Dave Peres and Rob Patterson (co-owners, Minalytix) discuss what product development is, the typical development process, development models and their experiences when building their company.
David Peres and Rob Patterson of Minalytix discuss what the typical product development process looks like, what development model options are there, and their experiences as entrepreneurs.
Krista Warkus Levesque of DiBrina Sure Group talks about how to prepare for recruitment, screening candidates, what do to (and not do) in interviews and hiring a candidate for your business.
Daryl Dominique, Josh Martin, and Jorden Colwell of CMD Prototyping return to ENT101 to discuss what to look out for when hiring a firm to manufacture a product for your company.
Daryl Dominique, Josh Martin, and Jorden Colwell of CMD Prototyping discuss what to look out for when hiring a firm to manufacture a product for your company. They also give a tour of the new Fortin Discovery Lab and demonstrate the manufacturing and certification technology available in the lab.
Watch the video at https://www.youtube.com/watch?v=4sTBSnWkk8Y and at norcat.org
Good, Better Bet Product Management (Seattle Product Camp keynote)Rich Mironov
Talk for Seattle Product Camp (25 Oct 14) on minimally viable product management (just enough to avoid hindering product flow) up through great product managers/leaders/thinkers
Vinay Poal is a senior level engineering professional seeking a challenging role in product development, R&D, or project management. He has 19 years of experience in these fields, having worked for several automotive companies. He specializes in new product development, project management, product design, and driving innovation. Some of his key accomplishments include developing new products and features for Tata Motors, managing R&D teams and projects for Valeo India, and product engineering for Behr India.
What do Directors and VPS of Product Management Do?Rich Mironov
Starter slides for a highly collaborative discussion at Product Camp Silicon Valley 2015. We used slides #3 and 4, then opened it up for suggestions about what Directors do (#7) and ways to signal that you'd like to be promoted to be one (#8).
BAFS 2015 Genève : Rainer Wendt - More business in the driver's seat : BA wor...BAFS
Rainer Wendt discusses how business analysts working in the product owner role can help put more business in the driver's seat of agile projects. As product owners from business often lack time and experience to fully own the product backlog, business analysts can support them by defining user stories, acceptance criteria, prioritizing requirements, and facilitating collaboration between business stakeholders and the development team. This shared product owner/business analyst model helps address the common dilemma of part-time product owners from business and bridges communication between business and IT for effective agile delivery.
David Peres and Rob Patterson of Minalytix discuss what the typical product development process looks like, what development model options are there, and their experiences as entrepreneurs.
Krista Warkus Levesque of DiBrina Sure Group talks about how to prepare for recruitment, screening candidates, what do to (and not do) in interviews and hiring a candidate for your business.
Daryl Dominique, Josh Martin, and Jorden Colwell of CMD Prototyping return to ENT101 to discuss what to look out for when hiring a firm to manufacture a product for your company.
Daryl Dominique, Josh Martin, and Jorden Colwell of CMD Prototyping discuss what to look out for when hiring a firm to manufacture a product for your company. They also give a tour of the new Fortin Discovery Lab and demonstrate the manufacturing and certification technology available in the lab.
Watch the video at https://www.youtube.com/watch?v=4sTBSnWkk8Y and at norcat.org
Good, Better Bet Product Management (Seattle Product Camp keynote)Rich Mironov
Talk for Seattle Product Camp (25 Oct 14) on minimally viable product management (just enough to avoid hindering product flow) up through great product managers/leaders/thinkers
Vinay Poal is a senior level engineering professional seeking a challenging role in product development, R&D, or project management. He has 19 years of experience in these fields, having worked for several automotive companies. He specializes in new product development, project management, product design, and driving innovation. Some of his key accomplishments include developing new products and features for Tata Motors, managing R&D teams and projects for Valeo India, and product engineering for Behr India.
What do Directors and VPS of Product Management Do?Rich Mironov
Starter slides for a highly collaborative discussion at Product Camp Silicon Valley 2015. We used slides #3 and 4, then opened it up for suggestions about what Directors do (#7) and ways to signal that you'd like to be promoted to be one (#8).
BAFS 2015 Genève : Rainer Wendt - More business in the driver's seat : BA wor...BAFS
Rainer Wendt discusses how business analysts working in the product owner role can help put more business in the driver's seat of agile projects. As product owners from business often lack time and experience to fully own the product backlog, business analysts can support them by defining user stories, acceptance criteria, prioritizing requirements, and facilitating collaboration between business stakeholders and the development team. This shared product owner/business analyst model helps address the common dilemma of part-time product owners from business and bridges communication between business and IT for effective agile delivery.
Making Hard (Strategic) Decisions about Products and PortfoliosRich Mironov
Software executives and software product managers should focus first on putting the right products into their portfolios -- since the primary drivers of market success are identifying the right markets, segments and customer problems to solve.
(For Product Tank San Francisco)
The document discusses the evolving role of product management. It argues that while techniques like Lean Startup and Lean UX are valuable for startups, they have limitations for larger companies with existing products and markets. Product management becomes more critical as companies grow beyond the startup phase to address challenges like coordinating multiple teams and products, long-term planning, and portfolio management. The role of product managers is to drive strategy, make tradeoffs, and ensure alignment across functions on priorities and plans.
Three Product Challenges for Early-Stage EntrepreneursRich Mironov
The document discusses three key product challenges for entrepreneurs before hiring a product manager: 1) seriously listening to the market through extended customer interviews to understand needs rather than selling, 2) thinking about product value from the customer's perspective in terms of return on investment rather than features, and 3) considering the whole product experience beyond just the core features. It emphasizes the importance of deep customer understanding and focus on customer ROI for pre-revenue startups.
Agile@Cork: Silicon Valley View of Product Owner/Manager ChallengesRich Mironov
A talk for Agile@Cork (Ireland) on Silicon Valley's focus on scalable software companies; a sometimes narrow definition of product owner roles; and how software company product folks need to think deeply about market segments rather than individual customers or users.
Product Management Is Not Optional (EL-SIG/SVForum)Rich Mironov
Intended primarily for an audience of engineering leaders and development managers, with this agenda:
- Product management is about doing the right things. Engineering is about doing things right.
- Prioritization is political and strategic as well as algorithmic
- Symptoms of weak product management and how Engineering can help
This was a talk for SVForm's Engineering Leadership SIG on 21 Aug 2014.
Rich Mironov discusses the differences between product managers and product owners in agile development. He outlines common failure modes when these roles are not properly defined or staffed. For larger organizations, Mironov proposes organizational maps that divide responsibilities between product managers and multiple product owners across several agile teams, to ensure products have both technical and market focus. The presentation emphasizes the need to thoughtfully assign these critical roles rather than using a one-size-fits-all approach.
Product Management Basics for Project ManagersRich Mironov
This document discusses the roles of product managers and their relationship to project managers. It begins by noting that product managers and project managers often operate in disjoint communities without shared understanding. It then defines the responsibilities of product managers as driving market acceptance and success of products, while addressing competing priorities. Product managers must make decisions around what to build despite uncertainty and limited resources. The document contrasts the outward-facing concerns of product managers with the inward-facing resource allocation focus of project managers. It also discusses how agile product owners can fail to fully address market needs. The takeaways are that both roles struggle with different challenges and that we need collaboration to ship great products.
Creating Disruptive Strategies In Legacy ProductsJulie Anne Reda
This document outlines a framework for developing disruptive product strategies when gaps need to be closed. It discusses setting working agreements between product management, engineering and marketing; conducting research through secondary sources, user input and organizational data; analyzing the data through SWOT, Porter's Five Forces and prioritizing a roadmap. It then provides examples of developing strategies by looking at related technologies, leveraging an organization's assets and talents, and addressing underserved needs. The importance of articulating a clear value proposition and differentiating features is emphasized.
Making The Right Strategic Choices in Product PortfoliosRich Mironov
Rich Mironov gave a presentation on making strategic choices in product portfolios. He discussed how validation and strategy should precede development. Organizational behaviors shape strategic decision making, and explicit portfolio allocations enable prioritizing features. Successful software companies focus on solving the right problems, have strong product management to validate solutions before development, and make strategic choices by allocating resources between current releases, quality, and future bets. Portfolio strategy requires forcing hard tradeoffs between competing initiatives.
PROVA provides turn-key machining and equipment solutions including control jigs, testing equipment, and machined metal parts. They offer a one stop shop approach taking customers' ideas from concept to finished product through 5 steps of design, construction, assembly, and installation. PROVA aims to not only transform customers' ideas but also proactively create improvements to help increase productivity and reduce costs. Their value proposition includes being a single supplier and project lead with price competitiveness, on-time delivery, technical support, and ensuring quality of components and final projects.
Why You’ll Eventually Need A Product Manager At Your StartupRich Mironov
The document discusses why startups will eventually need a product manager. As startups grow to 12-30 employees, they encounter problems like too many employee conversations to coordinate, multiple sales deals to fulfill, and more focus on immediate revenue over strategy. A product manager can help by prioritizing new product ideas and requests, representing customers, and ensuring the product roadmap aligns with business goals. The document recommends hiring someone with product management experience to fill this role as startups scale.
How Agile plus Product Management helps Build the RIGHT Things the RIGHT WayRich Mironov
Strong product managers spent up to half of their time talking directly with customers, buyers, and partners. And the other half of their time with their teams: framing problems, collaborating on solutions, translating features into benefits and vice versa. Making sure that we’re building the RIGHT things as validated directly by users and buyers so that we deliver customer-defined value as well as increased velocity. That’s different from the narrow scrum definition of product owner, which is mostly internal-facing.
Packaging Design Companies Things to Consider When Comparing Packaging Design...flexpak
Wondering how to choose a packaging design company? Take a look at this presentation from Flekpak Corp's VP of Business Development, Jim Boley. This is part one of a two part series. Also visit http://www.flexpakcorp.com for more information today.
Talk for Business of Software 2015 (Boston) laying out some laws of gravity for the software business. Also serialized as 4 long posts on www.mironov.com
Introduction to Agile Software Development - Eric Wu - MBAX6360 New Product D...Eric Wu
This document discusses agile software development and is presented by Eric Wu, co-founder of Bracket Labs. It outlines some of the key problems with traditional waterfall software development processes, such as unpredictable requirements and costs. It then introduces agile development principles from the Agile Manifesto, including an emphasis on working software, customer collaboration, and responding to change. Finally, it provides an example of an agile process incorporating sprints, demonstrations, retrospectives and stand-up meetings, and notes how agile practices have evolved and expanded beyond just software development over the past 10 years.
This job posting is seeking a full stack developer to join a small team of 4-5 developers. The role involves designing and building products using JavaScript, AngularJS, Python, and Django in a browser environment. Responsibilities include helping define processes, building user interfaces in a mobile-centric way, taking ownership of code, writing tested code, and releasing frequent updates in a scrum environment. The ideal candidate wants to learn and progress quickly in a startup environment and has interests in front-end frameworks, unit testing JavaScript, and data-driven development.
Find out top reasons to hire php developers for your business critical projects. It is highly profitable, reliable & less time consuming to hire web developers.
Slides Scott Stokke recently used in his discussion w/ mentees of The Product Mentor.
Synopsis: Evaluate between building internally or buying a software or service for your platform or feature. Continuing discussion on how to get buy-in from stakeholders.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
How to Create a Product Management Process That Doesn't SuckIntelligent_ly
Learn how to create a product management process that works effectively for your organization. Slides taken from a class that Cory von Wallenstein of Dyn taught at Intelligent.ly. Learn more from the experts by visiting http://intelligent.ly/learn
The document discusses the role of product management at startups. It begins by introducing Neta Haiby and the Microsoft Ventures Accelerator program. It then defines that the product manager is responsible for validating problems and solutions through customer interaction and minimal viable products. It provides examples like Dropbox's MVP and canvases that product managers use to guide problem validation and product validation. The key tasks of a product manager are understanding customer needs, rapidly testing ideas, and gathering feedback to build the right solution.
The document provides an overview of Agile product management. It discusses the problems with traditional waterfall methodology, introduces Agile concepts like short iterations and frequent reassessment. It outlines Agile roles like product owner, scrum master, and product manager. It also discusses characteristics of effective product managers, including being customer-driven, responsible for product success, and having a positive reputation among coworkers. The document aims to educate others on fundamentals of Agile product management.
Making Hard (Strategic) Decisions about Products and PortfoliosRich Mironov
Software executives and software product managers should focus first on putting the right products into their portfolios -- since the primary drivers of market success are identifying the right markets, segments and customer problems to solve.
(For Product Tank San Francisco)
The document discusses the evolving role of product management. It argues that while techniques like Lean Startup and Lean UX are valuable for startups, they have limitations for larger companies with existing products and markets. Product management becomes more critical as companies grow beyond the startup phase to address challenges like coordinating multiple teams and products, long-term planning, and portfolio management. The role of product managers is to drive strategy, make tradeoffs, and ensure alignment across functions on priorities and plans.
Three Product Challenges for Early-Stage EntrepreneursRich Mironov
The document discusses three key product challenges for entrepreneurs before hiring a product manager: 1) seriously listening to the market through extended customer interviews to understand needs rather than selling, 2) thinking about product value from the customer's perspective in terms of return on investment rather than features, and 3) considering the whole product experience beyond just the core features. It emphasizes the importance of deep customer understanding and focus on customer ROI for pre-revenue startups.
Agile@Cork: Silicon Valley View of Product Owner/Manager ChallengesRich Mironov
A talk for Agile@Cork (Ireland) on Silicon Valley's focus on scalable software companies; a sometimes narrow definition of product owner roles; and how software company product folks need to think deeply about market segments rather than individual customers or users.
Product Management Is Not Optional (EL-SIG/SVForum)Rich Mironov
Intended primarily for an audience of engineering leaders and development managers, with this agenda:
- Product management is about doing the right things. Engineering is about doing things right.
- Prioritization is political and strategic as well as algorithmic
- Symptoms of weak product management and how Engineering can help
This was a talk for SVForm's Engineering Leadership SIG on 21 Aug 2014.
Rich Mironov discusses the differences between product managers and product owners in agile development. He outlines common failure modes when these roles are not properly defined or staffed. For larger organizations, Mironov proposes organizational maps that divide responsibilities between product managers and multiple product owners across several agile teams, to ensure products have both technical and market focus. The presentation emphasizes the need to thoughtfully assign these critical roles rather than using a one-size-fits-all approach.
Product Management Basics for Project ManagersRich Mironov
This document discusses the roles of product managers and their relationship to project managers. It begins by noting that product managers and project managers often operate in disjoint communities without shared understanding. It then defines the responsibilities of product managers as driving market acceptance and success of products, while addressing competing priorities. Product managers must make decisions around what to build despite uncertainty and limited resources. The document contrasts the outward-facing concerns of product managers with the inward-facing resource allocation focus of project managers. It also discusses how agile product owners can fail to fully address market needs. The takeaways are that both roles struggle with different challenges and that we need collaboration to ship great products.
Creating Disruptive Strategies In Legacy ProductsJulie Anne Reda
This document outlines a framework for developing disruptive product strategies when gaps need to be closed. It discusses setting working agreements between product management, engineering and marketing; conducting research through secondary sources, user input and organizational data; analyzing the data through SWOT, Porter's Five Forces and prioritizing a roadmap. It then provides examples of developing strategies by looking at related technologies, leveraging an organization's assets and talents, and addressing underserved needs. The importance of articulating a clear value proposition and differentiating features is emphasized.
Making The Right Strategic Choices in Product PortfoliosRich Mironov
Rich Mironov gave a presentation on making strategic choices in product portfolios. He discussed how validation and strategy should precede development. Organizational behaviors shape strategic decision making, and explicit portfolio allocations enable prioritizing features. Successful software companies focus on solving the right problems, have strong product management to validate solutions before development, and make strategic choices by allocating resources between current releases, quality, and future bets. Portfolio strategy requires forcing hard tradeoffs between competing initiatives.
PROVA provides turn-key machining and equipment solutions including control jigs, testing equipment, and machined metal parts. They offer a one stop shop approach taking customers' ideas from concept to finished product through 5 steps of design, construction, assembly, and installation. PROVA aims to not only transform customers' ideas but also proactively create improvements to help increase productivity and reduce costs. Their value proposition includes being a single supplier and project lead with price competitiveness, on-time delivery, technical support, and ensuring quality of components and final projects.
Why You’ll Eventually Need A Product Manager At Your StartupRich Mironov
The document discusses why startups will eventually need a product manager. As startups grow to 12-30 employees, they encounter problems like too many employee conversations to coordinate, multiple sales deals to fulfill, and more focus on immediate revenue over strategy. A product manager can help by prioritizing new product ideas and requests, representing customers, and ensuring the product roadmap aligns with business goals. The document recommends hiring someone with product management experience to fill this role as startups scale.
How Agile plus Product Management helps Build the RIGHT Things the RIGHT WayRich Mironov
Strong product managers spent up to half of their time talking directly with customers, buyers, and partners. And the other half of their time with their teams: framing problems, collaborating on solutions, translating features into benefits and vice versa. Making sure that we’re building the RIGHT things as validated directly by users and buyers so that we deliver customer-defined value as well as increased velocity. That’s different from the narrow scrum definition of product owner, which is mostly internal-facing.
Packaging Design Companies Things to Consider When Comparing Packaging Design...flexpak
Wondering how to choose a packaging design company? Take a look at this presentation from Flekpak Corp's VP of Business Development, Jim Boley. This is part one of a two part series. Also visit http://www.flexpakcorp.com for more information today.
Talk for Business of Software 2015 (Boston) laying out some laws of gravity for the software business. Also serialized as 4 long posts on www.mironov.com
Introduction to Agile Software Development - Eric Wu - MBAX6360 New Product D...Eric Wu
This document discusses agile software development and is presented by Eric Wu, co-founder of Bracket Labs. It outlines some of the key problems with traditional waterfall software development processes, such as unpredictable requirements and costs. It then introduces agile development principles from the Agile Manifesto, including an emphasis on working software, customer collaboration, and responding to change. Finally, it provides an example of an agile process incorporating sprints, demonstrations, retrospectives and stand-up meetings, and notes how agile practices have evolved and expanded beyond just software development over the past 10 years.
This job posting is seeking a full stack developer to join a small team of 4-5 developers. The role involves designing and building products using JavaScript, AngularJS, Python, and Django in a browser environment. Responsibilities include helping define processes, building user interfaces in a mobile-centric way, taking ownership of code, writing tested code, and releasing frequent updates in a scrum environment. The ideal candidate wants to learn and progress quickly in a startup environment and has interests in front-end frameworks, unit testing JavaScript, and data-driven development.
Find out top reasons to hire php developers for your business critical projects. It is highly profitable, reliable & less time consuming to hire web developers.
Slides Scott Stokke recently used in his discussion w/ mentees of The Product Mentor.
Synopsis: Evaluate between building internally or buying a software or service for your platform or feature. Continuing discussion on how to get buy-in from stakeholders.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
How to Create a Product Management Process That Doesn't SuckIntelligent_ly
Learn how to create a product management process that works effectively for your organization. Slides taken from a class that Cory von Wallenstein of Dyn taught at Intelligent.ly. Learn more from the experts by visiting http://intelligent.ly/learn
The document discusses the role of product management at startups. It begins by introducing Neta Haiby and the Microsoft Ventures Accelerator program. It then defines that the product manager is responsible for validating problems and solutions through customer interaction and minimal viable products. It provides examples like Dropbox's MVP and canvases that product managers use to guide problem validation and product validation. The key tasks of a product manager are understanding customer needs, rapidly testing ideas, and gathering feedback to build the right solution.
The document provides an overview of Agile product management. It discusses the problems with traditional waterfall methodology, introduces Agile concepts like short iterations and frequent reassessment. It outlines Agile roles like product owner, scrum master, and product manager. It also discusses characteristics of effective product managers, including being customer-driven, responsible for product success, and having a positive reputation among coworkers. The document aims to educate others on fundamentals of Agile product management.
Are you the single person responsible to establish accessibility compliance in your company? If so, this presentation is the blueprint you're looking for! Learn about the people, process, and the information you need to lead this major effort and to be successful!
Roadmaps session 1 - introduction and componentsKartik Narayanan
The document provides an overview of a training session on roadmaps. It includes:
1. The intent of the training is to improve understanding of roadmaps so products can be better built.
2. An outline of the planned sessions which will cover introduction, inputs, themes, prioritization, buy-in and conclusion.
3. A definition of a roadmap as describing how to achieve a product vision and delivering value to customers and organization.
4. Examples of problems with traditional roadmaps and how "roadmaps in the brave new world" address these issues by focusing on strategic context, value delivery, learning and priorities.
The document describes a Flexible Product Development Process (FPDP) that scales design thinking to oversee multiple design thinking teams and challenges within an organization. The FPDP uses a Kanban board to track design thinking challenges from understanding to testing. Key roles like a Strategy Board, Market Evaluation team, and Approach Engineer help oversee teams, prioritize ideas, and ensure alignment with corporate goals and metrics. The FPDP aims to balance autonomy for teams with oversight of ideas and coordination across teams to optimize investments and create synergy.
Product Manager being your own client - Sunil Mundra, ThoughtWorksbaconfblr
This document outlines the key responsibilities and challenges of a product manager. It discusses that a product manager must guide a product from inception to market while balancing the needs of various stakeholders. Some of the skills required include leadership, domain knowledge, understanding technology, and managing people. While a business analyst could potentially be a good candidate due to skills in requirements gathering and documentation, a product manager must also have commercial acumen and the ability to work with marketing. The document cautions against common mistakes like trying to please everyone or basing development solely on one client's needs.
How to Deliver Successful Products by Intel Product ManagerProduct School
Product Managers are responsible for all aspects of product delivery from initiation to end-of-life. Although the exact role is different by industry, company, organizational structure, and seniority, the general expectation is that the Product Manager is the one accountable for all product related topics. This can include: strategy, roadmap, ideation, requirements, go-to-market plan, and P&L.
This presentation focused on how to maneuver the multi-functional teams and organizational challenges to deliver robust, successful products that delight the customers.
This document summarizes a presentation on leveraging technology transfer from other industries to drive innovative product development in education technology. It discusses identifying innovations in areas like computer science, machine learning and business models that could be applied to education. The presentation provides definitions, examples of transferable areas between industries, sources to discover innovations, techniques for prototyping, and how to apply these ideas to outmaneuver competitors and achieve market leadership through innovation in education technology products.
Importance of iterative interview of the stakeholdersJeremy Horn
Slides Yogesh Sharma recently used in his discussion w/ mentees of The Product Mentor.
Synopsis: Good product management practice consists of various technics. To develop an excellent product it is really important to understand your customer’s need or to understand the problem your stakeholders are trying to solve. Big question is how do you know that what is the real that stakeholder’s are trying to solve and how relevant is the problem ?
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
Data management solutions always look good “on paper”. When it's just a matter of proposals and ROI projections on gleaming white stock, the “abstract” seems perfect. It's only when you go live, and real people get involved that things can get messy. If you don't have a clear, strategic implementation plan in place, who knows what could happen.
You need a plan. And Synergis has a proven plan. During this webcast, you’ll discover...
• Why creating alignment and generating positive buzz are essential to success
• What 6 critical steps must be followed to insure successful implementation
• Which best practices will make you a hero
• The most common pitfalls that impact ROI
Collaboration Les Cles Pour Lever Les Freins A L InnovationValtech
The document discusses collaboration as key to innovation in product development. It outlines the product development lifecycle including identifying customer needs, developing solutions, and launching/learning. It then details techniques for innovation including generating and evaluating ideas, rapid prototyping, and testing/iterating. An example of developing a "universality" shopping platform across brands is provided to illustrate applying these techniques. The presentation emphasizes customer collaboration, assumption-based evaluation of ideas, iterative testing to learn rather than prove ideas, and using results to prioritize and refine work.
StartupWeekend organizer Marsh Sutherland's formula to win StartupWeekend events. From Friday night pitches to secure your team with an emotional connection to your idea to crafting a final Sunday pitch to win the hearts and minds of the judges. Check it out!
Design Upstream: Advancing Strategic Design Without Going Against the CurrentChris Avore
This document discusses how to advance strategic design within an organization by enabling a culture change. It notes that design-averse cultures can lead to problems, while respectful collaboration empowers designers. The author advocates finding an advocate, establishing urgency, crafting a vision and story, communicating the future state, celebrating wins, and delivering results. Managers should facilitate introductions, share research, and connect design work to organizational goals. Building a design culture requires experimentation, innovation, learning, and quality. Credibility comes from delivery while vision provides access; changing culture is a process, not an event.
Approach And Methodology Development Analysis Business Opportunity Assessment...SlideTeam
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on Approach And Methodology Development Analysis Business Opportunity Assessment Evaluation Planning with well suited graphics and subject driven content. This deck consists of total of twelve slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below. https://bit.ly/33g99ws
This document outlines the engineering design process. It discusses methodology as the backbone of design and lists the typical steps in the design process. Quality and meeting customer needs and expectations are emphasized as key to design. The voice of the customer is the starting point to understand what problem is being solved and what specifications the design must meet. Quality Function Deployment is introduced as a tool to translate customer needs into technical requirements and prioritize both needs and requirements.
Finish Line Product development Process-2018Steve Owens
This document discusses product development for small companies. It begins by defining key terms like product, development, and process. It then outlines common myths and truths about product development. Some myths include thinking ideas can't be stolen or that outsourcing will be cheapest. Truths include having realistic budgets and schedules and that ideas must be proven to make money before others will steal them. The document then details the key stages of the product development process used by Finish Line PDS, including requirements documentation, conceptual design, detail design, testing, and pilot production. It stresses the importance of following a process to avoid failure and going over budget or timeline.
Software engineering for small product companiesRaman Kannan
The document discusses key factors for small product companies to achieve success. It emphasizes that success depends on having a good product or technology. It outlines that people, processes, and products are the most important assets of a company. It provides guidance on optimizing processes, empowering people, planning effectively, learning from mistakes, and engineering high quality products and technologies. The overall message is that with the right focus on people, processes, and products, small companies can leverage their strengths to create successful outcomes.
A product manager identifies market needs and opportunities, launches new products, oversees existing products, and ends products that no longer meet needs. They understand the market through customer research, create documentation to guide development, bring products to and from the market at the right time, develop customer relationships, and bridge communication between all departments involved with a product.
This document provides a helpful guide for creating an effective design portfolio. It outlines that a design portfolio should include a design brief, success criteria, analysis of the brief and product, a case study, consideration of design elements and principles, brainstorming and sketches, refinement of top designs, comparison to success criteria, a final design, and reflections. The success criteria establish key design factors that must be analyzed to achieve the best outcome and include brief analysis, product analysis, case study, and elements and principles of design. This process ensures all important aspects are considered to create the best possible design portfolio.
Similar to NORCAT Entrepreneurship 101 - "Product Development" featuring Dave Peres & Rob Patterson, Co-founders, Minalytix (20)
Entrepreneurship 101 - Lived it Lecture with Barb Ward-Dagnon, Medicor Resear...NORCAT
Sudbury entrepreneur Barb Ward-Dagnon discusses creating Medicor Research Inc, things to consider before starting a business, and working with partners.
Within three years of starting Medicor, Barb Ward-Dagnon gained global recognition among several top pharmaceutical companies for excellence in clinical research. Her flair for sales, marketing and branding have allowed her to build her customer base to over sixty pharmaceutical and academic clients.
Watch the presentation at http://www.norcat.org/ent-101/season-3-lectures/
Financial Planning - Joel Humphrey (Freelandt Caldwell Reilly LLP)NORCAT
Joel Humphrey, partner at Freelandt Caldwell Reilly LLP returns to ENT101 to discuss financing for start-ups.
Joel works with many of the firm’s start-up clients to review business plans, develop financial forecasts, map out cash flow strategies and arrange financing requirements. With Joel’s extensive experience with young companies, this lecture will be extremely informative for all levels.
Watch the presentation at http://www.norcat.org/ent-101/season-3-lectures/
Networking for Entrepreneurs - Hugh Kruzel (NORCAT)NORCAT
Networking is something many dread; platforms today will make your interconnectedness natural, far reaching, and long-lived. Ultimately, the goal in business is always to have ROI.
With employment and entrepreneurial experiences that span coast-to-coast, Hugh Kruzel of NORCAT serves up real world fundamentals and common themes spiced with how-to and DIY suggestions.
ENT101 Season 3 - IP Management - Norton Rose FulbrightNORCAT
Intellectual property (IP) is the lifeblood of every knowledge-based startup or venture. In “IP Management”, learn how to identify and manage your intellectual property in a strategic way and examine how it fits in with your overall business model. A large part of your competitive advantage will depend on your ability to protect and properly exploit or commercialize your product or service innovations.
Entrepreneurship 101: Season 3 - Intro to ENT101NORCAT
This document provides an overview and agenda for the NORCAT Entrepreneurship 101 course. The summary is:
The NORCAT Entrepreneurship 101 course is a weekly seminar that will cover topics related to starting and growing a business over 29 lectures. It will include both streamed and live lectures from local entrepreneurs. The course aims to help participants turn their business ideas into reality and provide the skills and network needed for entrepreneurship. There will also be an Up-Start business pitch competition open to course participants with a $5,000 cash prize for the winner.
"10 things I do as an Entrepreneur" with Jeff Fuller - NORCAT Entrepreneurshi...NORCAT
Jeff Fuller, President of Fuller Industrial, shares his story about how he became an entrepreneur with his list of “Top 10 things I do as an Entrepreneur”.
Joel Humphrey of Freelandt Caldwell Reilly LLP discusses how to create a sales forecast, developing your budgets and examples of cash flow projections.
This document outlines the go-to-market strategy and phases of growth for a coffee roasting business from 2004 to 2007. It discusses learning to roast coffee, identifying ideal blends, trialing the product with friends and family, and having early sales with customers to gather feedback. If satisfaction was great, the business would move to the next phase of creating an ancillary offering, online ordering, and trialing sales over the holiday period. The original business plan objectives were achieved within two years. By 2007, the business was optimizing retail and wholesale operations and increasing the number of store locations. Ten years later, the business had expanded to 2 locations and 3 outlets, received numerous awards, launched K-cups, and was in
NORCAT Entrepreneurship 101 - "Lived it Lecture" featuring Mike Amos, Founder...NORCAT
Mike Amos, Founder/CEO of Empathica, talks to the students of Entrepreneurship 101 about how Empathica was founded, how they dealt with investors, how they continued to developed their software, how the company fared during the recession and how he learned to sell internationally.
How to rock the social interwebz - Karen Schulman DupuisNORCAT
"How to Rock the Social Interwebz" featuring Karen Schulman Dupuis (Manager, Business Development, ICT Venture Services Group).
Using social media to build your brand, your business, your life -- can be chaotic and overwhelming! Understanding the latest trends in social media and knowing what works for you and your business can be a difficult task. Every year social media substantially increases its presence within businesses, organizations, and thought leaders.
So why is it important to stay up-to-date, and understand the latest online social media trends, tools, and applications? For many start-ups this is what you need to be thinking about to grow your brand awareness and build your markets!
In this "Lived it Lecture", David Murdoch discusses his journey as an entrepreneur, his experiences, and how technology is currently changing the education system.
In his presentation to the Entrepreneurship 101 class at NORCAT, WipWare president Tom Palangio explains how WipWare was started and the origins of WipWare’s WipFrag software.
This document provides an introduction to various forms of intellectual property protection including patents, trademarks, industrial designs, copyrights, and trade secrets. It discusses what constitutes a patent, including the requirements that an invention be new, useful, patentable subject matter, and unobvious. The document outlines the patent application process and components. It provides examples of published patent applications and discusses drafting patent claims. Additionally, it suggests useful resources for intellectual property information and stresses the importance of developing an intellectual property strategy.
NORCAT Entrepreneurship 101 - "Lived it Lecture" featuring Tom FortinNORCAT
The document outlines the history and evolution of Ontrak, a company that specializes in serial data acquisition and control interfaces. It traces Ontrak's origins back to 1985 when it started as Digitek. Key events include the release of its first commercial product in 1987, establishing its first website in 1995, a major custom design project for a POS manufacturer in 1999, expanding its production capabilities in 2000, and shifting its focus to custom medical products in 2008. The conclusion suggests Ontrak was created because the founder was inspired by his father giving him a screwdriver as a kid.
NORCAT Entrepreneurship 101 - Finding and Validating Your IdeasNORCAT
This document provides an agenda and overview for an entrepreneurship course called Entrepreneurship 101. The summary includes:
1) The course is run by NORCAT, a regional innovation center, and will cover topics to help participants start and grow businesses over 23 weekly lectures.
2) Participants will have opportunities to learn from local entrepreneurs through "Lived It" lectures and "Meet the Entrepreneur" events.
3) There is an "Up-Start!" business pitch competition for participants to win $5,000 by pitching their business ideas in one of four categories.
Translating research into a multi billion dollar global company - Sherwn Gree...NORCAT
Research is often defined as turning money into knowledge whereas innovation is considered the process of turning knowledge back into money. For academic institutions and companies that invest in research, this NORCAT Hot Topics event will focus on the exciting and challenging process of looking at research through a “prospective commercialization” lens. Does this research have a commercial application? How do I assess the market opportunity? What is the end goal? So many challenging yet important questions!
What does it mean to be an angel investor - Sept 17 2013NORCAT
The document discusses what an angel investor is. It states that angel investors are typically high-net worth individuals who invest personal funds in early stage startups. Angels invest at the seed stage and may provide follow-on funding as startups grow. Angels often invest in sectors they know and play an active role by mentoring CEOs and joining company boards. Canadian angels are estimated to invest between $500 million to $1 billion annually in growth-oriented and scalable companies.
How why and when to raise venture capital norcat hot topics seriesNORCAT
This document discusses challenges facing Canada's innovation economy and strategies to support it going forward. It notes Canada's shifting economic focus from natural resources to manufacturing to services/technology. While Canada has advantages like education and proximity to markets, its innovation performance has been lackluster, with declining R&D spending and a "D" grade on innovation. The document advocates developing a comprehensive strategy across education, immigration, productivity, entrepreneurship culture, and financing to foster innovation and position Ontario competitively in the 21st century knowledge economy.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
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This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
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Article: https://pecb.com/article
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How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
NORCAT Entrepreneurship 101 - "Product Development" featuring Dave Peres & Rob Patterson, Co-founders, Minalytix
1. ENT101
Session #6 - Product Development
Presented On: Nov 5, 2014
Presented By: Dave Peres & Rob Patterson
2. Agenda
• Our background
• What is product development?
• The typical product development process
• What am I building?
• What and who are involved?
• How do I do it?
• What development model options are there?
• Our product development experiences – for better or for worse…
3. Our Background
• Dave Peres – Co-Founder of Minalytix
• Former VP at Century Systems Software and Manager of PMO & IT/IS at
BESTECH
• 15 years of experience in Mining Engineering and Software Product
Development
• Rob Patterson – Co-Founder of Minalytix
• Software product developer and implementation specialist at Century
Systems, Business Analyst and Project Manager at BESTECH
• 13 years of experience in developing and implementing software solutions
4. Our Company
• Minalytix Inc.
• Founded in 2013
• Privately owned.
• Located in Sudbury, Ontario, Canada
• Software development and consulting focused on the Mining & Exploration
Industries
• Offering consulting services to help fund product development.
• Developing commercial products for clients and partners.
• All team members have experience in commercial software product
development.
5. Product Development
The process of taking an IDEA and turning it into a viable PRODUCT and
making sure that PRODUCT aligns with that original IDEA.
6. Typical Product Development Process
Idea Generation Business
Strategy
Idea Screening
&
Market Research
Feature Specification
& Product Design
Product & Process
Development
Testing
&
Verification
Launch Production
Support & Maintenance
7. Typical Product Team Roles
• Visionary
• Product Manager
• Analyst
• Designer
• Programmer / Engineer
• Quality Assurance
• Sales and Marketing
• Support and Maintenance
8. Idea Generation
Who?
• Visionary
• This could be anyone in or outside of
an organization that sees an
opportunity to create or improve
something
• Customers, market, product manager,
employee, suppliers, business
partners, etc.
What / How?
• Write out customer needs
• Brainstorm product issues
• Use R&D
• Review customer complaints
• Research your competition
• Know what`s out there
• Don’t limit possibilities at this point
• Continues through product
development process
9. Idea Screening & Market Research
Who?
• Visionary
• Customers
• Analyst
What / How?
• Talk to your customers and truly
understand their needs
• Develop & evaluate screening
criteria
• Market factors
• Production factors
• Development factors
• Financial factors
• Risk & Cost/Benefit Analysis
10. Who?
• Visionary
• Analyst
• Product Manager
• Understands the market
• Creates relevant documents
• Bridge between all team roles
What / How?
• Write a business plan
• Profitability and market
potential
• Resources required for
development
• Competitor analysis
• Fit with your business profile
Business Strategy
13. Product & Process Development
Who?
• Product Manager
• Programmer / Engineer
What / How?
• Build the product to the
specifications defined
• Adjust as necessary to meet
reality!
• Develop and document
processes and procedures that
produce the best product
14. Testing & Verification
Who?
• Product Manager
• Quality Assurance
What / How?
• Confirm that product meets all
requirements in testing and
verification specification
• Work with development team to
address defects/issues
15. Production
Who?
• Product Manager
• Analyst
What / How?
• Establish a production facility /
line
• Create manuals and other
documentation
• Determining logistics
• Shipping
• Storage
• Sales & Distribution
16. Launch
Who?
• Product Manager
• Customers
• Sales and Marketing
What / How?
• Advertising
• Marketing
• Elevator pitch and sales
collateral
• Re-sellers, distribution channels
• Get it into your customers’
hands
17. Support & Maintenance
Who?
• Customers
• Product Manager
• Quality Assurance
• Analyst
• Engineer / Programmer
What / How?
• Provide avenues for customer
feedback
• Address customer issues
• Inform customers of those issues
• Identify opportunities for
product improvement
19. Our Experience
• All of our experience in product development has been with software
• At Century Systems, we assisted in the development and
implementation of GeoData Management products for the mining
and exploration industries
20. Our Experience with Ideas
• When we started
• The product had been developed specifically for one
customer’s needs
• It cost time and money to re-design the product to meet
the needs of the overall industry
• Lessons learned
• Do your research up front
• Talk to your customers; make sure that you understand your
market
• What we did to get better
• Improved communication and collaboration with customers
through user reviews and conferences
21. Our Experience with Design & Development
• When we started
• Lacked formal requirements and design specifications
• This resulted in the wrong things being built with no way to
determine where things went South
• Lessons learned
• Documentation is key. If it’s not in writing it doesn’t exist
• It takes time to prepare it correctly but IT MUST BE DONE
• What we did to get better
• Introduced formal requirements and technical
specifications templates and enforced their use
22. Our Experience with Testing
• When we started
• We did not have structured test plans
• Introducing new features caused old ones to break
• Lessons learned
• Testing specifications are a must
• Regression testing must be incorporated
• What we did to get better
• Developed a bug and enhancement tracking system
• Introduced test plans to track the issues
23. Our Experience with Support & Maintenance
• When we started
• There were no standard releases – each
customer got the latest set of features
• SUPPORT NIGHTMARE!!!
• Lessons learned
• Product improvements need to be
organized and planned
• Future feature roadmap is important
• What we did to get better
• Established standard releases and service
packs which greatly reduced support
overhead
24. Our Experience – Conclusion
• Despite some hiccups along the way, hard work and perseverance
paid off! The effort was successful and the product was sold in over
45 countries.
• Do your research and planning up front, take the time to write things
down properly, and stick to the plan!
Marketing factors: Potential market size Compatibility of market image with company's product lines Relationship to competing products Compatibility with existing or specified market channels Access to suitable physical distribution systems Fits into an acceptable pricing structure Relationship to promotional methods and resources Marketing resources needed to produce successProduction factors: Compatibility with existing product lines Availability of processing equipment Availability of raw materials and ingredients Availability of technical skills to produce the product Availability of production time Agreement with any legal requirements Cost and availability of new resources requiredDevelopment factors: Knowledge needed for development Available knowledge and skills Available time and human resources Development funds needed and available Compatibility with existing strengths Development difficulties and risks of failureFinancial factors: Compatibility of development costs with financial resources Capital investment resources needed and available Finance needed and available for market launch and ongoing product support Profits or returns on investment required