Presentation from Scrum Gathering Orlando (April 2016) about value mapping and prioritizing from a customer and business perspective using both Kano and ROI analysis using Agile and Scrum principles - Natalie Warnert
www.nataliewarnert.com
A value mapping activity that compares "business" value to "user" value using financial measurements and kano analysis to help prioritize and value features. SGBLR
The document discusses an approach called LEO (Listen, Enrich, Optimize) to achieve delivery excellence. It involves listening to customers and employees, enriching products and services, and continuously optimizing processes. LEO is presented as a sustainable change model to build quality into an organization's DNA. Key steps include understanding resistance, teaching quality methodology, applying it through projects, and communicating progress. The approach aims to make employees feel passionate and accountable by focusing on customer needs, rewarding quality work, and creating an environment for new ideas.
The document provides an overview of the Business Optimization Group and their services for turning around small, medium, and large businesses. Their team members have over 20 years of experience in critical business fields like operations, finance, sales, and marketing. They specialize in assessing problems through root cause analysis, containing costs by reducing unnecessary spending and renegotiating expenses, and increasing revenues through sales and marketing focus. Their process involves short-term action steps and long-term goals like establishing a results-oriented, performance-based culture.
E-commerçants, comment faire la différence avec le marketing automation ? Her...Hervé Bourdon
Hervé BOURDON, resp. Web et Solution PACA, formateur Visiplus, vous donne les clés pour vous différencier grâce à l'autoamtisation de vos actions marketing. Guide des CRM. #ecommerce
Le marketing automation : la méthode qui saura augmenter votre chiffre d’affaires en 6 mois !
Vous cherchez à qualifier de manière concrète vos prospects ? Vous souhaitez entretenir le lien qui vous unit à vos contacts ? Vous désirez gérer automatiquement et précisément vos campagnes marketing ?
Le marketing automation est fait pour vous, il peut augmenter de manière considérable et rapide vos retours sur investissement ! Découvrez ses fonctionnalités et ses avantages !
Value Mapping with Fewer Dollars and more Sense - Natalie Warnert Agile2016Natalie Warnert
Prioritization of work is hard across all levels of the organization. When we focus on feature value, often the first indicator of value is dollars versus effort expended. But what about value that is not realized through dollars? Our customers do not only think in dollars.
By expanding the definition of what value can truly mean, we can normalize, rationalize, and quantify value in new and different ways that make sense to all of our customers. We can assess value across programs as well as engage team members and stakeholders through interactive activities. In a way, it’s like relative sizing to drive values that appeal to many different consumers of your product.
Natalie first demonstrates traditional value estimation (dollars) and the resulting feature map/prioritization. Then, we look at other types of value realization through a team or program level activity using common customer sense. The activity provides participants with hands-on experience estimating and mapping feature value sans dollars on a level playing field. This gives Product Owners and teams a better baseline to align enterprise and program roadmaps with their own team or product priorities - and most importantly what the customer actually values - dollars aside!
This document outlines the steps and objectives for defining the scope of a project. It discusses initial objectives, available resources, flexibility, and implementation plans. It also describes finalizing the project scope statement with stakeholder buy-in, choosing appropriate analysis tools, setting timelines, and conducting a post-mortem review. The overall summary is that this document provides guidance on determining the key parameters and plans for executing a project at a high level.
The document provides guidance on writing successful business cases that can obtain approval and funding. It emphasizes that business cases should be measurable and backed by evidence. Key points include:
- Business cases should justify a project's value, risks, priorities and benefits in a concise yet informative manner (typically 2-3 pages).
- They must demonstrate how the project aligns with organizational strategy and quantify expected financial and non-financial impacts such as increased revenue, cost savings, risk reductions and compliance gains.
- Assumptions should be supported by facts and benefits must be measurable both during and after project implementation through key performance indicators.
- High-quality business cases will consider alternative options, include input from finance and procurement
A value mapping activity that compares "business" value to "user" value using financial measurements and kano analysis to help prioritize and value features. SGBLR
The document discusses an approach called LEO (Listen, Enrich, Optimize) to achieve delivery excellence. It involves listening to customers and employees, enriching products and services, and continuously optimizing processes. LEO is presented as a sustainable change model to build quality into an organization's DNA. Key steps include understanding resistance, teaching quality methodology, applying it through projects, and communicating progress. The approach aims to make employees feel passionate and accountable by focusing on customer needs, rewarding quality work, and creating an environment for new ideas.
The document provides an overview of the Business Optimization Group and their services for turning around small, medium, and large businesses. Their team members have over 20 years of experience in critical business fields like operations, finance, sales, and marketing. They specialize in assessing problems through root cause analysis, containing costs by reducing unnecessary spending and renegotiating expenses, and increasing revenues through sales and marketing focus. Their process involves short-term action steps and long-term goals like establishing a results-oriented, performance-based culture.
E-commerçants, comment faire la différence avec le marketing automation ? Her...Hervé Bourdon
Hervé BOURDON, resp. Web et Solution PACA, formateur Visiplus, vous donne les clés pour vous différencier grâce à l'autoamtisation de vos actions marketing. Guide des CRM. #ecommerce
Le marketing automation : la méthode qui saura augmenter votre chiffre d’affaires en 6 mois !
Vous cherchez à qualifier de manière concrète vos prospects ? Vous souhaitez entretenir le lien qui vous unit à vos contacts ? Vous désirez gérer automatiquement et précisément vos campagnes marketing ?
Le marketing automation est fait pour vous, il peut augmenter de manière considérable et rapide vos retours sur investissement ! Découvrez ses fonctionnalités et ses avantages !
Value Mapping with Fewer Dollars and more Sense - Natalie Warnert Agile2016Natalie Warnert
Prioritization of work is hard across all levels of the organization. When we focus on feature value, often the first indicator of value is dollars versus effort expended. But what about value that is not realized through dollars? Our customers do not only think in dollars.
By expanding the definition of what value can truly mean, we can normalize, rationalize, and quantify value in new and different ways that make sense to all of our customers. We can assess value across programs as well as engage team members and stakeholders through interactive activities. In a way, it’s like relative sizing to drive values that appeal to many different consumers of your product.
Natalie first demonstrates traditional value estimation (dollars) and the resulting feature map/prioritization. Then, we look at other types of value realization through a team or program level activity using common customer sense. The activity provides participants with hands-on experience estimating and mapping feature value sans dollars on a level playing field. This gives Product Owners and teams a better baseline to align enterprise and program roadmaps with their own team or product priorities - and most importantly what the customer actually values - dollars aside!
This document outlines the steps and objectives for defining the scope of a project. It discusses initial objectives, available resources, flexibility, and implementation plans. It also describes finalizing the project scope statement with stakeholder buy-in, choosing appropriate analysis tools, setting timelines, and conducting a post-mortem review. The overall summary is that this document provides guidance on determining the key parameters and plans for executing a project at a high level.
The document provides guidance on writing successful business cases that can obtain approval and funding. It emphasizes that business cases should be measurable and backed by evidence. Key points include:
- Business cases should justify a project's value, risks, priorities and benefits in a concise yet informative manner (typically 2-3 pages).
- They must demonstrate how the project aligns with organizational strategy and quantify expected financial and non-financial impacts such as increased revenue, cost savings, risk reductions and compliance gains.
- Assumptions should be supported by facts and benefits must be measurable both during and after project implementation through key performance indicators.
- High-quality business cases will consider alternative options, include input from finance and procurement
How do we prioritize our product backlog in Hygger.io?Alexander Sergeev
In this presentation, I share how we prioritize our backlog while developing Hygger. The process consists of the following blocks:
1) we formulate goals
2) then choose the metrics to track the movement towards these goals
3) we collect ideas from different sources
4) organize them into a clear structure
5) prioritize ideas using Lean Prioritization (or Value/Cost or Value/Effort)
6) do features scoring
7) write tasks for the features
And that's it! The features can be taken to work as needed.
Feature prioritization strategies can be categorized as either priority-based or score-based. Priority-based strategies explicitly rank features, while score-based strategies assign numerical scores to features. Strategies can also be categorized based on their internal or external focus. Some common strategies include Feature Bucketization, which categorizes features based on business goals; MoSCoW, which classifies features as "Must have", "Should have", etc.; and Story Mapping, which orders features across multiple releases.
The Planning Quality Framework is a collection of tools and techniques that use planning data to help councils understand their development management service performance and benchmark against others. It involves quantitative data like application counts and approval rates, as well as qualitative customer surveys. The framework provides regular reports to give councils insights into the value and quality of their work. It is a low-effort way to focus improvement efforts compared to traditional benchmarking approaches.
The document discusses issues with traditional project management approaches and proposes alternatives focused on continuous delivery of value. It argues that projects have predefined outcomes, timelines and resources which do not reflect the reality of software development. Rather than focusing on project completion dates, the document suggests organizing work into features and prioritizing continuous delivery through small, frequent releases. This allows for adapting to change and failing fast. It also proposes keeping teams together long-term to maintain knowledge and momentum.
PAS - calculating the cost of pre-application servicesPAS_Team
The document discusses calculating costs for pre-application advice in planning. It notes that costing this service requires considering multiple stakeholders and cannot be treated as a purely technical exercise. It then outlines factors to consider like understanding staff costs, determining a productive hourly rate, recovering costs through standard or phased charges, estimating charges based on hours needed, and introducing a schedule with monitoring and capacity management. The document advises supporting staff, negotiating freedom from corporate policies, making pre-application advice a corporate decision, and ensuring any fees have a win-win approach for both the council and customers.
Slides from session 4 of my course in the "Design for Social Business" at Istituto Europeo di Design Milano in spring 2011. The course is experimental, started as a collaboration between IED and Grameen Creative Lab
This document provides an introduction to lean manufacturing principles. It defines lean as an improvement process and philosophy focused on eliminating waste. The eight main categories of waste are described as defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, and excess processing. 5S and standardized work are presented as tools to establish a baseline and reduce unevenness. Just-in-time principles of continuous flow, takt time, pull systems and autonomation are discussed. Continuous improvement is advocated through applying the PDCA cycle to make small, incremental improvements toward clearly defined goals.
Over the past decade, business analysis has found itself increasingly challenged by the widespread adoption of agile methodologies. We’re asked to produce requirements faster and often to take on the role of the “product owner” without the authority we need or an understanding of how the role is supposed to work.
BAs need to move from a focus on developing software requirements to focusing on value realization and process improvement. Fortunately, there’s a set of techniques for doing just that, and ones which are not only compatible with agile methods, but which were the _basis_ for many of them–Lean process improvement.
We’ll show you how to solve the “product owner” problem and develop a vision for your agile projects that delivers real business value, and how to combine ongoing process improvement with software development.
* Learn how to define process improvement goals tied to the delivery of business value
* Find opportunities to eliminate waste in business processes through effective process and technology change
* Integrate ongoing process improvement with agile software development through story mapping
FI_SiliconValleySummer2016_ProductDevelopment_OmarValleCory Wang
JTBD helps companies understand customer needs by defining the "jobs" or key tasks customers want to accomplish. It identifies the steps in each job and determines which needs within each step are most important and unsatisfied. This reveals opportunities for new products or services to better satisfy important customer needs by helping customers complete jobs faster, better, cheaper or more conveniently. JTBD focuses on the outcomes customers care about rather than existing solutions.
Using Cost of Delay to de-scale your organisation through decentralised decis...Michael Fagan
It isn’t enough to break down our portfolio into small pieces and execute them in isolation from one another. We must acknowledge that variance in knowledge work is a fact of life, specialists are scarce, people find new jobs, life happens. Rather than think of an organisation as individual parts to be managed, think of it as a living organism which adapts and responds as a whole.
By empowering people to take decisions based on objective data linked to a shared vision people are not simply playing a game according to a set of rules, they are responsible for the game.
Don Reinertsen in his seminal book "The Principles of Product Development Flow" states:
"If you only quantify one thing, quantify the Cost of Delay. "
In this talk I will present how the Cost of Delay can be derived from data your organisation has lying around how you can super charge decision making speed and consequently the flow of value.
Estimates or #NoEstimates by Enes PelkoBosnia Agile
Do we need estimates? Are the estimates abused so much that they became unusable? There is a new emerging movement behind #NoEstimates that thinks so. But is it for anyone and in any situation?
"Earthsoft Foundation of Guidance (EFG) is working as an NGO/NPO for students - Education & Career
guidance and for Professionals for soft skills enhancements. I am working on speading , sharing
knowledge; experience globally.It has uploaded important presentations at http://myefg.in/downloads.aspx.
Also https://dl.dropbox.com/u/83265908/Links-events.xls has links for all ppt files.
Read http://tl.gd/jm1gh5
Be mentor using your education, knowledge & experience to contribute for a social cause & do conduct
free training/ workshop seeking help of existing platforms like rotary,etc
Kindly spread to your friends.Thank you!
- Earthsoft Foundation of Guidance
Let us make earth little softer..
Quality management, Assurance and control..
"
The document discusses key principles and benefits of Lean, including:
1) Lean aims to eliminate waste from processes to increase value-added time and reduce lead times and cycle times for improved customer satisfaction.
2) Implementing Lean at Dell resulted in significant savings of $12 billion, reduced order-to-ship cycle times from 11 days to 3 days, and increased margins and inventory turns.
3) Lean thinking combines the elimination of waste and continuous improvement to specify value, map value streams, establish flow, implement pull, and work towards perfection.
How to Price Recurring Revenue Services in Your Mobile App BusinessKumulos
This presentation explorex pricing options that lets you right-size services to the individual needs of your clients and build in healthy profit margins for you.
Business Owners will learn:
How to make sure you’re not leaving money on the table and selling yourself cheap, while giving scope for upselling in the future.
Commercial Managers will learn:
How to position and sell recurring revenue services to differentiate your company so you win more mobile app projects and lock in recurring revenue services from day one.
- The document discusses planning in Scrum, noting that while Scrum does not favor long-term detailed plans, it does support planning through events like Sprint Planning and refinement.
- A key part of Scrum is the Product Backlog, which holds all requirements and is prioritized and refined throughout development. Upcoming items are refined to be "ready" for selection in Sprints.
- Sprints are timeboxed iterations where development work is pulled from the Product Backlog to form the Sprint Backlog and goals. Progress is reported through metrics like velocity.
Understanding the impact of correctly evaluating a project. Why do you need to evaluate and how do you evaluate to have an impact.
Consider the importance of evaluation and implications of not evaluating
• Understand the key concepts of evaluation
• Start to look at tools to help you
• Examine practical ways of measuring success
Visit: www.skillsforhealth,org.uk for more information.
Sales Script for Business Process OutsourcingSalesScripter
This sales script summarizes a business process outsourcing product that takes over accounts payable and accounts receivable processes for businesses. It outlines the product features, differentiation, and improvements. It then provides questions to understand customers' pain points around their current AP/AR processes being time-consuming and labor-intensive. An example customer is given who was spending too much time on AP/AR and saw improvements after using the product.
McKonly & Asbury Webinar - LEAN and the Finance and Accounting ProcessMcKonly & Asbury, LLP
We continued our Celebrating 40 Years of Excellence! Webinar Series with a webinar entitled "LEAN and the Finance and Accounting Process" presented by David Blain (Principal) with McKonly & Asbury! Thank you to everyone that attended.
David provided us with a useful understanding of how to use and implement LEAN to enhance the finance and accounting processes within your business. We focused on key concepts of LEAN and tips around how to implement those concepts for improved operational and financial reporting to business leaders, managers, and front line operations personnel.
Check out our Upcoming Events page for news and updates on our future seminars and webinars at www.macpas.com/events.
Getting from $400k to $4m - the Four Biggest Operational Challenges - Gordan TanMAXfocus
Everyone knows it takes a lot of blood, sweat and tears to grow a managed service business and some are more successful than others. Gordon Tan, owner of R & G Technologies and founder of Client Heartbeat knows this more than most having grown his business from a one man operator, to a four million dollar IT services business. In this not to be missed session, he shares real world insights and practical examples into his four biggest operational challenges over the course of this growth and how he overcame them.
This document discusses agile metrics and why they matter. It begins with an introduction to Erik Weber and his background. It then provides a brief history of metrics usage, comparing traditional and agile environments. In traditional environments, metrics were often used punitively with negative effects, while agile focuses on building quality in through practices like definition of done. The document cautions that the only metric that truly matters is customer feedback. It discusses the human side of metrics, like the Hawthorne effect, and suggests focusing on outcomes rather than outputs. Finally, it provides examples of agile metrics like sprint burndowns, velocity, throughput and happiness that can provide value when used appropriately.
AI 101: An Introduction to the Basics and Impact of Artificial IntelligenceIndexBug
Imagine a world where machines not only perform tasks but also learn, adapt, and make decisions. This is the promise of Artificial Intelligence (AI), a technology that's not just enhancing our lives but revolutionizing entire industries.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
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Similar to Houston - We Have a Priority - Natalie Warnert Scrum Gathering Orlando 2016
How do we prioritize our product backlog in Hygger.io?Alexander Sergeev
In this presentation, I share how we prioritize our backlog while developing Hygger. The process consists of the following blocks:
1) we formulate goals
2) then choose the metrics to track the movement towards these goals
3) we collect ideas from different sources
4) organize them into a clear structure
5) prioritize ideas using Lean Prioritization (or Value/Cost or Value/Effort)
6) do features scoring
7) write tasks for the features
And that's it! The features can be taken to work as needed.
Feature prioritization strategies can be categorized as either priority-based or score-based. Priority-based strategies explicitly rank features, while score-based strategies assign numerical scores to features. Strategies can also be categorized based on their internal or external focus. Some common strategies include Feature Bucketization, which categorizes features based on business goals; MoSCoW, which classifies features as "Must have", "Should have", etc.; and Story Mapping, which orders features across multiple releases.
The Planning Quality Framework is a collection of tools and techniques that use planning data to help councils understand their development management service performance and benchmark against others. It involves quantitative data like application counts and approval rates, as well as qualitative customer surveys. The framework provides regular reports to give councils insights into the value and quality of their work. It is a low-effort way to focus improvement efforts compared to traditional benchmarking approaches.
The document discusses issues with traditional project management approaches and proposes alternatives focused on continuous delivery of value. It argues that projects have predefined outcomes, timelines and resources which do not reflect the reality of software development. Rather than focusing on project completion dates, the document suggests organizing work into features and prioritizing continuous delivery through small, frequent releases. This allows for adapting to change and failing fast. It also proposes keeping teams together long-term to maintain knowledge and momentum.
PAS - calculating the cost of pre-application servicesPAS_Team
The document discusses calculating costs for pre-application advice in planning. It notes that costing this service requires considering multiple stakeholders and cannot be treated as a purely technical exercise. It then outlines factors to consider like understanding staff costs, determining a productive hourly rate, recovering costs through standard or phased charges, estimating charges based on hours needed, and introducing a schedule with monitoring and capacity management. The document advises supporting staff, negotiating freedom from corporate policies, making pre-application advice a corporate decision, and ensuring any fees have a win-win approach for both the council and customers.
Slides from session 4 of my course in the "Design for Social Business" at Istituto Europeo di Design Milano in spring 2011. The course is experimental, started as a collaboration between IED and Grameen Creative Lab
This document provides an introduction to lean manufacturing principles. It defines lean as an improvement process and philosophy focused on eliminating waste. The eight main categories of waste are described as defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, and excess processing. 5S and standardized work are presented as tools to establish a baseline and reduce unevenness. Just-in-time principles of continuous flow, takt time, pull systems and autonomation are discussed. Continuous improvement is advocated through applying the PDCA cycle to make small, incremental improvements toward clearly defined goals.
Over the past decade, business analysis has found itself increasingly challenged by the widespread adoption of agile methodologies. We’re asked to produce requirements faster and often to take on the role of the “product owner” without the authority we need or an understanding of how the role is supposed to work.
BAs need to move from a focus on developing software requirements to focusing on value realization and process improvement. Fortunately, there’s a set of techniques for doing just that, and ones which are not only compatible with agile methods, but which were the _basis_ for many of them–Lean process improvement.
We’ll show you how to solve the “product owner” problem and develop a vision for your agile projects that delivers real business value, and how to combine ongoing process improvement with software development.
* Learn how to define process improvement goals tied to the delivery of business value
* Find opportunities to eliminate waste in business processes through effective process and technology change
* Integrate ongoing process improvement with agile software development through story mapping
FI_SiliconValleySummer2016_ProductDevelopment_OmarValleCory Wang
JTBD helps companies understand customer needs by defining the "jobs" or key tasks customers want to accomplish. It identifies the steps in each job and determines which needs within each step are most important and unsatisfied. This reveals opportunities for new products or services to better satisfy important customer needs by helping customers complete jobs faster, better, cheaper or more conveniently. JTBD focuses on the outcomes customers care about rather than existing solutions.
Using Cost of Delay to de-scale your organisation through decentralised decis...Michael Fagan
It isn’t enough to break down our portfolio into small pieces and execute them in isolation from one another. We must acknowledge that variance in knowledge work is a fact of life, specialists are scarce, people find new jobs, life happens. Rather than think of an organisation as individual parts to be managed, think of it as a living organism which adapts and responds as a whole.
By empowering people to take decisions based on objective data linked to a shared vision people are not simply playing a game according to a set of rules, they are responsible for the game.
Don Reinertsen in his seminal book "The Principles of Product Development Flow" states:
"If you only quantify one thing, quantify the Cost of Delay. "
In this talk I will present how the Cost of Delay can be derived from data your organisation has lying around how you can super charge decision making speed and consequently the flow of value.
Estimates or #NoEstimates by Enes PelkoBosnia Agile
Do we need estimates? Are the estimates abused so much that they became unusable? There is a new emerging movement behind #NoEstimates that thinks so. But is it for anyone and in any situation?
"Earthsoft Foundation of Guidance (EFG) is working as an NGO/NPO for students - Education & Career
guidance and for Professionals for soft skills enhancements. I am working on speading , sharing
knowledge; experience globally.It has uploaded important presentations at http://myefg.in/downloads.aspx.
Also https://dl.dropbox.com/u/83265908/Links-events.xls has links for all ppt files.
Read http://tl.gd/jm1gh5
Be mentor using your education, knowledge & experience to contribute for a social cause & do conduct
free training/ workshop seeking help of existing platforms like rotary,etc
Kindly spread to your friends.Thank you!
- Earthsoft Foundation of Guidance
Let us make earth little softer..
Quality management, Assurance and control..
"
The document discusses key principles and benefits of Lean, including:
1) Lean aims to eliminate waste from processes to increase value-added time and reduce lead times and cycle times for improved customer satisfaction.
2) Implementing Lean at Dell resulted in significant savings of $12 billion, reduced order-to-ship cycle times from 11 days to 3 days, and increased margins and inventory turns.
3) Lean thinking combines the elimination of waste and continuous improvement to specify value, map value streams, establish flow, implement pull, and work towards perfection.
How to Price Recurring Revenue Services in Your Mobile App BusinessKumulos
This presentation explorex pricing options that lets you right-size services to the individual needs of your clients and build in healthy profit margins for you.
Business Owners will learn:
How to make sure you’re not leaving money on the table and selling yourself cheap, while giving scope for upselling in the future.
Commercial Managers will learn:
How to position and sell recurring revenue services to differentiate your company so you win more mobile app projects and lock in recurring revenue services from day one.
- The document discusses planning in Scrum, noting that while Scrum does not favor long-term detailed plans, it does support planning through events like Sprint Planning and refinement.
- A key part of Scrum is the Product Backlog, which holds all requirements and is prioritized and refined throughout development. Upcoming items are refined to be "ready" for selection in Sprints.
- Sprints are timeboxed iterations where development work is pulled from the Product Backlog to form the Sprint Backlog and goals. Progress is reported through metrics like velocity.
Understanding the impact of correctly evaluating a project. Why do you need to evaluate and how do you evaluate to have an impact.
Consider the importance of evaluation and implications of not evaluating
• Understand the key concepts of evaluation
• Start to look at tools to help you
• Examine practical ways of measuring success
Visit: www.skillsforhealth,org.uk for more information.
Sales Script for Business Process OutsourcingSalesScripter
This sales script summarizes a business process outsourcing product that takes over accounts payable and accounts receivable processes for businesses. It outlines the product features, differentiation, and improvements. It then provides questions to understand customers' pain points around their current AP/AR processes being time-consuming and labor-intensive. An example customer is given who was spending too much time on AP/AR and saw improvements after using the product.
McKonly & Asbury Webinar - LEAN and the Finance and Accounting ProcessMcKonly & Asbury, LLP
We continued our Celebrating 40 Years of Excellence! Webinar Series with a webinar entitled "LEAN and the Finance and Accounting Process" presented by David Blain (Principal) with McKonly & Asbury! Thank you to everyone that attended.
David provided us with a useful understanding of how to use and implement LEAN to enhance the finance and accounting processes within your business. We focused on key concepts of LEAN and tips around how to implement those concepts for improved operational and financial reporting to business leaders, managers, and front line operations personnel.
Check out our Upcoming Events page for news and updates on our future seminars and webinars at www.macpas.com/events.
Getting from $400k to $4m - the Four Biggest Operational Challenges - Gordan TanMAXfocus
Everyone knows it takes a lot of blood, sweat and tears to grow a managed service business and some are more successful than others. Gordon Tan, owner of R & G Technologies and founder of Client Heartbeat knows this more than most having grown his business from a one man operator, to a four million dollar IT services business. In this not to be missed session, he shares real world insights and practical examples into his four biggest operational challenges over the course of this growth and how he overcame them.
This document discusses agile metrics and why they matter. It begins with an introduction to Erik Weber and his background. It then provides a brief history of metrics usage, comparing traditional and agile environments. In traditional environments, metrics were often used punitively with negative effects, while agile focuses on building quality in through practices like definition of done. The document cautions that the only metric that truly matters is customer feedback. It discusses the human side of metrics, like the Hawthorne effect, and suggests focusing on outcomes rather than outputs. Finally, it provides examples of agile metrics like sprint burndowns, velocity, throughput and happiness that can provide value when used appropriately.
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During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
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TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
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HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
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Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Goodbye Windows 11: Make Way for Nitrux Linux 3.5.0!SOFTTECHHUB
As the digital landscape continually evolves, operating systems play a critical role in shaping user experiences and productivity. The launch of Nitrux Linux 3.5.0 marks a significant milestone, offering a robust alternative to traditional systems such as Windows 11. This article delves into the essence of Nitrux Linux 3.5.0, exploring its unique features, advantages, and how it stands as a compelling choice for both casual users and tech enthusiasts.
Goodbye Windows 11: Make Way for Nitrux Linux 3.5.0!
Houston - We Have a Priority - Natalie Warnert Scrum Gathering Orlando 2016
1. Houston, we have a priority!
Natalie Warnert
Scrum Gathering Orlando #sgfla
April 18, 2016
2. Agenda
• Natalie’s background
• The fight for priority – org levels
• Traditional value measurement
• Activity 1 & debrief
• Customer value measurement
• Activity 2 & debrief
• Bringing it all together
• Questions
5. The fight for priority
• This is more valuable than that!
• Priority can look very different at different
levels of the organization
6. The fight for priority - Portfolio
• Long term roadmaps
• Strategy
• Performance objectives
• Funding allocation
7. The fight for priority - Portfolio
• Long term roadmaps
• Strategy
• Performance objectives
• Funding allocation
• Strength: ROI
• Deficiency: being laser focused
8. The fight for priority - Program
• Roadmap alignment
• Features
– Top down
– Laterally
– Bottom up
• Dependency management
• Funding project/teams
9. The fight for priority - Program
• Roadmap alignment
• Features
– Top down
– Laterally
– Bottom up
• Dependency management
• Funding projects/teams
• Strength: value stream
• Deficiency: trying to find the right balance
10. The fight for priority - Team
• Team roadmap
– Enhancements
– New functionality
– Tech debt
– Defects
– Dependencies
• Constraints
11. The fight for priority - Team
• Team roadmap
– Enhancements
– New functionality
– Tech debt
– Defects
– Dependencies
• Constraints
• Strength: customer factors
• Deficiency: the bigger picture
12. Brainstorming Activity: 5 min
• What issues have you noticed between
priority valuation at different levels of the
organization?
• Who usually ”wins” and “loses” these
discussions?
14. Traditional Value Measurement –
Return on Investment
• ROI
– Net profit/cost of investment = ROI
– OR… how much can we profit from this
investment (percentage)?
– Tangible
15. Traditional Value Measurement –Cost of
Delay
• Cost of Delay – what is the cost of having
NOT done this? [value + urgency + risk
reduction & opportunity enablement]
16. Traditional Value Measurement –Cost of
Delay
• Cost of Delay – what is the cost of having
NOT done this? [value + urgency + risk
reduction & opportunity enablement]
• If we have an equal cost of delay pick the
shortest job first
Feature Cost of Delay Duration
A $2 2
B $2 1
17. Traditional Value Measurement –Cost of
Delay
• Cost of Delay – what is the cost of having NOT
done this? [value + urgency + risk reduction &
opportunity enablement]
• If we have an equal cost of delay pick the
shortest job first
• If we have an equal duration pick highest CoD
Feature Cost of Delay Duration
A $2 2
C $1 2
18. Traditional Value Measurement –Cost of
Delay
• Cost of Delay – what is the cost of having
NOT done this? [value + urgency + risk
reduction/opportunity enablement]
• What if it’s not one or the other?
Feature Cost of Delay Duration
A $2 2
B $2 1
C $1 2
19. Traditional Value Measurement –Cost of
Delay
• Cost of Delay – what is the cost of having
NOT done this?
• Weighted shortest job first (WSJF)
• Implementation and decision to use CD3 =
CoD/Duration
Feature Cost of Delay Duration CD3 = CoD/Duration
A $2 2 1
B $2 1 2
C $1 2 1/2
20. Traditional Value Measurement –Cost of
Delay
• Cost of Delay – what is the cost of having
NOT done this?
• Weighted shortest job first (WSJF)
• Implementation and decision to use CD3 =
CoD/Duration
Feature Cost of Delay Duration CD3 = CoD/Duration
A $2 2 1
B $2 1 2
C $1 2 1/2
21. Activity – 10 minutes
• Prioritize the work items into a program
roadmap based on monetary measures only
• Incorporate Cost of Delay, Duration,
Weighted Shortest Job First, and ROI
• Left = lower value
• Right = higher value
Lower Value Higher Value
22. Activity Debrief
• What was difficult about the activity?
• What were the first few items in your
prioritization order? Last few?
• How realistic is it to get everything done?
• Which scope would likely get cut?
• What was missing from the conversation
about priority and valuation?
• Take a picture of your priority arrangement.
24. Traditional Value Management
• WSJF is important, but not as important as
how we calculate it
• Cost of Delay [value + urgency + risk
reduction/opportunity enablement]
25. Traditional Value Management
• WSJF is important, but not as important as
how we calculate it
• Cost of Delay [value + urgency + risk
reduction/opportunity enablement]
• And duration…
26. Traditional Value Management
• WSJF is important, but not as important as
how we calculate it
• Cost of Delay [value + urgency + risk
reduction/opportunity enablement]
• And duration…
• But it’s an estimation at best
27. Traditional Value Management
• WSJF is important, but not as important as how
we calculate it
• Cost of Delay [value + urgency + risk
reduction/opportunity enablement]
• And duration…
• But it’s an estimation at best
• And when we estimate in a box (especially with
money), we are more often than not WRONG
29. Customer Value Measurement
• But the customer does not care about value as
a measure
• Customer thinks of value as:
val·ue
/ˈvalyo͞o/
Noun
1. the regard that something is held to deserve; the importance, worth, or
usefulness of something.
“this product is of great value”
Synonyms: worth, usefulness, advantage, benefit, gain, good, help, merit
www.google.com
31. Customer Value Measurement
• As a…I want…so that…
• As a customer/user/subscriber…
• I want [certain functionality]
• So that I can do something that is valuable
to me and gain satisfaction by doing it
32. Customer Value Measurement
• As a…I want…so that…
• As a customer/user/subscriber…
• I want [certain functionality]
• So that I can do something that is valuable to me and
gain satisfaction by doing it
– Ease, time-saving
– Unique/new/differentiating
– NOT so that the company can make money off of me
• Intangible
33. Customer Value Measurement
• Customer cost of delay
– What I NEED to do (basic/threshold)
– What I WANT to do (performance)
– What I haven’t thought to do yet
(delight/excite)
36. Customer Value Measurement - Kano
Very Satisfied
Very Dissatisfied
Need FulfilledNeed Unfulfilled
Basic
Performance
37. Customer Value Measurement - Kano
Very Satisfied
Very Dissatisfied
Need FulfilledNeed Unfulfilled
Basic
Performance
Delight
38. Customer Value Measurement - Kano
Very Satisfied
Very Dissatisfied
Need FulfilledNeed Unfulfilled
Time
Basic
Performance
Delight
39. Activity 2 – 10 minutes
• Move feature cards ONLY vertically based on customer value factors
• Discuss which buckets each feature could fit into based on what the customer
values
Lower Value Higher Value
Delight: Don’t know I want
Performance: I WANT
Basic: I NEED
40. Activity 2 – Debrief
• Which features are now the most important
customer value factored in?
• Which features are more likely to be lower
in priority?
43. ROI vs. Kano
(Money vs. Feeling)
Very
Satisfied
Very
Dissatisfied
Need
Unfulfilled Time
Basic
Performance
Delight
ROI (Valuation =
Money)
Kano (Value = Feeling)Vs.
Value
Cost
44. ROI vs. Kano
(Money vs. Feeling)
Very
Satisfied
Very
Dissatisfied
Need
Unfulfilled Time
Basic
Performance
Delight
ROI (Valuation =
Money)
Kano (Value = Feeling)Vs.
Value
Cost
45. ROI vs. Kano
(Money vs. Feeling)
Very
Satisfied
Very
Dissatisfied
Need
Unfulfilled Time
Basic
Performance
Delight
ROI (Valuation =
Money)
Kano (Value = Feeling)Vs.
Value
Cost
46. ROI vs. Kano
(Money vs. Feeling)
Very
Satisfied
Very
Dissatisfied
Need
Unfulfilled Time
Basic
Performance
Delight
ROI (Valuation =
Money)
Kano (Value = Feeling)Vs.
Program (value stream)
Value
Cost
48. Wrap Up
• Value is both a verb and a noun (like Agile)
• Think about making money and the
customer – balance between importance
• Development tier (level) can help influence
decisions
Prevent crashes
Limited resources of time and money.
-Has anyone experienced this type of thing
Stability, security, and flashiness. We work the entire year to build up the site and then at the busiest time turn off a lot of the new functionality to improve performance and prevent issues.
Ended up with a list of 30 critical defects and had to choose which ones we would be allowed to fix and get into the final builds of the freeze (which were pushed off a few extra days). At that point,
how do we justify the value?
defects differently than we looked at new functionality in general.
So we looked at what was important for the freeze – security, stability, executive investment/interest, moron factor (spelling error on cart page)…this was a new way to look at what NEEDS to be done – why can’t it expand to program level roadmaps? Is it always about dollars earned? Dollars saved? No – there are many other things to consider…
We will always have conflict on what is the most important as long as we have finite resources. How often have you had a sprint or PI planned and then something “happens” or someone gets an idea or another business does something we need to keep up with?
There are different goals and motivations driving what should be “one” strategy, but it never is a single strategy.
Product owner, other product owners, tech leads, product manager, architects, executives
Chicken and egg question? Do we make money and invest it to make the customer happy or do we make the customer happy and therefore we make money? Different areas in the development stack look at value differently.
Value return to the company
Where is the money coming from and going to--- disconnect with what is actually being built on the ground/team level
Where should I invest this money? What features should I buy from which teams? What product line is doing well and should we invest in? Those lines that are performing the best and are probably focusing on their users so that makes for a difficult decision – feed those teams or invest in teams that are not doing as well? Finite resources drive the need to make these decisions.
Laser focus and understanding the lower level issues that are contributing to some of the priority discussion we see at a higher level. Constraints that teams feel are not felt at the portfolio level – they are usually extrapolated and are harder to get to the root issue (example? Dependencies between teams, arch/infra constraints, devops and RM issues)
They do not understand how their actions impact and disrupt at the program and team level – reprioritizing of features,
pet projects,
needing to “see” to believe, not attending demos and then later trying to incorporate feedback – all of this delays value delivery.
Level does not exist in most companies – can utilize collective personas (JTBD and user journeys). They can see the picture at multiple levels and understand what is driving value and what is not but often get stuck resolving most disagreements and managing expectations
Discuss – ORV wants to know where their money will be spent and how much of a feature they will be funding and when they will see it
-PG & A does not put in enough money but their features need to be done first from a program and product dependency perspective.
This is often shown at the program level and directly affects team and portfolio, program is stuck in the middle
Budgeting and funding decisions are leading to poor directional decisions based on short term returns and a less than ideal user experience
Poor budgeting models based on funding projects v. teams can contribute to this issue of building the wrong thing and not managing expectations
Can understand and see how things are implemented
the value they could bring as well as
managing the expectations of many different levels in the organization.
It is difficult to balance expectations, budget, and value, though as things are constantly changing.
Teams are at the close level. They know what is being built and how it will affect the customer (or how it will not). They know how it will affect themselves.
Often teams feel the constraints very closely because they feel the need to deliver everything because priority decisions cannot happen. Or when priorities change there is a lot of throw away work.
How many times is the solution “hacked” together? How many times does it “work on my local machine?” Does it work for one area and not integrate with other solutions or with other things? How many firedrills when another team did something similar or is thinking about doing something similar?
Can translate the value to persona – sometimes cannot see the entire picture and how it relates to the business
Are they discussions at all?
3:55
Noun: regard that something is held to deserve, worth, usefulness
Verb: valued at – estimate the monetary worth
Run the business
Tangible makes us feel safe – we can assign a number to it, even if it is a wrong number
How often have you heard “just put a number on it?” How often have you said it? How often have you needed to make some numbers match or look profitable, successful, efficient, effective
How much will we lose if we wait (opportunity cost)
Value – cust and business
Urgency – is there a deadline? Regulation? Event?
RR – is this something that is risky? Competition? Some event (e.g. Holiday)
OE – competition? Is there a window? (First to have something, need to match or beat someone else – also urgency).
B
A
WSJF is the implementation of CD3 and the decision to use
SAFe and Lean implementation
Assuming WIP = 1
Pick highest CD3 or WSJF
4:05 activity start
4:15 activity complete
4:20
Should there be one “right answer”? Probably not. Should make some of the features the same or close WSJF and CoD? – check on this?
Gives us the most value for the least effort to:
Gives our customer the most value for the least effort…
Tangible = blame, we feel wrong, are we punished? What about how the customer feels?
Often the components are forgotten about for CoD
Look to do something else with the greater than/less than sign – maybe add descriptor in front of/behind value and then effort?
Tangible = blame, we feel wrong, are we punished? What about how the customer feels?
What is lost…? The actual reality of what could happen
Gives us the most value for the least effort to:
Gives our customer the most value for the least effort…
Look to do something else with the greater than/less than sign – maybe add descriptor in front of/behind value and then effort?
Tangible = blame, we feel wrong, are we punished? What about how the customer feels?
Time
Risk
Scope
Value
What is lost…?
Gives us the most value for the least effort to:
Gives our customer the most value for the least effort…
Look to do something else with the greater than/less than sign – maybe add descriptor in front of/behind value and then effort?
Tangible = blame, we feel wrong, are we punished? What about how the customer feels?
But it feels good because it’s tangible = blame, we feel wrong, are we punished?
This estimate was wrong, we were wrong, we spent too much, took too much time, didn’t get the results.
What about how the customer feels?
Value to the company as a measure. In most cases…
The ”so that” is not usually so that the company I’m paying can make money. It’s so I can do something. The value is me doing something – the value is a thing, not an amount/measure.
Though that is usually what happens because that is how the company stays in business. But it is not the first thought of the customer.
Intangible and hard to assign a number to…
Retail example…
Here is where I tell the story about the auto save…Moron factor
Tech debt also fits here – the customer doesn’t notice if we do, but they notice if we don’t
Needs to balance because we can only do so much before it becomes a loss and levels out
What is a performance feature? Filter, ISPU
Apple Pay – maybe this doesn’t make us a ton of money yet, but if differentiates us
Time: it becomes commonplace after time and delights/performance turn into base expectations…search, save example, pay with something other than a credit card (before paypal you needed to have a credit card – teenager story when I had to beg to use a credit card to buy things online)
Add diagram of where factors are here…
Explain why I valuated these in this way. Delights – can be a differentiator or can flop, but if you don’t have basic needs met they mean nothing.
Start at 4:30
End at 4:40
4:45 move on
What order were they actually implemented in?
ISPU, Save, Save for Later, filters
Required Accessories
ApplePay
Gift packaging
Responsive
What happens when we only look at one? We miss the whole picture (portfolio and team)
How do I talk about ROI graph? Is it necessary? Should probably label axis…
But what about those damn executive pet projects?? How do we show this to folks that are not into cards and valuation in this way?
Where do I add relative estimation into this?
Add image here – label with what the lines are called… Eric
But what about those damn executive pet projects?? How do we show this to folks that are not into cards and valuation in this way?
Where do I add relative estimation into this?
Add image here – label with what the lines are called… Eric
But what about those damn executive pet projects?? How do we show this to folks that are not into cards and valuation in this way?
Where do I add relative estimation into this?
Add image here – label with what the lines are called… Eric
But what about those damn executive pet projects?? How do we show this to folks that are not into cards and valuation in this way?
Where do I add relative estimation into this?
Bring this back around – needed to look at not just what is going to make us money, but also what customers want/need and what will keep the site up and stable. It needs to balance out and by admitting we cannot do everything we are making one step toward progress.
Fixed about the top 8 defects and site did not go down.