80 customer and partner interviews per team during an 8-week period. Out-of-the building market validation was supplemented by weekly live lectures and the use of Blank's online "Lean Launchpad" video course at Udacity.com to provide students with a flipped-classroom, experiential approach to learning how to create a viable business model.
The Essential Product Owner - Partnering with the teamCprime
Bob Galen shares real-world stories where he’s seen “effectively partnered” teams and Product Owners truly deliver balanced value for their business stakeholders. In this session he’ll show you how story mapping and release planning can truly set the stage for effective team workflow—establishing a “Big Picture” for everyone to shoot for. How establishing shared goals, both at the iteration and release levels, truly cements the partnership between team and Product Owner. And finally, how setting a tempo of regular, focused backlog grooming sessions establishes a mechanism for the team and Product Owner to explore well-nuanced and high value backlogs.
This is the story of how we doubled the conversion rate on HubSpot.com, by leveraging a lean design process that's focused on rapid iteration and objectivity. Get an in-depth look at our distinctive UX process and how we've applied it at a public company with over 1,600 employees across 7 global offices. See exactly how it works and walk through every step of a real project, where we redesigned HubSpot.com in a period of less than 3 months. See the results, both quantitatively and qualitatively, and how we achieved them. Walk away with all of the information that you need to apply a similar process at your company. This isn’t another abstract process talk; it’s a hands-on session with actionable learnings and take-aways, backed up by data and a well-documented case study.
3S to 3E & 3G to 5G – agility beyond framework and dev teamAnubhav Sinha
*3S to 3E and 3G to 5G – agility beyond framework and dev team
*Understanding Agile and Agility from dictionary meaning, looking to non-IT and common ways world of Agile and Agility
*Common (Mango) People who are working for Indian Railways, Car Servicing, Housekeeping, Housemaid and Cooks, Movies
*Agility in HR as 3E - Ease, Engage and Experience to have iterative and evolution based approach for employee engagement experiences
*Pre-sales with Imaginary Product Owner
*Lean Movie
Deflecting Bullshit: How to Defend Your Work Against Terrible FeedbackAustin Knight
We’ve all been there: trying to anticipate design feedback before it happens, drafting responses in our heads, dreading the possibility that our work could be destroyed in a mere 30 minutes. Defending work and ensuring that a design remains intact through a design review can be a challenging endeavor, and in many ways, it requires a specific and thought-out approach. In this talk, we’ll discuss the best ways for designers to silence their stakeholders, defend their designs during reviews, and ultimately get exactly what they want. It’s time that designers start enforcing their expertise, standing up for their work, and ensuring that it sees the light of day. Right?
Going through data driven steps towards mastering measurement information to succeed in DevOps operations.
Basics and extensions build on top of data up to for development, operations and business usage.
Pair Programming, TDD and other impractical thingsMarcello Duarte
"Why should we write our tests first? Isn't that going to slow my development?" "What? Assigning a single task to 2 developers? How is that efficient? What a waste of resources!" "Look, in the perfect world your advises are great, but I have a project to finish here." In this talk Marcello explores efficiency in contrast to effectiveness. He looks into how practices, traditionally accepted as efficient, sometimes turn out to be less effective than a few "impractical" things he has come across.
20 pitfalls and recommendations when managing business/IT transformation projects.
More on https://www.9teams.com/20erp
business transformation, change management, erp, project, project management, projects, SAP, sap implementation, SAP project, SAP project management, SAP lessons learned.
Design Studio: The User Experience Practitioner’s Secret WeaponBrilliant Experience
We all want the best , but often other priorities get in the way: “Bob from Marketing wants it to…”, “The developers don’t like that approach...”, “That feature is a ‘nice to have’”.
This slide deck will walk you through a design studio and how it can be a great tool to align product owners, developers and UX teams on an approach that balances user and business needs.
Andrew Gassen, CEO | Pivotal Software
0 for 3: Edtech Startup Lessons Learned
I’ve been a part of 3 different education technology companies, all focused on the K-12 market. Each of these companies failed, but each for different reasons and in spectacularly different ways. This talk is a bit of a public post-mortem that focuses on 3 key lessons from each company, including a brief discussion on how we might have done things a different way if I knew then what I know now.
Presented by the
Serious Play Conference
seriousplayconf.com
at
Orlando,
University of Central Florida,
UCF,
July 24-26, 2019
Lean UX for Startups and Enterprise: Ten Secrets to SuccessJohn Whalen
We have consulted with startups and large enterprises seeking to produce the right product (e.g., mobile app, web application) faster. We will reveal the remarkable similarities between startups and large organizations seeking to be as nimble as startups.
In a majority of cases the challenges were the same: - they were not sure how to speed development - they had difficulty balancing user and business needs - they typically had strong development teams with established methodologies that had blended agile and waterfall methodologies - they typically had little user experience expertise or input in the existing designs - designs / development builds were underway but the results of the designs were unsatisfying to users
We have done LeanUX design projects with a number of clients continuously testing and honed our process by testing various techniques: - rapid iterative design and improvement (design thinking) - brain storming sessions (design thinking) - design studios (traditional art school critiquing process) - rapid prototyping, usability testing and revision
We also want to share the pitfalls as you start to get involved in lean startup including having: - The “genius designer” mentality within the UX team - The "stay in the building until the product is ready" mentality - Different internal groups (design, development) that work against each other - Executives that swoop down and influence (aka hijack) the process - Too little contact between the designers and other team members - Too many chefs leading to poor focus - The anti-cheerleader who always says “No!”
Through a series of case studies we will describe the processes and flow that worked best for both large enterprises small startups: - Conducting a strategy workshop to align the team on business and user needs - Rapidly developing personas and scenarios as a team with all stakeholders - Conducting a design studio with all stakeholders to agree on the design directions to explore - Rapidly iterated prototype and guerilla testing - Creating non-technical, but partially functional prototypes through available tools (e.g., Axure, Proto IO, iRise)
Nearly every group we worked asked: - Does this work for a company like mine (Startup, Enterprise, Healthcare, Government, etc.)? - What was the composition of the most successful LeanUX teams? Number of team members? Types of expertise? - How did the process differ between Startups and Large Enterprises?
During the current basic track at the School of Design Thinking at the HPI in Potsdam I had the pleasure to run several sessions with the students regarding the importance of prototyping during a design thinking project. For sure for early testing but also as important and powerful way of develop and iterate ideas inside the team. Sometimes without even words.
I combined this short input with several exercises, where the students created in several iterations and with very strikt time-boxing different prototypes based on a certain challenge.
Interesting to see how effective athe hand-over from a first version of a prototype to another team worked out in the end.
Presentation for Sydney Project Managers' Meetup. Compare and contrast between Lean Startup and tradiitonal project management in a product development context.
The Product Backlog drives the work of Scrum teams, but keeping the backlog fresh and useful is often a continuing challenge. Is your product backlog healthy, and what are some ways to keep it that way that you can use right away?
Lean Canvas: Diseñando tu modelo de negocio bajo principios de Lean StartupVíctor Manuel García Luna
Running Lean
Meta-Principles:
Document your plan A
- Identify the riskiest parts of your plan
- Systematically test your plan
- Iteration Meta-Pattern
Lean Canvas
Identify the riskiest parts of your plan
Get ready to experiment
Systematically Test your plan
Best Practices for Effective Website Testing & Optimization (Webinar)Monetate
Watch the webinar: http://monetate.com/webinar/best-practices-for-effective-website-testing-optimization/
Not all website testing tools are created equal. Bryan Eisenberg, bestselling author and recognized authority and pioneer in online marketing, will discuss best practices in website optimization that any website testing solution must support.
Bryan, who recently published his “Website Testing & Optimization Buyer’s Guide for the Enterprise,” will be joined by Carlos Del Rio, Director of Conversion Analysis & Digital Strategy at Unbounce, and Monetate’s Adam Figueira, who will present case studies from the different tools that Bryan reviewed and help explain the difference between self-service and full-service website testing and optimization.
How Did I Get Here? A composite story of UX VP'sIan Swinson
The results of a research project exploring the emergence of the UX VP role with findings from interviews with a dozen UX executives from a variety of technology companies.
This was originally presented at the MXConference in 2012.
Syllabus for a ten week, four unit course based upon Steve Blank's Lean Launchpad Curriculum, taught at University of California, Santa Barbara, Winter Quarter 2013. Student teams validated business models by conducting more than 80 customer and partner interviews per team during an 8-week period. Out-of-the building market validation was supplemented by weekly live lectures and the use of Blank's online "Lean Launchpad" video course at Udacity.com to provide students with a flipped-classroom, experiential approach to learning how to create a viable business model.
The Essential Product Owner - Partnering with the teamCprime
Bob Galen shares real-world stories where he’s seen “effectively partnered” teams and Product Owners truly deliver balanced value for their business stakeholders. In this session he’ll show you how story mapping and release planning can truly set the stage for effective team workflow—establishing a “Big Picture” for everyone to shoot for. How establishing shared goals, both at the iteration and release levels, truly cements the partnership between team and Product Owner. And finally, how setting a tempo of regular, focused backlog grooming sessions establishes a mechanism for the team and Product Owner to explore well-nuanced and high value backlogs.
This is the story of how we doubled the conversion rate on HubSpot.com, by leveraging a lean design process that's focused on rapid iteration and objectivity. Get an in-depth look at our distinctive UX process and how we've applied it at a public company with over 1,600 employees across 7 global offices. See exactly how it works and walk through every step of a real project, where we redesigned HubSpot.com in a period of less than 3 months. See the results, both quantitatively and qualitatively, and how we achieved them. Walk away with all of the information that you need to apply a similar process at your company. This isn’t another abstract process talk; it’s a hands-on session with actionable learnings and take-aways, backed up by data and a well-documented case study.
3S to 3E & 3G to 5G – agility beyond framework and dev teamAnubhav Sinha
*3S to 3E and 3G to 5G – agility beyond framework and dev team
*Understanding Agile and Agility from dictionary meaning, looking to non-IT and common ways world of Agile and Agility
*Common (Mango) People who are working for Indian Railways, Car Servicing, Housekeeping, Housemaid and Cooks, Movies
*Agility in HR as 3E - Ease, Engage and Experience to have iterative and evolution based approach for employee engagement experiences
*Pre-sales with Imaginary Product Owner
*Lean Movie
Deflecting Bullshit: How to Defend Your Work Against Terrible FeedbackAustin Knight
We’ve all been there: trying to anticipate design feedback before it happens, drafting responses in our heads, dreading the possibility that our work could be destroyed in a mere 30 minutes. Defending work and ensuring that a design remains intact through a design review can be a challenging endeavor, and in many ways, it requires a specific and thought-out approach. In this talk, we’ll discuss the best ways for designers to silence their stakeholders, defend their designs during reviews, and ultimately get exactly what they want. It’s time that designers start enforcing their expertise, standing up for their work, and ensuring that it sees the light of day. Right?
Going through data driven steps towards mastering measurement information to succeed in DevOps operations.
Basics and extensions build on top of data up to for development, operations and business usage.
Pair Programming, TDD and other impractical thingsMarcello Duarte
"Why should we write our tests first? Isn't that going to slow my development?" "What? Assigning a single task to 2 developers? How is that efficient? What a waste of resources!" "Look, in the perfect world your advises are great, but I have a project to finish here." In this talk Marcello explores efficiency in contrast to effectiveness. He looks into how practices, traditionally accepted as efficient, sometimes turn out to be less effective than a few "impractical" things he has come across.
Can't we all get along? Human-centered design meets AgileAutodesk
This presentation will describe and explore the differences between the two approaches, when it's appropriate to use agile development, how to integrate this popular method into the human-centered design and research process — and why client needs and today's marketplace increasingly are demanding these collaborative techniques.
Introductionto Agile Executive Overview Gpi Asia Rev2Benjamin Scherrey
Our training partner, GPIAsia, asked us to produce an executive overview version of our 2-day Introduction to Agile course for an iTAP program intended to introduce Agile concepts to CMMI practitioners. Was an interesting challenge. Should know in a week or two if any of this gets traction from that audience. If it does, I'll take credit. If not - I'll blame my colleague Pam who delivered it with me. :-) As with all my presentations, you really need to hear the talk to get the full benefit but at least you can see the subjects we touch on.
Video: https://www.youtube.com/watch?v=Lka7nsDsZk8
There’s real evidence that Agile software engineering projects work better than waterfall. In Silicon Valley, Agile is the de-facto standard for innovating new products. But an Agile project needs good product management and good UX design to succeed. Fitting UX in with product management and Agile can be uncomfortable for UX designers. Once you get it, though, you’ll never want to work any other way. We’ll look at:
- Why Agile works well for innovation and for software delivery
- What product management is and why your software product can’t succeed without it
- The different product phases: Discover, expand and exploit
- The role of UX in each phase
- Setting up hypotheses and metrics to keep Agile teams on track
These are the slides of the talk Giovanni Puliti and I gave at Agile Business Day 2019 in Venice.
We talked about retrospective and predictive metrics and tools to support Product Owners and Designers to increase the value to be delivered.
Generally, the value of a product is represented by the balance between business outcomes and users’ needs. But how is this value actually measured? How is the user satisfaction measured? How can Product Owners, Designers and Developers validate their hypotheses regarding the product strategy? How can the team members agree that for each user story moved to “done” the next one moved to “doing” will increase the quality of the product and therefore the user satisfaction?
In our talk, we gave some tips to measure the User Experience and help the team in finding the right answers to the questions above.
What makes websites a strong channel for the company? Is it the visuals or what it does for its customers? As success is increasingly fought at the experience level, can design help you build websites that people truly value? And if so, how?
This presentation is about good design discovery by way of effective User Experience research. It's a set of methods you can mix and match to truly understand who you're designing for, according to what the medium is and what your business needs.
If you've ever wondered how to conduct good UX research or what's going on in that designer's mind (again), look no further.
Presented at DrupalNorth Regional Summit (August 2018)
System performance as usability catastropheMichael Klein
A brief discussion about how system performance in terms of user interface fluidity impacts user experience, and how this important factor can be better prioritized by designers, software engineers and project managers.
La técnica de Story Mapping; desarrollada por Jeff Patton; permite un enfoque visual a la construcción del product backlog. Está técnica; en la cual las historias de usuario se organizan en un modelo bidimensional; en lugar de la clásica lista-sábana; ayuda a pensar al producto desde los procesos de negocio y las necesidades de los usuarios. Luego de la difusion y aceptacion que tuvo esta tecnica; se plantean las dudas de su aplicacion en un proyecto real. En esta sesion; se contara una experiancia real; aplicada en el mundo del desarrollo de software; demostrando la utilidad de la tecnica; sus ventajas; y como se realizo el salto de la teoria a la practica.
In this presentation Joseph Dickerson, UX Architect for Fortune 500 Company Fiserv, discusses best practices in UX design for mobile with some practical examples and approaches. Topics covered:
- How to do mobile ethnographic research, to understand mobile personas and usage patterns
- Designing for the "immediacy of now", "ego-centric design" and for context of use
- Designing for device constraints
- Mobile usability testing and documentation
Turning an idea into a profitable finished productHani Gamal
Turning an idea into a profitable finished product lecture's presentation pitched at Moataz Al-Alfi Hall of the AUC new Cairo Campus to the favor of Fekrety EIP competition, 3rd of July, 2012
Similar to Drupal Estimation Techniques by Project Managers (20)
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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!
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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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.
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Drupal Estimation Techniques by Project Managers
1. ience of Gu essing
The Sc
ru pal E stim ation
D
Te chni ques
P ro ject
from
M an agers
http://www.sxc.hu/photo/814294
AS PRESENTED AT DRUPALCAMP STOCKHOLM ON MARCH 8 2013
2. Introductions
Seriously, who are these people?
Shannon Vettes Jakob Persson
Partner Manager at Doing Drupal since 2005, co-
Commerce Guys, Project founded NodeOne in 2007,
Managing since 2005, currently freelance Drupal
Drupal since 2010, consultant
Working in IT since 2000
S J
5. WHY YOU ARE HERE
When a client or
colleague asks you
for an estimate,
what’s your initial
reaction?
S
6. WHY YOU ARE HERE
When a client or
colleague asks you
for an estimate,
what’s your initial
reaction?
Is it THIS?
S
7. WHY YOU ARE HERE
When a client or
colleague asks you
for an estimate,
what’s your initial
reaction?
Or... Maybe This?
S
8. WHY YOU ARE HERE
When a client or
colleague asks you
for an estimate,
what’s your initial
reaction?
I hope it’s not this....
S
9. WHY YOU ARE HERE
If it’s anything like that,
You’ve come to the
right place!
10. WHY YOU ARE HERE
At the end of this presentation,
we want you to feel like this
when asked for an estimate.
We’ll cover:
What an estimate is
Why estimates are needed
How risks affect estimates
How an estimate is made
Answers to your questions
S
12. WHAT AN ESTIMATE IS
“Estimation is the calculated
approximation of a result which is
usable even if input data may be
incomplete or uncertain.”
– Wikipedia
J
13. WHAT AN ESTIMATE IS
“How to bake a pie”
✔ Requirements clarification
✔ Use cases
✔ Theming
✔ UI refinement
✔ Development/config
✔ Training/doc
✔ Automated testmaking
✔ Testing
✔ Bugfixing
✔ Deployment
✔ Project management time
J
14. ✔ Requirements clarification
✔ Use cases
✔ UI refinement
Story Case
Focuses on needs Focus on behavior
and describe and interaction,
functionality in a eliminates
way the shows its ambiguity and
application and provides the
business value. developer with the
information he/she
needs.
•Role •Summary
•Need •Rationale
•Sequence of •Users
events •Preconditions
•How to demo •Default events
•Alternative
sequence
http://www.stellman-greene.com/2009/05/03/requirements-101-user-stories-vs-use-cases/
J
15. ✔ Requirements clarification
✔ Use cases
✔ UI refinement
Requirements evolve and are clarified over the course of a
project, and they’re often provided as UI designs.
Click me Click me Click me
April May
5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
J
16. ✔ Theming
✔ Development/config
<html> The “real” work?
< ?p hp
m_al ter() .tpl.php
hook_for
Views Panel <as ide>
CCK s
R ules $(function() {
...})
J
17. ✔ Automated testmaking
✔ Testing
✔ Bugfixing
• Test more, build more
• Automated testing
saves time over the
course of a project
• Tests helps identify
and manage
ambiguous
requirements
http://www.sxc.hu/photo/684719 J
20. PROJECT MANAGEMENT DOES TAKE TIME
What about the dreaded....
“We don’t need another
PM from your team
adding overhead to this
project.”
- Poor Soul
✔ Project management time
J
21. PROJECT MANAGEMENT DOES TAKE TIME
What about the dreaded....
“We don’t need another
PM from your team
adding overhead to this
project.”
- Poor Soul
✔ Project management time
J
27. WHY WE NEED ESTIMATES
Plan
Choose a team
then
April Block their time
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 1
based on estimates
S
29. WHY WE NEED ESTIMATES
Plan
1 2 3 4 5 6 7 8
April
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 1
Get a deadline...
then
Choose a team
S
30. WHY WE NEED ESTIMATES
Plan
05
Project estimated to 115 hours. I got 3 guys working
full time for a week gives...
40 hrs × 3 = 120 hrs
April May
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
S
31. WHY WE NEED ESTIMATES
Plan
05
t ’s
Project estimated to 115 hours. I got 3 guys working
full time for a week gives...
t ha
ps...
IT Y
Woo IL= 120 hrs
B× 3
Ahrs
VAIL 40
1 2 3 4 5 6 7 8
A April
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 1 2 3 4 5 6 7 8
May
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
S
32. WHY WE NEED ESTIMATES
Plan
6.4 × 3 = 19.2 hrs per day
April May
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
115/19.2 = 6 days
S
33. WHY WE NEED ESTIMATES
Plan
http://www.sxc.hu/photo/1397088 http://www.sxc.hu/photo/1344947 http://www.sxc.hu/photo/348661 J
34. WHY WE NEED ESTIMATES
Plan
http://www.sxc.hu/photo/1397088 http://www.sxc.hu/photo/1344947 http://www.sxc.hu/photo/348661 J
35. WHY WE NEED ESTIMATES
Plan
http://www.sxc.hu/photo/1397088 http://www.sxc.hu/photo/1344947 http://www.sxc.hu/photo/348661 J
40. WHY DO WE NEED THEM
$
€ Budget
€60
€30
€100
€120
€50
J
41. WHY DO WE NEED THEM
$
€ Budget
€60
€30
€100
€120
$ €
€€ $
€50 $
$ $€ $ €
€
J
42. WHY DO WE NEED THEM
$
€ Budget
€60
€30
€100
10-20
30 -40
€120
$ €
€€ $
$
80 -120
10 -20
€50
$ $€ $ €
€
J
43. WHY DO WE NEED THEM
$
€ Budget
We think this is
I’m sure!
accurate...
€120
80 -120
J
44. WHY DO WE NEED THEM
$
€ Budget
We think this is
I’m sure!
accurate...
€120
80 -120
April May
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
J
45. WHY DO WE NEED THEM
$
€ Budget
We know this is
I’m sure!
accurate...
€120
80 -120
April May
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
J
46. WHY DO WE NEED THEM
$
€ Budget
Complexity
€100
Familiarity
80 -120
Dependency
80-120
J
47. WHY DO WE NEED THEM
$
€ Budget
The sweet spot, Brings a lot of
low hanging fruit value but also risk
Value
Postpone, change
Not a lot of gain
or discard
Effort / Risk
J
48. WHY DO WE NEED THEM
$
€ Budget
The sweet spot, Brings a lot of
low hanging fruit value but also risk
Value
Postpone, change
Not a lot of gain
or discard
Effort / Risk
J
49. WHY DO WE NEED THEM
$
€ Budget
The sweet spot, Brings a lot of
low hanging fruit value but also risk
Value
Postpone, change
Not a lot of gain
or discard
Effort / Risk
J
50. WHY DO WE NEED THEM
$
€ Budget
The sweet spot, Brings a lot of
low hanging fruit value but also risk
Value
Postpone, change
Not a lot of gain
or discard
Effort / Risk
J
51. WHY DO WE NEED THEM
$
€ Budget
The sweet spot, Brings a lot of
low hanging fruit value but also risk
Value
Postpone, change
Not a lot of gain
or discard
Effort / Risk
J
52. WHY DO WE NEED THEM
$
€ Budget
€50 €120
10 -20
C €100
A
40 -60 80 -120
€60
B
Value
€50
10 -20
D 30 -40
E €40
€30
80 -120
G
10-20
F
Effort / Risk
J
53. WHY DO WE NEED THEM
Communicate
Communication as in ...
http://bit.ly/1008C8p S
54. WHY DO WE NEED THEM
Communicate
Communication as in ...
Are we on the
same page?
http://bit.ly/1008C8p S
55. WHY DO WE NEED THEM
Communicate
Do they Do they
understand how understand what
complex this we’re trying to
design is? achieve?
S
56. WHY DO WE NEED THEM
Communicate
4,500 - 5,500 2,500??? Do they
2,500 - 3,500 really understand
the risks and
complexities?
RFP
6,500 - 7,000
S
57. WHY DO WE NEED THEM
Communicate
€40,000
€40,000
S
61. MANAGING RISK Risk
“Risk comes from not knowing
what you’re doing.”
- Warren Buffett
S
62. MANAGING RISK Risk
What’s the point
of Risk
Management?
To help you assess risks to
your estimation, and align the
numbers to manage that risk. Avoid car wrecks
S
65. MANAGING RISK Risk
? Identification
? 05
The usual suspects…
HEY, NOT MY PROBLEM!
THE API IS STABLE! THERE´S A MODULE FOR THAT!
ISN’T IT OOTB?
UI IS EASY
TO CHANGE!
S J
66. MANAGING RISK Risk
Assessment 05
Composite risk rating
Impact Probability
× =8
It’s an opportunity to evaluate risk
in order to decide how to treat it.
http://www.sxc.hu/photo/1196348 http://www.sxc.hu/photo/1120986 S
67. MANAGING RISK Risk
Assessment 05
RISK IMPACT PROBABILITY RATING
Shared sign on 5 5 25
Integration online booking 4 4 16
Migration legacy system 2 4 8
Asteroid hitting the Earth 1E+21 0.000000001
Hey! Don’t forget about us!
http://www.sxc.hu/photo/1338362
S J
68. MANAGING RISK Risk
Assessment 05
Overall risk assessment: Low 1-8, Medium 9-16 or High 17-25
LOW MEDIUM HIGH
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
IGNORE QUARTERLY MONTHLY WEEKLY DAILY
Overall risk monitoring, a continual process.
S
69. MANAGING RISK Risk
Assessment 05
DUDE, WTF?
Meh Meh seriously Dude, seriously
SERIOUSLY SERIOUSLY?
the api is stable
5 ASTEROID VIDEO COMPONENT
4 INTEGRATION
Impact
3
2 MIGRATION
1
1 2 3 4 5
Probability
S
70. MANAGING RISK Risk
Mitigation 05
Accept risk - no action
Eliminate risk
Limit risk
Share risk
S J
71. MANAGING RISK Risk
05
THE F RONT
FROM
L INES
‘Just trust us’
A TRUE RISK MITIGATIO
N STORY
http://bit.ly/100ffI1 S
74. ESTIMATION TECHNIQUES
Ball Park Top-Down
05
s
Requ irement
o
r I want t
• As a use create
to
be able
s
b log post
to
r I want
• As a use edit blog
to
be able
posts to
r I want sh
• As a use un/publi
to
be able
?
sts
blog po
J
75. ESTIMATION TECHNIQUES
Weighted Estimate
05
Task Est Conf Low - Hi
Blog listing view 1 4 0.7 - 1.5
Blog
Blog post 1 4 0.7 - 1.5
Comments 1 4 0.7 - 1.5
Create views Create rules Theming Test
Redirect user 2 3 1-4
Redirect user
Blog listing after making Blog front page
post
Show message 2 3 1-4
Showing
Blog post
message
Post pages
...
Comments
Comment listing 300 - 450
Create a post
form
J
77. ESTIMATION TECHNIQUES
05
When should I use what?
Ball Park Top-Down Weighted Estimation Delphi
General Strategy Specific Features
When Estimate Ranges
Decisions > Accuracy Several Experts
Pros: Easy/Fast Pros: Variance Range Pros: Smarter/Accurate
Why Cons: Short-term Cons: Takes time Cons: Feature Specific
Helps for decision making Helps level-set expectations Helps validate theories
J
78. ESTIMATION TECHNIQUES
05
100%
Actual accuracy of the
estimate
vs
Estimator’s confidence
in the accuracy of the
estimate
Time and effort spent
J
79. ESTIMATION TECHNIQUES
The dont’s
• Don’t play the blame game
• Don’t estimate what you
cannot know – requirements
are like icebergs
• Don’t estimate in a vacuum
http://www.sxc.hu/photo/1001938
80. TAKE AWAYS
• Management by estimate == bad idea
• Estimates should include much more
than just development
• Estimates are more than just numbers
• Use risk management to avoid
problems you can identify
http://www.flickr.com/photos/jakeliefer/290510226/