Understanding Strategies, Tactics and MeasurementSynaxis
Strategy and tactics are two of the most common terms in the marketing world. Yet, perhaps because they are so common, it’s hard to know what they really mean. The trouble with this is two major challenges. If we don’t know what these things really are, then how can we evaluate them? That is, without an understanding of these tools, how can we recognize, manage, or buy good strategy and good tactics? In addition, without a full understanding of these two things, it’s hard to connect them. As we all know, strategies are all too often shelved or ineffective. And tactics are all too often directionless. That is, strategies are often empty and tactics are often blind. In the end, not fully understanding what these things are and aren’t can easily result in wasted time and money as well as in frustration and indecision. In this presentation, I offer definitions of strategy and tactics. Based on this, I discuss the features of good strategy and good tactics. And I add to this a crucial missing element, often overlooked: measurement.
As product managers and product owners, we make a myriad of decisions—from shaping the product strategy to deciding the detailed functionality of our products. But do we make all these decisions effectively? And do we always secure the necessary buy-in? This slide deck wants to helps you make better decisions. It discusses five common decision rules and explains when to apply them.
How to Think Big as a Product Manager by Amazon Sr PMProduct School
Main Takeaways:
- The problem you think you are solving for customers might not be the right problem
- When there is a ton of ambiguity and complexity, finding the product/market fit often involves trial and error
The Future of the Client Agency Relationship - A presentation by Hall and Par...The_IPA
in 2015, the IPA commissioned research on the future of how agencies work with their clients. The findings were presented at the IPA Commercial Conference. They discuss the development of a shared agenda to rebuild trust and explore concepts around communications and customer experience.
Understanding Strategies, Tactics and MeasurementSynaxis
Strategy and tactics are two of the most common terms in the marketing world. Yet, perhaps because they are so common, it’s hard to know what they really mean. The trouble with this is two major challenges. If we don’t know what these things really are, then how can we evaluate them? That is, without an understanding of these tools, how can we recognize, manage, or buy good strategy and good tactics? In addition, without a full understanding of these two things, it’s hard to connect them. As we all know, strategies are all too often shelved or ineffective. And tactics are all too often directionless. That is, strategies are often empty and tactics are often blind. In the end, not fully understanding what these things are and aren’t can easily result in wasted time and money as well as in frustration and indecision. In this presentation, I offer definitions of strategy and tactics. Based on this, I discuss the features of good strategy and good tactics. And I add to this a crucial missing element, often overlooked: measurement.
As product managers and product owners, we make a myriad of decisions—from shaping the product strategy to deciding the detailed functionality of our products. But do we make all these decisions effectively? And do we always secure the necessary buy-in? This slide deck wants to helps you make better decisions. It discusses five common decision rules and explains when to apply them.
How to Think Big as a Product Manager by Amazon Sr PMProduct School
Main Takeaways:
- The problem you think you are solving for customers might not be the right problem
- When there is a ton of ambiguity and complexity, finding the product/market fit often involves trial and error
The Future of the Client Agency Relationship - A presentation by Hall and Par...The_IPA
in 2015, the IPA commissioned research on the future of how agencies work with their clients. The findings were presented at the IPA Commercial Conference. They discuss the development of a shared agenda to rebuild trust and explore concepts around communications and customer experience.
The Art & Science of Value Creation: 3 Traits of Great Value-creatorsJeremiah Gardner
See the talk live here: http://jeremiahgardner.com/blog/the-art-and-science-of-value-creation
In this talk I cover the "divide" between Design Thinking and Lean Startup by looking at 3 traits of great value-creators.
If you want spark innovation and value creation within your organization, check out 5 of the most effective ways we’ve seen here: http://www.movestheneedle.com/resources/5-ways-to-spark-innovation/
LinkedIn Learning: Product Strategy, Systems, and FrameworksSachin Rekhi
In this talk, Sachin Rekhi covers breaking into product management, defining a compelling product strategy, getting executive buy-in, and coming up with great product ideas.
Learn how to build a better candidate persona with Paul Hebert, contributor to Fistful of Talent and Andre Boulais from Jobvite. They will outline what is a candidate persona and why you need them to improve your recruiting process
DAELIBS Seeknfind addresses the barriers associated with distance and isolation by collecting, delivering and sharing information in the context of physical location.
The values we live by got us to this point. And we are naturally, completely, and utterly Bundl.
Find out more about our purpose, method, culture, and habits in our ‘This is Bundl’ book.
(Last change, July 2: Removed as beyond most teams' scope Eyetracking Study, Clickstream Analysis, Usability Benchmarking; Added Live-Data Prototypes, Demand Validation Test, Wizard of Oz Tests)
For our teams tasked with building products and features for The New York Times, we face a common challenge with many: how do we figure out what’s worth spending our time on?
The answer seems straightforward: test your ideas with real customers, leveraging the expertise of your product, UX, and engineering talent. Figure out the smallest test that you can come up with to test a specific hypothesis, gather data and insights, and keep iterating on it until you know whether the problem is real and your solution will prove valuable, usable, and feasible.
As part of our efforts to adopt such a data-driven, experimental approach to product development, we recently kicked off a product discovery pilot program. Small, cross-functional teams were paired with coaches and facilitators over a six week period to demonstrate how product discovery and Lean Startup techniques could work for real-world customer opportunities at The New York Times.
One of the first things that we learned about the process from our participants was that they wanted a "toolkit" - something to help them figure out what they should be doing, asking or making to get as quickly as possible towards the validated learning, prototypes and user tests that would have the most impact.
To help the facilitate the learning process for our dual-track Agile teams, the Product Architecture team here at The Times (Christine Yom, Jim Lamiell, Josh Turk, Priya Ollapally, and Al Ming) built a "Product Discovery Activity Guide" that rolled up activities, exercises, and testing techniques from all our favorite thought leaders.
This included brainstorming exercises from Gamestorming and Innovation Games, testing techniques from traditional user research, and rapid test-and-learn tactics from Google Ventures, Eric Ries (The Lean Startup), Jeff Gothelf (Lean UX), Steve Blank (Customer Development) and our spirit guide, Marty Cagan (Inspired), among others.
Our goal was to make it a tool not just for learning how to get started, but to be a living document for teams to share knowledge about the process itself. What techniques worked and didn't work? What tactics did they learn elsewhere that might be worth sharing with the rest of the company?
We hope you find it useful, and whether you’d like to share with us what you’re doing with it, or you have suggestions (big or small) to improve it for future product generations, please let us know! (nyt.tech.productarchitecture@nytimes.com)
Al Ming
July 2015
Strategy is becoming increasingly important in technology and a critical skill for product managers. As your product grows and competitors emerge, how can you sustain success?
Ryan will share why strategy matters, how to create one, and best practices for how it integrates into your product development process.
Learn about this often misunderstood concept and why for growing products it's often the difference between success and ultimate failure.
Presented 4/6/2016 at Product School:
https://www.eventbrite.com/e/crafting-your-product-strategy-with-weebly-tickets-23057057279
Full loop analytics framework (English version)Sol Mesz
We know that a product is viable when User, Product and Business aspects are equally represented.
But when we look at existing metrics frameworks we see that most focus on isolated parts of the triad.
The Full Loop Analytics framework, is a new metrics framework that provides a holistic view of the performance of a product by looking at its 3 key dimensions: user, product and business.
This way of looking at metrics takes organizations out of a fragmented vision and moves them into a holistic one. In other words, this framework takes organizations from output to outcome focused product metrics.
Diversity and high-performing teams by TIER mobility CPO.pdfProduct School
Key Takeaways:
- Why does Diversity matter?
- What are essential ingredients in building high-performing teams?
- What elements do you need in a high- performing team?
40 Things Every Start-Up Should Do To Scale UpHappy Marketer
A must read for everyone - from frontline employees to senior executives to get aligned in contributing to the growth of a start-up. Based on 'Scaling Up: How a Few Companies Make It...and Why the Rest Don't (Rockefeller Habits 2.0)' by Verne Harnish, this slideshare shares practical one-line approaches on building an industry-dominating business.
How to Use Competitive Analysis and Strategy by YouTube PMProduct School
In the presentation, Joao Fiadeiro, discusses:
-What the key elements of strategy are: from the competitive landscape and growth strategy to business model
-How to identify the competitive landscape for a sector/industry using all the resources at our disposal; estimating a products revenue and usage
-The fundamentals of strategic thinking and how it should inform a product roadmap
Como construímos narrativas de produto baseadas em fatos e evidências - Eduar...Product Camp Brasil
Na DogHero, acreditamos que ter uma visão inicial para um novo produto, serviço ou iniciativa é bem importante para criar um significado para a narrativa que queremos construir, mas isso não se suporta isoladamente. É preciso coletar fatos e evidências que fortaleçam essa visão inicial e tragam subsídios mais sólidos para a história que queremos contar. Nesse talk, mostro como a gente constrói essas narrativas confronto a visão inicial com os fatos e evidências que coletamos. Também abordamos como a gente desdobra a história que construímos e quais evidências (ou KPIs) utilizamos para validar se estamos indo em um caminho correto ou não.
9 Unique Traits of High-Performing TeamsWeekdone.com
What are the unique traits that separate high-performers from low-performers? Find out and build your own High-Performance Team that is highly focused on goals and achieve superior business results.
The Art & Science of Value Creation: 3 Traits of Great Value-creatorsJeremiah Gardner
See the talk live here: http://jeremiahgardner.com/blog/the-art-and-science-of-value-creation
In this talk I cover the "divide" between Design Thinking and Lean Startup by looking at 3 traits of great value-creators.
If you want spark innovation and value creation within your organization, check out 5 of the most effective ways we’ve seen here: http://www.movestheneedle.com/resources/5-ways-to-spark-innovation/
LinkedIn Learning: Product Strategy, Systems, and FrameworksSachin Rekhi
In this talk, Sachin Rekhi covers breaking into product management, defining a compelling product strategy, getting executive buy-in, and coming up with great product ideas.
Learn how to build a better candidate persona with Paul Hebert, contributor to Fistful of Talent and Andre Boulais from Jobvite. They will outline what is a candidate persona and why you need them to improve your recruiting process
DAELIBS Seeknfind addresses the barriers associated with distance and isolation by collecting, delivering and sharing information in the context of physical location.
The values we live by got us to this point. And we are naturally, completely, and utterly Bundl.
Find out more about our purpose, method, culture, and habits in our ‘This is Bundl’ book.
(Last change, July 2: Removed as beyond most teams' scope Eyetracking Study, Clickstream Analysis, Usability Benchmarking; Added Live-Data Prototypes, Demand Validation Test, Wizard of Oz Tests)
For our teams tasked with building products and features for The New York Times, we face a common challenge with many: how do we figure out what’s worth spending our time on?
The answer seems straightforward: test your ideas with real customers, leveraging the expertise of your product, UX, and engineering talent. Figure out the smallest test that you can come up with to test a specific hypothesis, gather data and insights, and keep iterating on it until you know whether the problem is real and your solution will prove valuable, usable, and feasible.
As part of our efforts to adopt such a data-driven, experimental approach to product development, we recently kicked off a product discovery pilot program. Small, cross-functional teams were paired with coaches and facilitators over a six week period to demonstrate how product discovery and Lean Startup techniques could work for real-world customer opportunities at The New York Times.
One of the first things that we learned about the process from our participants was that they wanted a "toolkit" - something to help them figure out what they should be doing, asking or making to get as quickly as possible towards the validated learning, prototypes and user tests that would have the most impact.
To help the facilitate the learning process for our dual-track Agile teams, the Product Architecture team here at The Times (Christine Yom, Jim Lamiell, Josh Turk, Priya Ollapally, and Al Ming) built a "Product Discovery Activity Guide" that rolled up activities, exercises, and testing techniques from all our favorite thought leaders.
This included brainstorming exercises from Gamestorming and Innovation Games, testing techniques from traditional user research, and rapid test-and-learn tactics from Google Ventures, Eric Ries (The Lean Startup), Jeff Gothelf (Lean UX), Steve Blank (Customer Development) and our spirit guide, Marty Cagan (Inspired), among others.
Our goal was to make it a tool not just for learning how to get started, but to be a living document for teams to share knowledge about the process itself. What techniques worked and didn't work? What tactics did they learn elsewhere that might be worth sharing with the rest of the company?
We hope you find it useful, and whether you’d like to share with us what you’re doing with it, or you have suggestions (big or small) to improve it for future product generations, please let us know! (nyt.tech.productarchitecture@nytimes.com)
Al Ming
July 2015
Strategy is becoming increasingly important in technology and a critical skill for product managers. As your product grows and competitors emerge, how can you sustain success?
Ryan will share why strategy matters, how to create one, and best practices for how it integrates into your product development process.
Learn about this often misunderstood concept and why for growing products it's often the difference between success and ultimate failure.
Presented 4/6/2016 at Product School:
https://www.eventbrite.com/e/crafting-your-product-strategy-with-weebly-tickets-23057057279
Full loop analytics framework (English version)Sol Mesz
We know that a product is viable when User, Product and Business aspects are equally represented.
But when we look at existing metrics frameworks we see that most focus on isolated parts of the triad.
The Full Loop Analytics framework, is a new metrics framework that provides a holistic view of the performance of a product by looking at its 3 key dimensions: user, product and business.
This way of looking at metrics takes organizations out of a fragmented vision and moves them into a holistic one. In other words, this framework takes organizations from output to outcome focused product metrics.
Diversity and high-performing teams by TIER mobility CPO.pdfProduct School
Key Takeaways:
- Why does Diversity matter?
- What are essential ingredients in building high-performing teams?
- What elements do you need in a high- performing team?
40 Things Every Start-Up Should Do To Scale UpHappy Marketer
A must read for everyone - from frontline employees to senior executives to get aligned in contributing to the growth of a start-up. Based on 'Scaling Up: How a Few Companies Make It...and Why the Rest Don't (Rockefeller Habits 2.0)' by Verne Harnish, this slideshare shares practical one-line approaches on building an industry-dominating business.
How to Use Competitive Analysis and Strategy by YouTube PMProduct School
In the presentation, Joao Fiadeiro, discusses:
-What the key elements of strategy are: from the competitive landscape and growth strategy to business model
-How to identify the competitive landscape for a sector/industry using all the resources at our disposal; estimating a products revenue and usage
-The fundamentals of strategic thinking and how it should inform a product roadmap
Como construímos narrativas de produto baseadas em fatos e evidências - Eduar...Product Camp Brasil
Na DogHero, acreditamos que ter uma visão inicial para um novo produto, serviço ou iniciativa é bem importante para criar um significado para a narrativa que queremos construir, mas isso não se suporta isoladamente. É preciso coletar fatos e evidências que fortaleçam essa visão inicial e tragam subsídios mais sólidos para a história que queremos contar. Nesse talk, mostro como a gente constrói essas narrativas confronto a visão inicial com os fatos e evidências que coletamos. Também abordamos como a gente desdobra a história que construímos e quais evidências (ou KPIs) utilizamos para validar se estamos indo em um caminho correto ou não.
9 Unique Traits of High-Performing TeamsWeekdone.com
What are the unique traits that separate high-performers from low-performers? Find out and build your own High-Performance Team that is highly focused on goals and achieve superior business results.
We've all caught some of the hype around "agile" and most have at least heard (if not directly seen) its benefits. In this presentation, we are going to dive deep into one key aspect - Continual Learning. We'll discuss how it has become a staple for our modern day technical careers; how if you aren't growing, adapting, and evolving, then you're stagnating and how eventually you won't outgrow your job - it will outgrow you. We'll then investigate the factors of Learning Agility and explore ways that we can use it to help us not just survive, but thrive in our current environments.
Agile Kaizen: Continuous Improvement Far Beyond Retrospectives. Reviews principles and practices to improve culture, people, teams, processes and products, all from an Agile perspective
Spotify Running: Lessons learned from building a ‘Lean Startup’ inside a big ...Brendan Marsh
This is the story of how a small, cross-functional team (with only 1 developer!) worked closely with our customers on a weekly basis to discover the right thing to build, before we built anything and eventually shipped an innovative new feature that was praised by customers and the press alike. If you’ve read the Lean Startup, have been inspired by their stories and wonder “wow that’s really inspiring, now how the heck do I actually DO this?!”, then this presentation is for you. (Here’s a hint: It ain’t easy, but is doable!)
Using gamification as a game plan for agile change - BrandNewGame 2016Bart Hufen
How can gamification help your organization to become more agile and responsive in times where markets overflow with competition and startups. Kick start your change with gamification. Download Bart's book about this topic at https://www.managementboek.nl/boek/9789089653529/gamification-als-motor-van-verandering-bart-hufen?affiliate=3209
Pressure to deliver business value faster, and more efficiently is everywhere. Companies are adopting Agile practices and going though the Agile Transformation because moving to agile methods offers any organization to outperform its former measures of productivity and profits. Several years ago, IBM Software Group began adapting agile software development practices and related products to their needs. This session will provide details where we started and what was our agile journey.
Case Study: How The Home Depot Built Quality Into Software DevelopmentCA Technologies
This session will cover how The Home Depot built quality into its software development as it migrated from waterfall to agile delivery.
For more information on DevOps: Continuous Delivery, please visit: http://ow.ly/hAXz50g62ZM
Case Study: How The Home Depot Built Quality Into Software DevelopmentCA Technologies
This session will cover how The Home Depot built quality into its software development as it migrated from waterfall to agile delivery.
For more information on DevOps: Continuous Delivery, please visit: http://cainc.to/CAW17-CD
AWS Public Sector Symposium 2014 Canberra | Putting the "Crowd" to work in th...Amazon Web Services
"Cloud" computing provides significant advantages and enormous cost savings by allowing IT infrastructure to be provisioned as a ubiquitous, metered, unit priced and on demand service. However, the other major resourcing issue faced by CIO’s is the provision of skilled labour to develop, support and maintain a increasing wide range of IT applications.
This session will show attendees how the worldwide pool of freelance developers, the "Crowd", can be utilised as a ubiquitous, metered, unit priced and on demand resource pool to work in the "Cloud" to improve responsiveness to customer demands, reduce development timeframes and achieve significant cost savings.
Although the crowd can bring enormous benefits in terms of cost and agility, there are some technical and business barriers to adoption in large organisations. This presentation will discuss the barriers and, using some real examples, will explain how GoSource overcomes them.
Demystifying Cloud Economics - How to Build an Investment Case for Scale Migr...Amazon Web Services
While Cloud is fast becoming the new normal for organisations of all sizes, many IT executives & budget owners struggle to articulate the business value of moving to the Cloud in terms that resonate with the Board and broader C suite. In this session, we will talk through the impact cloud computing is having on the overall IT cost base, not just the infrastructure layer. We will also cover what the typical non-cost benefits are, and how they can be measured and communicated. Finally we will provide a framework that can be used to calculate the transformation costs associated with moving to Cloud.
Speaker: Conor McNamara, Head of Cloud Economics and Enterprise Strategy, Asia Pacific, Amazon Web Services
The slides from a recent webinar I had delivered regarding why IT Portfolio Modernization is important for a successful Business Process Transformation.
This session is for anyone interested in understanding the financial costs associated with migrating workloads to AWS. By presenting real cases from AWS Professional Services and directly from a customer, we explore how to measure value, improve the economics of a migration project, and manage migration costs and expectations through large-scale IT transformations. We’ll also look at automation tooling that can further assist and accelerate the migration process.
Get the Most Out of Amazon EC2: A Deep Dive on Reserved, On-Demand, and Spot ...Amazon Web Services
With Amazon EC2, you have the flexibility to mix-and-match purchasing models to suit your business needs. By combining pay-as-you-go (On-Demand), reserve ahead of time for discounts (Reserved), and high-discount spare capacity (Spot) purchasing models, you can optimize cost, grow your compute capacity and throughput, and enable new types of cloud computing applications. This presentation will guide you on how to achieve high performance and availability at the lowest TCO. We will explore how to best combine EC2's purchasing models across several common applications with immediately actionable takeaways.
Demystifying Cloud Economics – Think Big: How to Build an Investment Case for...Amazon Web Services
While cloud is fast becoming the new normal for organisations of all sizes, many IT executives & budget owners still struggle to articulate the business value of moving to the cloud in terms that resonate with the Board and Broader C suite. In this session, we will talk through the impact cloud computing is having on the overall IT cost base, not just the infrastructure layer. We will also cover what the typical non-cost benefits are, how they can be measured and communicated. Finally we will provide a framework that can be used to calculate the transformation costs associated with moving to the cloud.
Blair Layton, Business Development Manager – Database Services, Amazon Web Services, APAC
Get the Most Out of Amazon EC2: A Deep Dive on Reserved, On-Demand, and Spot ...Amazon Web Services
With Amazon EC2, you have the flexibility to mix-and-match purchasing models to suit your business needs. By combining pay-as-you-go (On-Demand), reserve ahead of time for discounts (Reserved), and high-discount spare capacity (Spot) purchasing models, you can optimize cost, grow your compute capacity and throughput, and enable new types of cloud computing applications. This presentation will guide you on how to achieve high performance and availability at the lowest TCO. We will explore how to best combine EC2's purchasing models across several common applications with immediately actionable takeaways.
Flink Forward San Francisco 2018: David Reniz & Dahyr Vergara - "Real-time m...Flink Forward
“Customer experience is the next big battle ground for telcos,” proclaimed recently Amit Akhelikar, Global Director of Lynx Analytics at TM Forum Live! Asia in Singapore. But, how to fight in this battle? A common approach has been to keep “under control” some well-known network quality indicators, like dropped calls, radio access congestion, availability, and so on; but this has proven not to be enough to keep customers happy, like a siege weapon is not enough to conquer a city. But, what if it were possible to know how customers perceive services, at least most demanded ones, like web browsing or video streaming? That would be like a squad of archers ready to battle. And even having that, how to extract value of it and take actions in no time, giving our skilled archers the right targets? Meet CANVAS (Customer And Network Visualization and AnaltyticS), one of the first LATAM implementations of a Flink-based stream processing use case for a telco, which successfully combines leading and innovative technologies like Apache Hadoop, YARN, Kafka, Nifi, Druid and advanced visualizations with Flink core features like non-trivial stateful stream processing (joins, windows and aggregations on event time) and CEP capabilities for alarm generation, delivering a next-generation tool for SOC (Service Operation Center) teams.
A Framework to Measure and Maximize Cloud ROIRightScale
While the agility, efficiency, and flexibility of cloud are easy to understand, calculating the ROI of cloud can be tricky. Yet nailing down ROI can be critical in helping enterprises to determine the right pace of cloud adoption. We’ll provide a framework to help you understand and quantify both cloud benefits and costs plus share real-world customer examples.
Highway to heaven - Microservices Meetup MunichChristian Deger
Fed up with stop and go in your data center? Why not shift into overdrive and pull into the fast lane? Learn how AutoScout24 are building their Autobahn in the cloud to become the market leader in Europe's vehicle classified business.
Reinventing themselves by making a radical transition from monoliths to microservices, from .NET on Windows to Scala on Linux, from data center to AWS and from built by devs and run by ops to a devops mindset.
While the current stack keeps running, ever more microservices will go live as you listen to stories from the trenches.
Key takeaways from this talk includes: How to...
… become cloud native
… evolve the architecture
… create “you build it you run it” teams
… involve business people in the transformation
Created and presented together with Wolf Schleger (ThoughtWorks)
Beyond the Buzzwords - Duncan Winn, Keith Strini, Sean Keery
Originally delivered at Cloud Foundry Summit Europe 2017 Basel Switzerland October 11, 2017
VMworld 2013: Moving Enterprise Application Dev/Test to VMware’s Internal Pri...VMworld
VMworld 2013
Venkat Gopalakrishnan, VMware
Kurt Milne, VMware
Learn more about VMworld and register at http://www.vmworld.com/index.jspa?src=socmed-vmworld-slideshare
An Agile Approach to Accelerate Mass Migration | AWS Public Sector Summit 2016Amazon Web Services
The complexities of a cloud transformation program that involves the migration of hundreds or thousands of servers can present a significant challenge to program management and the coordination of IT teams tasked with the success and support of migration. This session outlines a highly collaborative agile approach to accelerate migration activities through automation of the iterative capture, sharing, and documentation of decisions and information, incorporated into a common DevOps solution.
Similar to Improving Agility (Learning from Maersk Line's Journey) | Özlem Yüce | Agile Greece Summit 2016 (20)
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
20. • Making progress visible
• Delivering working software
• Collaboration towards shared goal
• Acting as Scrum Master
• Various roles in Feature Teams
Individuals and interactions
Co-located teams in Copenhagen
24. Responding to change
Taking on different roles and self organising
Breaking down
requirements
Developing
Product
Roadmaps
Facilitating
Prioritisation
Customer
Experience
Design
Scrum
Master
Feature
Team Coach
Observing
Customer Needs
Real
Options
Adapt to
Customer
Feedback
Managing
dependencies Managing
change
Business
Analyst
Product
Owner
25. Lessons from the revolutionary approach
Manage
stakeholder
expectations
Don’t attempt
to scale until
you’re ready
Defer
architectural
decisions
Legacy
dependencies
are painful
Only tacit
knowledge of
‘agile’...
26. 0
100
200
300
400
500
600
30
60
90
120
150
180
210
240
270
300
330
360
390
420
450
480
More
#Requirements
Days
Cycle time analysis
From Lightbulb (idea) to Live (in production)
Median = 150 days
27. From Revolution to Evolution...
New
Project, Platform, Team
Revolutionary
Existing
Setup, Platform, Team
Evolutionary
Lean
Product
Development
29. Mature practices they weren’t leveraging
Lean Product Development
Agile
SCRUM
Enterprise
Practices
Team
Practices
Project
Practices
XP Engineering
Practices
30. Selected Lean Enterprise practices for Maersk Line
First steps in improving the whole...
Contains 8 practices selected for Maersk Line:
1. Get to initial prioritisation faster
2. Improve prioritisation
3. Pull Requirements from Dynamic Priority List
4. Reduce size of requirements
5. Get to the point of writing code quickly
6. Actively manage Work-In-Progress (WIP)
7. Enable Faster Feedback
8. Enable smooth, sustainable flow
31. <1 week
Dynamic
Priority
List
Prioritise new
ideas quickly
Triage
Refine
Realise
Release
Prioritise by
knowing the
Cost of Delay
Manage
capacity with
a pull system
Increase
quality with
fast feedback
Get the point
of writing
code quickly
Break down
the work
Limit the Work in
Progress
Reduce batching
to smooth flow
Scope: Lightbulb... to Live
The end-to-end innovation process
32. 0
100
200
300
400
500
600
30
60
90
120
150
180
210
240
270
300
330
360
390
420
450
480
More
#Requirements
Days
Cycle time analysis
From Lightbulb (idea) to Live (in production)
Median = 150 days
During 2010
Med = 373 days
GCSS
33. State # RQ
Idea! 729
New 897
Being Drafted 416
Ready for Review 422
Ready for Guesstimation 181
Ready for Prioritization Analysis 2980 335
Ready for Estimation 68
Ready for Authorization 219
Authorized Estimation 502 215
Development Initiated 242
Development Complete Development 326 84
Testing (total of all states) Testing 395 395
On Hold Waiting 471 471
Fuzzy Front End
* Requirements work-in-progress (October 2010)
34. Go Live!
Dev & Test
(82 hrs)
Captured
PoC
(24 hrs)
18 weeks waiting
9 weeks waiting
11 weeks waiting
Wait waste = 38 weeks
Fuzzy Front End
35. Focus the upstream process
1. Get to initial prioritisation faster 5. Get to point of writing code quickly
<1 week
<2 weeks
Triage
Dynamic
Priority
List
Max 5
Refine
Pull to
coding
…
Dev
Buffer
Expect >10% attrition
otherwise upstream
process is too heavy
Don’t waste time
doing too much
analysis too early!
Don’t wastetime on low-value ideas
Quickly identify the
ideas that will be the
most profitable
36. Problem: Demand is unlimited
Consumerisation of I.T.
high expectations…
Most change is now
enabled by I.T. so they
need more
40. Benefits of using Cost of Delay
• ‘Less yelling and screaming’ data-driven, more visible
• Enables better trade-off decisions and increased ROI
• Handles dependencies between teams
• Changes the conversation…
Cutting I.T.
costs
Delivering
value quickly
Delivering
“on time”
M
H
42. Try this at home...
Ask each person on one of your project teams:
What would you estimate the
Cost of Delay
for this project to be?
43. System A: Value by quartile
$230,000/wk
$220/wk
Bottom
25%
Top 25% of RQs
$18,600/wk
Next 25%
$5,200/wk
Next 25%
Average $ Benefits
Per Requirement
44. $0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
$2,000,000
$2,200,000
$2,400,000
$2,600,000
$2,800,000
0
10
20
30
40
50
60
70
80
Requirements sorted by Cost of Delay
CostofDelay/week
A small number
of features have
a very high Cost
of Delay
System A: Value distribution
45. System B: Value distribution
0
10000
20000
30000
40000
50000
60000
70000
80000
90000
100000
0
10
20
30
40
50
60
80:20
Pareto Principle
“the vital few”
Requirements sorted by Cost of Delay
CostofDelay/week
46. <1 week
Dynamic
Priority
List
Prioritise new
ideas quickly
Triage
Refine
Realise
Release
Prioritise by
knowing the
Cost of Delay
Manage
capacity with a
pull system
Increase
quality with
fast feedback
Get the point
of writing code
quickly
Break down
the work
Limit the Work in
Progress
Reduce batching
to smooth flow
Reduce batching to smooth flow
47. Before: Feast and Famine
The effect of creating large release batches upstream
Requirements
S Des Dev T
S Des Dev T
S Des Dev T
S Des Dev T
R22
R23
R24
R25
Jan
201
Dev Dev Dev Dev
…Vendor team had ~10,000 hours of idle time in 2010
Development
Perspective:
Time
13 wks
50. <1 week
Dynamic
Priority
List
Prioritise new
ideas quickly
Triage
Refine
Realise
Release
Prioritise by
knowing the
Cost of Delay
Manage
capacity with
a pull system
Increase
quality with
fast feedback
Get the point
of writing code
quickly
Break down
the work
Limit the Work in
Progress
Reduce batching to
smooth flow
The end-to-end innovation process
Pull System
From Dynamic Priority List
51.
52. Fund the capacity to deliver change
...and make small adjustments over time
Time
Throughput
Mobilise
(3 months?)
Learning curve
(9 months?)
Stop!
Go!
53. Required flexible funding
3 potential models
Fund a given team size for a period of time
Fund small batches of requirements in advance
Fund individual requirements on demand
Time–based
Buffering
Just-in-Time
56. Predicting scope using data
Refine
Clarify WHW Check
DPL:
Priority
Q: Dev
Buffer
RQ-XXX
Realise
Dev Demo Tests
Production
18/07
14/07
07/07
05/07
27/06
23/06
04/07
14/08
15/08
12/07
05/08
03/08
18/07
14/07
02/08
11/09
RQ-XXX
RQ-XXX
RQ-XXX
RQ-XXX
RQ-XXX
RQ-XXX
RQ-XXX
RQ-XXX
RQ-XXX
RQ-XXX
RQ-XXX
RQ-XXX
RQ-XXX
Rn
Rn+1
Then, work backwards from fixed release dates to the option expiry date
Measure duration for each step.
57. Variable
Typical
measures
Usual
outcomes
Lean-‐Agile
alternaBves
Time
Delivering
on
a
predicted
date
Incen;vises
hidden
;me
buffers
and
slower
delivery
Maximise
speed
in
geGng
to
the
point
where
value
starts
to
be
realised
Scope
Delivering
all
of
the
originally
predicted
scope
Incen;vises
gold
pla;ng
and
discourages
exploita;on
of
learning.
Minimize
size
of
work
packages
to
maximize
both
learning
and
early
release
of
value
Cost
Delivering
at
or
below
a
predicted
development
cost
Incen;vises
hidden
cost
con;ngencies,
pushing
costs
up.
Maximize
value
delivered
(trade
development
cost
against
the
opportunity
cost
of
delay)
Quality
Delivering
changes
with
zero
down;me
and
no
errors
Resistance
to
making
any
changes.
Overinvestment
in
tes;ng
&
documenta;on.
Shorten
feedback
cycles
at
many
levels
(coding,
defects…)
Key Performance Measures for IT
58. Refine
<1 week
Dynamic
Priority
List
Prioritise new
ideas quickly
Triage
Realise
Release
Prioritise by
knowing the
Cost of Delay
Manage
capacity with a
pull system
Increase
quality with
fast feedback
Get the point
of writing code
quickly
Break down
the work
Limit the Work in
Progress
Reduce batching to
smooth flow
Break down the work
60. <1 week
Dynamic
Priority
List
Prioritise new
ideas quickly
Triage
Refine
Realise
Release
Prioritise by
knowing the
Cost of Delay
Manage
capacity with a
pull system
Increase
quality with
fast feedback
Get the point
of writing code
quickly
Break down
the work
Limit the Work
in Progress
Reduce batching to
smooth flow
Constraining Work-in-Progress
62. 190
#Requirements*
46
6.0
5.2
6.1
7.9
8.8
6.4
7.1
Rel 19-22
R23
R24
R25
R26
R27
R28
Work-in-Progress. Controlled.
Oct 2010
Jan 2012
76%
…whilst at least maintaining throughput
Reduced
wait waste
Improved
visibility
*”Authorized” to “Launched”
Guesstimate points/week
63. <1 week
Dynamic
Priority
List
Prioritise new
ideas quickly
Triage
Refine
Realise
Release
Prioritise by
knowing the
Cost of Delay
Manage
capacity with a
pull system
Increase
quality with
fast feedback
Get the point
of writing code
quickly
Break down
the work
Limit the Work in
Progress
Reduce batching to
smooth flow
‘Quality’ requires feedback
64. Faster Feedback
Eight Standard Measures
Requirement
captured
Requirement
validated
Started
coding
Integrated
& built
Completed
coding
Accepted
for launch
Launched
in production
Feasible Demonstrated
Accepted
Launched
Code
complete
Feature complete
Require-
ments
Release
candidate
Code
Launchable
65. Faster Feedback
Comparing GCSS with the X-leap on the Eight Measures
All times are in days
Action:
HOAT Forward
Action:
Faster SPT
66. <1 week
Dynamic
Priority
List
Prioritise new
ideas quickly
Triage
Refine
Realise
Release
Prioritise by
knowing the
Cost of Delay
Manage
capacity with a
pull system
Increase
quality with
fast feedback
Get the point
of writing code
quickly
Break down
the work
Limit the Work in
Progress
Reduce batching to
smooth flow
What about the outcomes?
67. Faster Delivery
How do we know the changes are an improvement?
Half
the time60
104
168
208
FACT
GCSS
90
150
Target
All
Apps
days
days
days
days
SAP
For GCSS : Prioritised to Live
For FACT : Idea to Live
68. Better Quality
How do we know the changes are an improvement?
8.2
11.2
2
1
2.2
0.3
Defects Delays Patches
88%
85%
80%
69. More Value
How do we know the changes are an improvement?
$26.30
$44.80
GCSS
FACT
MLIT Average
(Before)
Benefits per dollar invested
$4.10
(After)
70. And... delivering Cheaper
Not what we were aiming for, but reducing waste has led to...
$82.8
$75.6
Cost per hour
6
7.3
Throughput
22%
9%
The data is for GCSS
Throughput is measured as guesstimate point/week
71. “Absolutely
worth it”
People love it!
“Less yelling
& screaming”
“Smaller and clear changes
delivered faster”
“Fewer defects
in a release to handle”
“Daily calls provide
good visibility
of changes”
“We have not had such a smooth
launch since Release 16 –
I thought my phone had
stopped working”
“It
de
eff
wo
72. Learnings from an evolutionary approach
• It’s possible to make a huge impact on cycle time
without changing engineering practices
• Every team is like a separate company
• Long lead time to get to ‘kick off’
• It’s easier to sell when the process is knowingly broken
• Two steps forward one step backwards
• Organizational uncertainty is a challenge
• Huge push back for WIP limits from some
• It’s all about stakeholder management (70%)
• Systemic issues block adoption…
73. What went well?
• Enthusiastic portfolio managers make it easier to get buy-in
from the business partners
• People with right mindset and background in the team make a
difference
• People in the field get it; Practices work well on team level
• All parts of the organisation were on our Steering Group
• Combination of Consultants+Maersk resources as Lean-Agile
coaches
• COD adoption went viral after the pilot
• Presenting an engagement plan and defining the coach’s role
upfront
• Kanban boards and Standups go viral (but..)
74. What could have been better?
• Organisational changes shifted the entire stakeholder map
• We could have brought management closer to the work
• Introduce training on the principles early on to embed the
mindset
• Mandate to change the organisation and process
• Set up champions network early on
75. What still puzzles us?
• Success with legacy changed the perception that ‘agile works
with greenfield’
• How to predict the value for a pipeline over the longer term
• How to approach teams that are on a likely path to failure
• How to encourage the organisation as a whole to learn
• How to get senior managers to lead the transformation
• How to change the culture of an organisation
• How to explain Cumulative Flow Diagrams to people better
76. Bottom of the iceberg
It’s not just process…
Visible change
Hidden
Culture & Mindset
Change
on:
le’
Behaviours
Customs
Language
Values
Traditions
Beliefs
Stereotypes
Taboos
Org chart
Processes
Roles
Tools
77. Final piece of advice
• Don’t give up
• Avoid Agile vs. Waterfall > Outcomes
• Look at the whole end to end
• Make the problem visible
• Start with the principles
• Study your stakeholders
• Appeal to hearts & minds
79. If you’re not moving at the
speed of the marketplace
you're already dead
…you just
haven't stopped
breathing yet
Jack Welch
CEO of General Electric 1981-2001
“
”
80. Maersk Line Experience report and lots of other material
BLACK SWAN FARMING.COM
Want more?
ozlem@agileatheart.com
@OzzieYuce
Özlem Yüce