In this presentation I tell why selling agile without a goal is nonsense and why agile pilots fail so often from biz point of view. I presented these slides in Turku Agile Day 2010.
This document summarizes a typical day in the life of a product manager. It begins by outlining some of the key responsibilities of a product manager, which include helping their team and company, shipping products to users, ensuring they ship the right product for their users. It then describes a sample daily schedule, which involves strategic planning, project management, communicating, customer interactions, data analysis and meetings. It also notes that every day can be different. The document concludes by discussing some of the traits of a great product manager.
This document provides an introduction to Agile methodology. It discusses how Agile addresses problems in software development like lack of predictability, transparency, and responsiveness to change. It then defines what Agile is from a mindset, values, and principles perspective. It also outlines some popular Agile flavors like Scrum, Kanban, SAFe, and XP. Finally, it walks through what a day or sprint looks like for a Scrum team, including roles, artifacts, meetings, and how stories are planned and tracked on a Scrum board. The overall document serves to introduce the core concepts and promise of Agile software development.
Process visualisation - step-by-step - by Natalie Yadrentseva - Kanban Day 2015French Kanban User Group
The document discusses process visualization and mapping processes to improve project management. It recommends defining the workflow, responsibilities, and metrics for different levels of work to identify bottlenecks and track progress. Process visualization can be done manually with diagrams or digitally with project management software to provide different views of processes and data tailored to each role.
The document discusses becoming an agile organization and focuses on employee happiness. It notes that happiness is influenced 50% by our set point, 10% by circumstances, and 40% by intentional activities. Happiness is important because it leads to greater health, productivity, and social support. The document suggests cultivating happiness through collaboration, meditation, and pursuing objectives and key results (OKRs).
Kanban's 3 Agendas (London Lean Kanban Day)David Anderson
When introducing the Kanban Method coaches and consultants have 3 specific agendas that resonate with people at different levels within a business: survivability; service-orientation; and sustainability. This presentations explains what they are, why they matter and who they affect.
The document discusses six strategies for Lean-Agile transformation: skills-first, needs-first, team-first, improvement-driven, alignment-driven, and purpose-driven. It also discusses the concept of servant leadership, which involves serving the team, purpose, and process. Common pitfalls of the strategies include failing to address needs, lack of alignment, and not connecting people to the organization's purpose. The strategies aim to help organizations sustain Lean-Agile practices through skills development, continuous improvement, effective feedback loops, and alignment with values and mission.
Tech Talk: Agile 101: Day in the Life of an Agile TeamCA Technologies
The document describes a typical day in the life of an Agile team. It discusses the various ceremonies and activities teams use, including big room planning, iteration planning, daily standups, collaboration, demos, and retrospectives. Each ceremony and activity is briefly described in 1-2 sentences. Recommended additional Agile sessions are also listed.
Sigi Kaltenecker´s talk on evolutionary change management and leadership given at the LKCE13 conference in Hamburg, the ISO workshop in Vienna and the SUGSA meeting in Johannesburg (November 2013).
This document summarizes a typical day in the life of a product manager. It begins by outlining some of the key responsibilities of a product manager, which include helping their team and company, shipping products to users, ensuring they ship the right product for their users. It then describes a sample daily schedule, which involves strategic planning, project management, communicating, customer interactions, data analysis and meetings. It also notes that every day can be different. The document concludes by discussing some of the traits of a great product manager.
This document provides an introduction to Agile methodology. It discusses how Agile addresses problems in software development like lack of predictability, transparency, and responsiveness to change. It then defines what Agile is from a mindset, values, and principles perspective. It also outlines some popular Agile flavors like Scrum, Kanban, SAFe, and XP. Finally, it walks through what a day or sprint looks like for a Scrum team, including roles, artifacts, meetings, and how stories are planned and tracked on a Scrum board. The overall document serves to introduce the core concepts and promise of Agile software development.
Process visualisation - step-by-step - by Natalie Yadrentseva - Kanban Day 2015French Kanban User Group
The document discusses process visualization and mapping processes to improve project management. It recommends defining the workflow, responsibilities, and metrics for different levels of work to identify bottlenecks and track progress. Process visualization can be done manually with diagrams or digitally with project management software to provide different views of processes and data tailored to each role.
The document discusses becoming an agile organization and focuses on employee happiness. It notes that happiness is influenced 50% by our set point, 10% by circumstances, and 40% by intentional activities. Happiness is important because it leads to greater health, productivity, and social support. The document suggests cultivating happiness through collaboration, meditation, and pursuing objectives and key results (OKRs).
Kanban's 3 Agendas (London Lean Kanban Day)David Anderson
When introducing the Kanban Method coaches and consultants have 3 specific agendas that resonate with people at different levels within a business: survivability; service-orientation; and sustainability. This presentations explains what they are, why they matter and who they affect.
The document discusses six strategies for Lean-Agile transformation: skills-first, needs-first, team-first, improvement-driven, alignment-driven, and purpose-driven. It also discusses the concept of servant leadership, which involves serving the team, purpose, and process. Common pitfalls of the strategies include failing to address needs, lack of alignment, and not connecting people to the organization's purpose. The strategies aim to help organizations sustain Lean-Agile practices through skills development, continuous improvement, effective feedback loops, and alignment with values and mission.
Tech Talk: Agile 101: Day in the Life of an Agile TeamCA Technologies
The document describes a typical day in the life of an Agile team. It discusses the various ceremonies and activities teams use, including big room planning, iteration planning, daily standups, collaboration, demos, and retrospectives. Each ceremony and activity is briefly described in 1-2 sentences. Recommended additional Agile sessions are also listed.
Sigi Kaltenecker´s talk on evolutionary change management and leadership given at the LKCE13 conference in Hamburg, the ISO workshop in Vienna and the SUGSA meeting in Johannesburg (November 2013).
Mashing up customers, users, product and businessMarko Taipale
The document discusses customer and product development using an agile approach. It emphasizes starting with the customer to identify problems, then developing minimum viable products to validate solutions fit the problems. Each step involves validation, whether validating the customer has a problem, the solution fits the problem, or there is a market for the product. Tools like lean canvases and validation boards help share understanding and co-create. The process is iterative, refining the product based on frequent customer feedback to maximize learning.
How do we use lean startup in service developmentMarko Taipale
The document discusses using Lean Startup methodology in service development. It explains that there are three levels of knowing: build-measure-learn. Lean Startup involves developing both the business model and customers through experiments and validation. All projects start with concepts which are developed into business models and hypotheses to be tested. Customer development focuses on problem-solution fit through experiments conducted outside the office with customers. The key is to iterate based on lessons learned from validating assumptions and hypotheses.
Osaaminen uuden yrityksen johtajan näkökulmastaMarko Taipale
Esitys johtamisen osaamisesta. Esitetty 28.5.2013 Johtamisen kehittämisverkoston johtoryhmän työseminaarissa (Johtamisverkosto ja Sosiaali- ja Terveysministeriö)
Marko Taipale shares stories from coaching companies through agile adoption challenges. The first story describes helping a subcontractor deliver a project on time by analyzing 600 use cases and improving delivery from 100 to 25 months. The second story addresses misaligned goals between development and sales causing performance issues. The third story shows improving a gaming company's time to market from 24 to 3 months by optimizing the whole product development system rather than just individual teams. Lessons focus on analyzing systems holistically and aligning incentives rather than blaming individuals.
Product Owners, Santa and other GoblinsMarko Taipale
The document discusses the role of a product owner (PO) and proposes an alternative approach. It suggests that rather than having a single PO, an organization should take a system-centric view and:
1) Create a customer development team to understand customer value and validate what to build.
2) Connect this team to the development team to understand costs.
3) Ensure the customer development team consists of and meets with stakeholders to understand risks by studying the market and getting feedback from the development team.
4) This approach avoids bottlenecks and allows for more communication and innovation compared to relying only on a single PO role.
From a concept to viable business — How do we know if we are building the rig...Marko Taipale
This document discusses building the right product by focusing on problem/solution fit, business model/market fit, hypothesis/experiment fit, and user needs/service fit. It emphasizes the importance of validating your concepts by talking to customers and measuring results rather than assuming you know requirements. The key steps outlined are drawing a business model canvas, stating hypotheses to test, and getting customer feedback through discovery and validation. Pivoting based on learnings is important rather than prematurely scaling execution without verifying the business model. Overall the message is to interface business, design and engineering to create successful businesses by making the business the driver.
This document describes several case studies involving companies transitioning to more agile ways of working.
The first case study involves an international gaming company that was trying to speed up product development. Mapping their entire value stream and showing areas of waste and delay helped them transition to Scrum and reduce their time-to-market from 24 months to 3 months.
The second case study involves a software product company that was just starting to adopt Scrum. Mapping out their current roles and processes revealed a lack of clear responsibilities that was causing confusion and delays. Introducing a Chief Product Owner role helped clarify responsibilities and align the various teams.
The third case study involves a company that was developing a new way of working to
How to be a Lean Product Developer? @Agile Riga Day 2012Marko Taipale
The document provides guidance for lean product development. It recommends:
1. Validating business ideas through customer development and getting feedback to turn ideas into a series of testable hypotheses rather than guesses.
2. Building software faster using techniques like acceptance test-driven development (ATDD) and just-in-time architecture to minimize waste and inventory in the development process.
3. Measuring key metrics to understand customer needs and prioritize features, determine when requirements are met, and track progress over time.
Maneuver Warfare and Other Badass Habits of a Lean Product Developer Marko Taipale
This document discusses how to become a lean product developer by adopting habits that focus on efficiency and continuous learning. It recommends "leaning" business ideas through customer validation, building solutions faster or not at all using just-in-time implementation, and continuously measuring what matters to optimize the system and throw away waste. The document emphasizes learning by getting customer feedback, formulating hypotheses to test, using A3 problem solving templates, and shipping solutions frequently to learn from real-world use. The overall message is that respecting people, understanding purpose, improving continuously, and engaging customers are key habits of lean product development.
Provocation to the Product Owner challenge - Agile Coaching CircleMarko Taipale
The document discusses challenges with the Product Owner (PO) role in Scrum and Agile processes. It questions whether the single PO model is effective given the amount of information and responsibilities. It also questions what happens between understanding customer needs and generating the product vision and backlog. Additionally, it argues that Agile methods sometimes marginalize understanding the business and customer needs upstream of product development. The document advocates for more learning and direct customer interaction rather than relying solely on the PO as a single point of contact. It poses several questions about how organizations implement the PO role and manage product strategy.
The document describes an Agile consulting and coaching circle that meets monthly for 2.5 hours. Each gathering includes a 20 minute peer coaching session where one person receives feedback, a topic introduction and discussion, and a retrospective and backlog grooming. The circle is meant for sharing and learning in an open group format. Facilitator contact information is provided for questions, ideas or contributions.
This is the presentation I gave at LESS2010 on 18th of Oct in 2010. The deck describes how we do lean product development and customer development and what are the current results.
Lean Startup for AaltoES Summer of StartupsMarko Taipale
The document discusses lean startup principles and how they were applied at Nextdoor.fi. It describes how Nextdoor used short development cycles, frequent releases, customer feedback, and minimum viable products to build their service iteratively while minimizing unused features. They were able to develop and maintain the site with no testers or full-time developers through techniques like continuous delivery, daily backups and reporting, and keeping the product queue small.
Mashing up customers, users, product and businessMarko Taipale
The document discusses customer and product development using an agile approach. It emphasizes starting with the customer to identify problems, then developing minimum viable products to validate solutions fit the problems. Each step involves validation, whether validating the customer has a problem, the solution fits the problem, or there is a market for the product. Tools like lean canvases and validation boards help share understanding and co-create. The process is iterative, refining the product based on frequent customer feedback to maximize learning.
How do we use lean startup in service developmentMarko Taipale
The document discusses using Lean Startup methodology in service development. It explains that there are three levels of knowing: build-measure-learn. Lean Startup involves developing both the business model and customers through experiments and validation. All projects start with concepts which are developed into business models and hypotheses to be tested. Customer development focuses on problem-solution fit through experiments conducted outside the office with customers. The key is to iterate based on lessons learned from validating assumptions and hypotheses.
Osaaminen uuden yrityksen johtajan näkökulmastaMarko Taipale
Esitys johtamisen osaamisesta. Esitetty 28.5.2013 Johtamisen kehittämisverkoston johtoryhmän työseminaarissa (Johtamisverkosto ja Sosiaali- ja Terveysministeriö)
Marko Taipale shares stories from coaching companies through agile adoption challenges. The first story describes helping a subcontractor deliver a project on time by analyzing 600 use cases and improving delivery from 100 to 25 months. The second story addresses misaligned goals between development and sales causing performance issues. The third story shows improving a gaming company's time to market from 24 to 3 months by optimizing the whole product development system rather than just individual teams. Lessons focus on analyzing systems holistically and aligning incentives rather than blaming individuals.
Product Owners, Santa and other GoblinsMarko Taipale
The document discusses the role of a product owner (PO) and proposes an alternative approach. It suggests that rather than having a single PO, an organization should take a system-centric view and:
1) Create a customer development team to understand customer value and validate what to build.
2) Connect this team to the development team to understand costs.
3) Ensure the customer development team consists of and meets with stakeholders to understand risks by studying the market and getting feedback from the development team.
4) This approach avoids bottlenecks and allows for more communication and innovation compared to relying only on a single PO role.
From a concept to viable business — How do we know if we are building the rig...Marko Taipale
This document discusses building the right product by focusing on problem/solution fit, business model/market fit, hypothesis/experiment fit, and user needs/service fit. It emphasizes the importance of validating your concepts by talking to customers and measuring results rather than assuming you know requirements. The key steps outlined are drawing a business model canvas, stating hypotheses to test, and getting customer feedback through discovery and validation. Pivoting based on learnings is important rather than prematurely scaling execution without verifying the business model. Overall the message is to interface business, design and engineering to create successful businesses by making the business the driver.
This document describes several case studies involving companies transitioning to more agile ways of working.
The first case study involves an international gaming company that was trying to speed up product development. Mapping their entire value stream and showing areas of waste and delay helped them transition to Scrum and reduce their time-to-market from 24 months to 3 months.
The second case study involves a software product company that was just starting to adopt Scrum. Mapping out their current roles and processes revealed a lack of clear responsibilities that was causing confusion and delays. Introducing a Chief Product Owner role helped clarify responsibilities and align the various teams.
The third case study involves a company that was developing a new way of working to
How to be a Lean Product Developer? @Agile Riga Day 2012Marko Taipale
The document provides guidance for lean product development. It recommends:
1. Validating business ideas through customer development and getting feedback to turn ideas into a series of testable hypotheses rather than guesses.
2. Building software faster using techniques like acceptance test-driven development (ATDD) and just-in-time architecture to minimize waste and inventory in the development process.
3. Measuring key metrics to understand customer needs and prioritize features, determine when requirements are met, and track progress over time.
Maneuver Warfare and Other Badass Habits of a Lean Product Developer Marko Taipale
This document discusses how to become a lean product developer by adopting habits that focus on efficiency and continuous learning. It recommends "leaning" business ideas through customer validation, building solutions faster or not at all using just-in-time implementation, and continuously measuring what matters to optimize the system and throw away waste. The document emphasizes learning by getting customer feedback, formulating hypotheses to test, using A3 problem solving templates, and shipping solutions frequently to learn from real-world use. The overall message is that respecting people, understanding purpose, improving continuously, and engaging customers are key habits of lean product development.
Provocation to the Product Owner challenge - Agile Coaching CircleMarko Taipale
The document discusses challenges with the Product Owner (PO) role in Scrum and Agile processes. It questions whether the single PO model is effective given the amount of information and responsibilities. It also questions what happens between understanding customer needs and generating the product vision and backlog. Additionally, it argues that Agile methods sometimes marginalize understanding the business and customer needs upstream of product development. The document advocates for more learning and direct customer interaction rather than relying solely on the PO as a single point of contact. It poses several questions about how organizations implement the PO role and manage product strategy.
The document describes an Agile consulting and coaching circle that meets monthly for 2.5 hours. Each gathering includes a 20 minute peer coaching session where one person receives feedback, a topic introduction and discussion, and a retrospective and backlog grooming. The circle is meant for sharing and learning in an open group format. Facilitator contact information is provided for questions, ideas or contributions.
This is the presentation I gave at LESS2010 on 18th of Oct in 2010. The deck describes how we do lean product development and customer development and what are the current results.
Lean Startup for AaltoES Summer of StartupsMarko Taipale
The document discusses lean startup principles and how they were applied at Nextdoor.fi. It describes how Nextdoor used short development cycles, frequent releases, customer feedback, and minimum viable products to build their service iteratively while minimizing unused features. They were able to develop and maintain the site with no testers or full-time developers through techniques like continuous delivery, daily backups and reporting, and keeping the product queue small.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART INDIA MATKA KALYAN SATTA MATKA 420 INDIAN MATKA SATTA KING MATKA FIX JODI FIX FIX FIX SATTA NAMBAR MATKA INDIA SATTA BATTA
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Virtual Leadership and the managing workIruniUshara1
Virtual leadership is a form of leadership in which teams are managed via a remote working environment.
Like traditional leadership roles, virtual leaders focus on motivating employees and helping teams accomplish their goals.
Virtual leadership focuses heavily on improving collaboration through communication, accountability, and transparency
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...
How to sell agile to my manager?
1. How to sell agile
to my manager?
Marko Taipale
Turku Agile Day 10
2. Marko Taipale
@markotaipale
huitale.blogspot.com
marko.taipale@huitale.com
I help companies to improve by
showing what I have done
how I have done it and
what I have learned about it.
I am a CTO of a lean startup