A strong product strategy that is neither too secret, nor interferes with “real life” is essential for long term planning. This training shows how Corporate Strategy, Portfolio Management, Product Management and Roadmapping work as an integrated strategic framework. The presentation presents tools and describes the skillsets necessary to make powerful portfolio decisions, ensure the right mix of products (with customer input), reducing risk, while increasing predictability.
This document discusses key concepts in lean thinking quality management including:
1. The three voices that guide lean thinking - the voice of the customer, the voice of the process, and the voice of the people.
2. Tools for understanding processes like process mapping, SIPOC diagrams, and identifying the seven types of waste.
3. Methods for collecting data to analyze processes, identify issues, and plan improvements like cause and effect analysis, check sheets, and control charts.
This document discusses various agile metrics and reporting strategies used in project management. It covers objectives of defining project goals both broadly and specifically. Business value is discussed in terms of what provides value to customers and the team. Running tested features is presented as a measure of progress. Inspecting and adapting work through feedback loops is recommended. Data needed for tracking includes scope, velocity, productivity and customer value. Estimating work in story points and determining velocity using a team's average delivery rate allows forecasting schedules and costs. Tracking changes in a team's capabilities is also presented.
The document provides information on agile frameworks like Scrum. It discusses why agile is useful for IT projects, highlighting problems with traditional approaches like high failure rates. Scrum is presented as a lightweight agile framework with core elements like transparency, collaboration and simplicity. An overview of Scrum roles, events, artifacts and principles is given. The document also covers topics like iterative development, value-based prioritization and timeboxing. Visuals of a Scrum board and diagrams are included to illustrate Scrum processes and frameworks.
The goal of this presentation is to explore the most efficient way to manage the product backlog, using blitz planning, story maps (walking skeleton) and improving the quality of our stories by focusing on stronger acceptance criteria, as well as using personas. The benefit of having a better way to organize and visualize the product backlog is to improve our ability to conduct release and iteration planning, as well as produce a better product road map. By attending this session you will be better equipped to help your team and product owner work with the product backlog. As a project manager, you will be introduced to simple techniques that will help you better manage your Agile project and improve visibility to all the work.
This document provides an overview of performance management and appraisal. It discusses the appraisal process and different appraisal methods, such as graphic rating scales, forced distribution, and behavioral anchored rating scales. It also covers developing goals, conducting effective appraisal interviews, dealing with rating errors, and determining who should perform the appraisals. The overall purpose is to help readers understand how to properly evaluate employee performance.
Visual management is a process that makes standards and actual conditions quickly visible in the workplace. It enables managers and employees to monitor production progress and see any interruptions. Various visual tools like status boards, lights, and clocks are used to clearly display the current condition of equipment, processes, inventory and whether they meet targets. Updating these boards frequently helps identify and address issues in real-time.
Summary
Advanced planning techniques that deliver on promise of empirical evidence based predictability and improve organizational Agility.
Outline
Two things are certain about estimates:
Estimates are always wrong
You will spend more time estimating that you should have otherwise used to do the work instead.
Agile Manifesto Values and Principles do not, not even once, mention “estimates” any where. Yet rapid adoption of estimation techniques labeled as “Agile Estimation” techniques puzzle me. In my experience as practitioner, advisor and coach : I have experienced very limited benefits from estimating and often find that estimates create more harm than good. There are however legitimate business concerns that need active management. Estimates hinder real business agility by servicing temporary comfort through plausible but highly improbable plans.
Following is outline of my talk:
Opening and Introduction
So you think you can estimate: Overview of estimating biases with references to current research in software context.
Anchoring
Impact of irrelevant and misleading information
Temporal distance : The further out in future you estimate the more optimistic your estimate
Relative Size estimation is prone to Directional bias and Assimilation Effect
Sequence reference bias: Biases introduced depending on number sequence used for story pointing
Recollection bias (flawed memory)
Motivational bias
Exposure to biases is unavoidably high and there is no escaping it.
Estimates anchor benefits - Why estimates make me frown?
Applicability of Story point estimates.
Story points are applicable only in fully cross-functional teams that can move a request from Business to Production all by itself. Or in Scaled contexts where teams are fully cross-functional feature teams. In all other cases story points are inapplicable.
In applicability in scaled context with many dependent teams
Introduction to cycle time
How to gather empirical evidence in non-ideal contexts? - Single team
What happens in multi-team environment where teams are cannot be fully cross-functional and have shared dependencies?
I will share principles via case-study where I used cycle time measurements and dependency management board to actively develop empirical cycle time evidence to track a major Game release.
Conclusion
Q&A
Note: This 45 minute talk is fast paced and assumes that participants are sound on their fundamentals.
The aim of this paper is to reflect on the individual and collective roles that we played in Icarus Inc., a business Simulation where we were in charge of running a strategically struggling airport for the next five years
This document discusses key concepts in lean thinking quality management including:
1. The three voices that guide lean thinking - the voice of the customer, the voice of the process, and the voice of the people.
2. Tools for understanding processes like process mapping, SIPOC diagrams, and identifying the seven types of waste.
3. Methods for collecting data to analyze processes, identify issues, and plan improvements like cause and effect analysis, check sheets, and control charts.
This document discusses various agile metrics and reporting strategies used in project management. It covers objectives of defining project goals both broadly and specifically. Business value is discussed in terms of what provides value to customers and the team. Running tested features is presented as a measure of progress. Inspecting and adapting work through feedback loops is recommended. Data needed for tracking includes scope, velocity, productivity and customer value. Estimating work in story points and determining velocity using a team's average delivery rate allows forecasting schedules and costs. Tracking changes in a team's capabilities is also presented.
The document provides information on agile frameworks like Scrum. It discusses why agile is useful for IT projects, highlighting problems with traditional approaches like high failure rates. Scrum is presented as a lightweight agile framework with core elements like transparency, collaboration and simplicity. An overview of Scrum roles, events, artifacts and principles is given. The document also covers topics like iterative development, value-based prioritization and timeboxing. Visuals of a Scrum board and diagrams are included to illustrate Scrum processes and frameworks.
The goal of this presentation is to explore the most efficient way to manage the product backlog, using blitz planning, story maps (walking skeleton) and improving the quality of our stories by focusing on stronger acceptance criteria, as well as using personas. The benefit of having a better way to organize and visualize the product backlog is to improve our ability to conduct release and iteration planning, as well as produce a better product road map. By attending this session you will be better equipped to help your team and product owner work with the product backlog. As a project manager, you will be introduced to simple techniques that will help you better manage your Agile project and improve visibility to all the work.
This document provides an overview of performance management and appraisal. It discusses the appraisal process and different appraisal methods, such as graphic rating scales, forced distribution, and behavioral anchored rating scales. It also covers developing goals, conducting effective appraisal interviews, dealing with rating errors, and determining who should perform the appraisals. The overall purpose is to help readers understand how to properly evaluate employee performance.
Visual management is a process that makes standards and actual conditions quickly visible in the workplace. It enables managers and employees to monitor production progress and see any interruptions. Various visual tools like status boards, lights, and clocks are used to clearly display the current condition of equipment, processes, inventory and whether they meet targets. Updating these boards frequently helps identify and address issues in real-time.
Summary
Advanced planning techniques that deliver on promise of empirical evidence based predictability and improve organizational Agility.
Outline
Two things are certain about estimates:
Estimates are always wrong
You will spend more time estimating that you should have otherwise used to do the work instead.
Agile Manifesto Values and Principles do not, not even once, mention “estimates” any where. Yet rapid adoption of estimation techniques labeled as “Agile Estimation” techniques puzzle me. In my experience as practitioner, advisor and coach : I have experienced very limited benefits from estimating and often find that estimates create more harm than good. There are however legitimate business concerns that need active management. Estimates hinder real business agility by servicing temporary comfort through plausible but highly improbable plans.
Following is outline of my talk:
Opening and Introduction
So you think you can estimate: Overview of estimating biases with references to current research in software context.
Anchoring
Impact of irrelevant and misleading information
Temporal distance : The further out in future you estimate the more optimistic your estimate
Relative Size estimation is prone to Directional bias and Assimilation Effect
Sequence reference bias: Biases introduced depending on number sequence used for story pointing
Recollection bias (flawed memory)
Motivational bias
Exposure to biases is unavoidably high and there is no escaping it.
Estimates anchor benefits - Why estimates make me frown?
Applicability of Story point estimates.
Story points are applicable only in fully cross-functional teams that can move a request from Business to Production all by itself. Or in Scaled contexts where teams are fully cross-functional feature teams. In all other cases story points are inapplicable.
In applicability in scaled context with many dependent teams
Introduction to cycle time
How to gather empirical evidence in non-ideal contexts? - Single team
What happens in multi-team environment where teams are cannot be fully cross-functional and have shared dependencies?
I will share principles via case-study where I used cycle time measurements and dependency management board to actively develop empirical cycle time evidence to track a major Game release.
Conclusion
Q&A
Note: This 45 minute talk is fast paced and assumes that participants are sound on their fundamentals.
The aim of this paper is to reflect on the individual and collective roles that we played in Icarus Inc., a business Simulation where we were in charge of running a strategically struggling airport for the next five years
Never The Twain Shall Meet: Can Agile Work with a Waterfall Process?John Carter
This thought-leading presentation discusses applying Agile to any organization. It makes a research-based case that Agile is spreading and that change is inevitable. It then discusses the barriers to change and how to overcome them. It next presents the idea of “Intelligent Agile” – an Agile scaled to your organization and its needs. It then presents the “next practices” required to make a sea change in Agile PD. Along the way, the presentation features best practices to overcome barriers, develop “Intelligent Agile, and continue to grow.
Analysis Prioritisation Communication-Day SevenReuben Ray
This document provides information on quality processes and process improvement strategies. It discusses concepts like the planning process with inputs like vision and gap analysis, prioritization using Kano analysis, and monitoring. Other sections cover quality definitions and strategies for competitive advantage like cost leadership, differentiation, and customer orientation. Process improvement frameworks like Lean, Six Sigma, TQM and BPR are mentioned. The document also includes information on benchmarking, value creation, implementation, and team mandates for process improvement projects.
The document provides an overview of Quality Function Deployment (QFD), a structured methodology for incorporating customer needs into product design and development. It discusses the key aspects of QFD, including identifying customer requirements, design attributes, and their relationships. It describes the "House of Quality" diagram which maps these relationships. It also discusses how additional houses can be used to flow customer needs through different stages of development and production to ensure the customer voice is maintained.
Creating Agile Organizations by Combining Design, Architecture and Agile Thin...Craig Martin
This is a talk I gave to the IASA follow-the-sun community. It deals with the combination of the design thinking, architecture thinking and agile thinking disciplines into a combined discipline needed to create the a responsive organisation.
Practical Product Management for new Product ManagersAmarpreet Kalkat
This presentation provides tips and tools for a professional who is new to Product Management function (in software).
It does not cover the full lifecycle of a product and primarily focuses on the product development/product building phase. As such, it is more usable for professionals working on existing products than for those in the process of building new products from scratch.
The document summarizes a leadership training workshop. The purpose of the workshop is to improve business and leadership skills, learn from peers, share best practices, and build industry networks. It discusses dealing with volatile, uncertain, complex and ambiguous (VUCA) business conditions. Key topics covered include future management trends, online training resources, problem solving techniques, decision making tools, and increasing productivity. Participants engage in exercises to analyze leadership gaps, develop strategic plans, solve problems, and improve time management. The workshop provides tools and frameworks to help leaders navigate challenging business environments.
The document outlines three proposals for Tennessee Controls Corporation's Process Controls Division: 1) Develop new products for the high-volume market segment, 2) Develop high-technology control systems, and 3) Acquire MDA. Each proposal is evaluated using a Strategic Ranking Index (SRI) which considers credibility, risk factors, and financial return. Proposal 1, to develop new high-volume products, scored highest on the SRI and was recommended due to the champion's competitive analysis, potential for substantial profits even if followed, and opening of new markets.
Mark Cortazzo is a high-performing executive with a consistent record of achieving best-in-industry performance across various industries such as electronics, utilities, oil and gas, and shipbuilding. He has expertise in operational excellence, continuous improvement, manufacturing, engineering, and turning around underperforming businesses. Cortazzo has managed large budgets and staff, implemented lean practices, and reduced costs while improving profits. He holds degrees in engineering and business management and certifications in project management and Lean Six Sigma.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Root Cause Analysis (RCA) is a problem-solving technique that seeks to identify the primary cause of a problem. By focusing on the root cause, organizations can prevent the problem from recurring and develop long-term solutions that improve efficiency, reduce costs, and increase customer satisfaction.
RCA uses tools such as the 5 Whys and Cause & Effect Diagram to identify the underlying causes of a problem. The 5 Whys technique involves asking "why" multiple times to dig deeper into the root cause. The Cause & Effect Diagram categorizes potential causes, such as people, process, and equipment, to identify root causes quickly.
This RCA presentation is designed to provide participants with a comprehensive understanding of Root Cause Analysis (RCA) as a problem-solving technique. The presentation highlights the importance of identifying the root cause of a problem and how RCA can be used to achieve this. Participants will learn how to apply common RCA tools such as the 5 Whys and Cause & Effect Diagram to identify the root cause of a problem. They will also gain knowledge on how to prioritize root causes using a Pareto Chart to focus on the most significant causes first. The presentation will also cover the pitfalls in root cause analysis, highlighting the importance of avoiding making assumptions, involving stakeholders, and making RCA an ongoing process. By the end of the presentation, participants will have a deep understanding of RCA and be equipped with the skills needed to identify and solve problems effectively.
LEARNING OBJECTIVES:
1. Understand the critical role of identifying root causes in effective problem-solving.
2. Apply 5 Whys and Cause & Effect Diagram for practical root cause analysis.
3. Learn to prioritize root causes using Pareto Charts for impactful solutions.
4. Recognize common pitfalls and strategies for overcoming them.
CONTENTS
1. Introduction to Root Cause Analysis
2. Overview of Problem Solving
3. 5 Whys
4. Cause & Effect Diagram
5. Root Cause Prioritization
6. Effective RCA Practices
The document provides an overview of Matrix, an IT solutions company, and discusses key concepts of agile project management and how they can be applied to sales. Some key points:
- Matrix is a 31-year-old, privately held IT services company with over 2,300 IT positions filled annually and 1,500 consultants. It has offices across the US and offshore delivery centers.
- Agile principles focus on individuals, interactions, working software, customer collaboration, and responding to change. For sales, these emphasize understanding customer value, tying it to company vision/initiatives, and ensuring quick delivery of value.
- Key agile metrics for sales include customer value, time to deliver value, and
The document discusses the key aspects of project management including defining goals and scope, developing solutions and specifications, managing timelines and resources, and evaluating outcomes. It provides an overview of the project management cycle and details each stage including clarifying objectives, creating work breakdown structures and schedules, identifying risks, and establishing metrics for measuring success.
This document discusses strategies for improving business performance. It covers:
- Developing a strategy by setting objectives and getting a competitive position in the market.
- Understanding core competencies and how successful companies develop in unexpected ways based on these competencies.
- Defining the strategic path by analyzing the environment, possibilities, and core competencies to determine where to go.
- Different generic strategies like low cost, differentiation, and response that provide competitive advantage.
- The importance of objectives, targets, monitoring and feedback in performance management.
The document provides 20 tips for managing business IT projects. Some key tips include:
1) Define clear business objectives and ensure stakeholders are motivated for change.
2) Evaluate the business' readiness for transformation before starting the project.
3) Reduce initial scope and focus on delivering value in phases.
4) Avoid overfragmenting resources and ensure consultants are fully dedicated.
5) Conduct regular status reviews to make effective decisions.
6) Keep solutions as standard as possible to reduce risks and costs.
This document discusses the five immutable principles of project success:
1. Identify needed capabilities - define what the completed project will look like.
2. Establish technical and operational requirements baseline - determine how to achieve the needed capabilities.
3. Establish performance measurement baseline - assess if there is enough time, money, and resources to complete the project.
4. Perform continuous risk management - identify potential obstacles and how to mitigate risks.
5. Execute the performance measurement baseline - accurately measure project progress. Understanding and applying these five principles can help project managers deliver projects on time and on budget.
The Five Immutable Principles of Project DSuccessGlen Alleman
Understanding the Five Immutable Principles of project success will help project managers to deliver on-time and on-budget when managing any project in any domain
Николай Алименков "Геймификация в аутсорсинговых компаниях: практический отчет"Fwdays
Большинство привыкли слышать слово "Геймификация" только в контексте привлечения конечного пользователя в процесс использования программы. Кто-то знает о применении данного подхода в продуктовых компаниях с целью влияния на процесс разработки. Но мало кто верит, что подобные практики можно внедрять и в аутсорсинговых компаниях.
В данном докладе будут представлены практический отчет о подобном внедрении, рассмотрены детальный фреймворк для повторного использования в проектах различного типа. Если вы хотите добавить интереса и привлечь команду в свой проект, то этот доклад для вас.
Peter J. McGarahan presented on best practices for IT service management. He discussed the importance of having a strategic vision and continuous improvement roadmap to align goals and metrics. Some key areas of focus included achieving first contact resolution, mapping call types to determine root causes, and introducing knowledge management and customer-centric technologies. The presentation emphasized maximizing existing investments through integration, automation, and ensuring processes are optimized to deliver quality service and support.
Traditional businesses are increasingly threatened by disruptors that are more customer-centric and adaptable. To succeed, companies must adopt a "good for now" approach of continuously testing ideas with customers, learning quickly from failures or negative feedback, and pivoting as needed. This involves skills like design thinking, building prototypes, customer validation, and metrics testing to rapidly iterate products and ensure they meet customer needs. The goal is to start with the smallest viable product and stay focused on delivering value for the customer throughout the development process.
This document discusses product roadmaps and how to do them right. It contains information about Scott Middleton, founder and CEO of Terem Technologies, and John Carter, founder and principal of TCGen Inc. The document discusses the problems with roadmaps done wrong, and the power of roadmaps done right in communicating strategy, informing execution, and increasing revenue. It outlines the most powerful types of roadmaps - strategic, execution, and sales roadmaps - and how they should be specialized for different audiences like C-suite, sales, and product teams. The call to action is to audit existing roadmaps, identify needs and audiences, determine how roadmaps fit strategically, collect necessary data, and review and iterate roadmaps.
Product Development Metrics: More Harm Than Good?John Carter
This is a presentation and workshop given to the Silicon Valley Engineering Leadership Group, held in Palo Alto, CA. First it shows how metrics related to compensation can really drive bad behavior. Then the presentation turns to product development metrics that can be used in the context of program management consulting, to improve effectiveness. More is available at https://tcgen.com/product-development-metrics, where there are papers on metrics as well as downloadable tools for improving the product development process.
Metrics svelg aug16_26
Never The Twain Shall Meet: Can Agile Work with a Waterfall Process?John Carter
This thought-leading presentation discusses applying Agile to any organization. It makes a research-based case that Agile is spreading and that change is inevitable. It then discusses the barriers to change and how to overcome them. It next presents the idea of “Intelligent Agile” – an Agile scaled to your organization and its needs. It then presents the “next practices” required to make a sea change in Agile PD. Along the way, the presentation features best practices to overcome barriers, develop “Intelligent Agile, and continue to grow.
Analysis Prioritisation Communication-Day SevenReuben Ray
This document provides information on quality processes and process improvement strategies. It discusses concepts like the planning process with inputs like vision and gap analysis, prioritization using Kano analysis, and monitoring. Other sections cover quality definitions and strategies for competitive advantage like cost leadership, differentiation, and customer orientation. Process improvement frameworks like Lean, Six Sigma, TQM and BPR are mentioned. The document also includes information on benchmarking, value creation, implementation, and team mandates for process improvement projects.
The document provides an overview of Quality Function Deployment (QFD), a structured methodology for incorporating customer needs into product design and development. It discusses the key aspects of QFD, including identifying customer requirements, design attributes, and their relationships. It describes the "House of Quality" diagram which maps these relationships. It also discusses how additional houses can be used to flow customer needs through different stages of development and production to ensure the customer voice is maintained.
Creating Agile Organizations by Combining Design, Architecture and Agile Thin...Craig Martin
This is a talk I gave to the IASA follow-the-sun community. It deals with the combination of the design thinking, architecture thinking and agile thinking disciplines into a combined discipline needed to create the a responsive organisation.
Practical Product Management for new Product ManagersAmarpreet Kalkat
This presentation provides tips and tools for a professional who is new to Product Management function (in software).
It does not cover the full lifecycle of a product and primarily focuses on the product development/product building phase. As such, it is more usable for professionals working on existing products than for those in the process of building new products from scratch.
The document summarizes a leadership training workshop. The purpose of the workshop is to improve business and leadership skills, learn from peers, share best practices, and build industry networks. It discusses dealing with volatile, uncertain, complex and ambiguous (VUCA) business conditions. Key topics covered include future management trends, online training resources, problem solving techniques, decision making tools, and increasing productivity. Participants engage in exercises to analyze leadership gaps, develop strategic plans, solve problems, and improve time management. The workshop provides tools and frameworks to help leaders navigate challenging business environments.
The document outlines three proposals for Tennessee Controls Corporation's Process Controls Division: 1) Develop new products for the high-volume market segment, 2) Develop high-technology control systems, and 3) Acquire MDA. Each proposal is evaluated using a Strategic Ranking Index (SRI) which considers credibility, risk factors, and financial return. Proposal 1, to develop new high-volume products, scored highest on the SRI and was recommended due to the champion's competitive analysis, potential for substantial profits even if followed, and opening of new markets.
Mark Cortazzo is a high-performing executive with a consistent record of achieving best-in-industry performance across various industries such as electronics, utilities, oil and gas, and shipbuilding. He has expertise in operational excellence, continuous improvement, manufacturing, engineering, and turning around underperforming businesses. Cortazzo has managed large budgets and staff, implemented lean practices, and reduced costs while improving profits. He holds degrees in engineering and business management and certifications in project management and Lean Six Sigma.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Root Cause Analysis (RCA) is a problem-solving technique that seeks to identify the primary cause of a problem. By focusing on the root cause, organizations can prevent the problem from recurring and develop long-term solutions that improve efficiency, reduce costs, and increase customer satisfaction.
RCA uses tools such as the 5 Whys and Cause & Effect Diagram to identify the underlying causes of a problem. The 5 Whys technique involves asking "why" multiple times to dig deeper into the root cause. The Cause & Effect Diagram categorizes potential causes, such as people, process, and equipment, to identify root causes quickly.
This RCA presentation is designed to provide participants with a comprehensive understanding of Root Cause Analysis (RCA) as a problem-solving technique. The presentation highlights the importance of identifying the root cause of a problem and how RCA can be used to achieve this. Participants will learn how to apply common RCA tools such as the 5 Whys and Cause & Effect Diagram to identify the root cause of a problem. They will also gain knowledge on how to prioritize root causes using a Pareto Chart to focus on the most significant causes first. The presentation will also cover the pitfalls in root cause analysis, highlighting the importance of avoiding making assumptions, involving stakeholders, and making RCA an ongoing process. By the end of the presentation, participants will have a deep understanding of RCA and be equipped with the skills needed to identify and solve problems effectively.
LEARNING OBJECTIVES:
1. Understand the critical role of identifying root causes in effective problem-solving.
2. Apply 5 Whys and Cause & Effect Diagram for practical root cause analysis.
3. Learn to prioritize root causes using Pareto Charts for impactful solutions.
4. Recognize common pitfalls and strategies for overcoming them.
CONTENTS
1. Introduction to Root Cause Analysis
2. Overview of Problem Solving
3. 5 Whys
4. Cause & Effect Diagram
5. Root Cause Prioritization
6. Effective RCA Practices
The document provides an overview of Matrix, an IT solutions company, and discusses key concepts of agile project management and how they can be applied to sales. Some key points:
- Matrix is a 31-year-old, privately held IT services company with over 2,300 IT positions filled annually and 1,500 consultants. It has offices across the US and offshore delivery centers.
- Agile principles focus on individuals, interactions, working software, customer collaboration, and responding to change. For sales, these emphasize understanding customer value, tying it to company vision/initiatives, and ensuring quick delivery of value.
- Key agile metrics for sales include customer value, time to deliver value, and
The document discusses the key aspects of project management including defining goals and scope, developing solutions and specifications, managing timelines and resources, and evaluating outcomes. It provides an overview of the project management cycle and details each stage including clarifying objectives, creating work breakdown structures and schedules, identifying risks, and establishing metrics for measuring success.
This document discusses strategies for improving business performance. It covers:
- Developing a strategy by setting objectives and getting a competitive position in the market.
- Understanding core competencies and how successful companies develop in unexpected ways based on these competencies.
- Defining the strategic path by analyzing the environment, possibilities, and core competencies to determine where to go.
- Different generic strategies like low cost, differentiation, and response that provide competitive advantage.
- The importance of objectives, targets, monitoring and feedback in performance management.
The document provides 20 tips for managing business IT projects. Some key tips include:
1) Define clear business objectives and ensure stakeholders are motivated for change.
2) Evaluate the business' readiness for transformation before starting the project.
3) Reduce initial scope and focus on delivering value in phases.
4) Avoid overfragmenting resources and ensure consultants are fully dedicated.
5) Conduct regular status reviews to make effective decisions.
6) Keep solutions as standard as possible to reduce risks and costs.
This document discusses the five immutable principles of project success:
1. Identify needed capabilities - define what the completed project will look like.
2. Establish technical and operational requirements baseline - determine how to achieve the needed capabilities.
3. Establish performance measurement baseline - assess if there is enough time, money, and resources to complete the project.
4. Perform continuous risk management - identify potential obstacles and how to mitigate risks.
5. Execute the performance measurement baseline - accurately measure project progress. Understanding and applying these five principles can help project managers deliver projects on time and on budget.
The Five Immutable Principles of Project DSuccessGlen Alleman
Understanding the Five Immutable Principles of project success will help project managers to deliver on-time and on-budget when managing any project in any domain
Николай Алименков "Геймификация в аутсорсинговых компаниях: практический отчет"Fwdays
Большинство привыкли слышать слово "Геймификация" только в контексте привлечения конечного пользователя в процесс использования программы. Кто-то знает о применении данного подхода в продуктовых компаниях с целью влияния на процесс разработки. Но мало кто верит, что подобные практики можно внедрять и в аутсорсинговых компаниях.
В данном докладе будут представлены практический отчет о подобном внедрении, рассмотрены детальный фреймворк для повторного использования в проектах различного типа. Если вы хотите добавить интереса и привлечь команду в свой проект, то этот доклад для вас.
Peter J. McGarahan presented on best practices for IT service management. He discussed the importance of having a strategic vision and continuous improvement roadmap to align goals and metrics. Some key areas of focus included achieving first contact resolution, mapping call types to determine root causes, and introducing knowledge management and customer-centric technologies. The presentation emphasized maximizing existing investments through integration, automation, and ensuring processes are optimized to deliver quality service and support.
Traditional businesses are increasingly threatened by disruptors that are more customer-centric and adaptable. To succeed, companies must adopt a "good for now" approach of continuously testing ideas with customers, learning quickly from failures or negative feedback, and pivoting as needed. This involves skills like design thinking, building prototypes, customer validation, and metrics testing to rapidly iterate products and ensure they meet customer needs. The goal is to start with the smallest viable product and stay focused on delivering value for the customer throughout the development process.
This document discusses product roadmaps and how to do them right. It contains information about Scott Middleton, founder and CEO of Terem Technologies, and John Carter, founder and principal of TCGen Inc. The document discusses the problems with roadmaps done wrong, and the power of roadmaps done right in communicating strategy, informing execution, and increasing revenue. It outlines the most powerful types of roadmaps - strategic, execution, and sales roadmaps - and how they should be specialized for different audiences like C-suite, sales, and product teams. The call to action is to audit existing roadmaps, identify needs and audiences, determine how roadmaps fit strategically, collect necessary data, and review and iterate roadmaps.
Product Development Metrics: More Harm Than Good?John Carter
This is a presentation and workshop given to the Silicon Valley Engineering Leadership Group, held in Palo Alto, CA. First it shows how metrics related to compensation can really drive bad behavior. Then the presentation turns to product development metrics that can be used in the context of program management consulting, to improve effectiveness. More is available at https://tcgen.com/product-development-metrics, where there are papers on metrics as well as downloadable tools for improving the product development process.
Metrics svelg aug16_26
Program Management 2.0: Work Breakdown StructureJohn Carter
From a course titled Program Management 2.0, this presentation pulls together a suite of tools for creating a Work Breakdown Structure - which is very helpful for tracking the true project a project is making. It lends itself to also communicate the earned value of a project - so teams and managers can see what is done, and what is left to do.
Program Management 2.0: Schedule Prediction AccuracyJohn Carter
From a course titled Program Management 2.0, this presentation pulls together a suite of tools for using a simple and yet very powerful tool for tracking progress AND projecting the likely release date.
Program Management 2.0: Risk ManagementJohn Carter
From a course titled Program Management 2.0, this presentation pulls together a suite of tools for identifying risk, putting in place a risk register with trip wires, and and reporting risk retirement.
Program Management 2.0: Monitoring PerformanceJohn Carter
From a course titled Program Management 2.0, this presentation pulls together a suite of tools for planning work, assessing & monitoring risk, monitoring program progress, clarifying roles, and making decisions.
Program Management 2.0: Circle-Dot Charts and CommunicationJohn Carter
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2. 2
22
DEFINITION(S) OF STRATEGY
There are many definitions…
• Best allocation of finite resources
• Definition and pursuit of long range objectives
But my favorite is…
• Finding holes and filling them
3. 3
33
PRODUCT MANAGEMENT SUCCESS IN PORTFOLIO MANAGEMENT
The focus of this presentation will be on the technical and organizational skills
Relative Importance of Skill Types
Tehnical Organizational Leadership
4. 4
44
IS STRATEGY OVERRATED?
• Yes and no
• Yes - You must have a defined competitive strategy
• Where strategy falls down is in two places
• And two places that ABSOLUTLELY KILL IT
• Communication “it is too secret”
• Execution “real life gets in the way”
5. 5
55
PRODUCT ROADMAPS VERSUS CORPORATE STRATEGY – THEY
CASCADE
Corporate Strategy
• Valuation metrics, Financial metrics, M&A vs. Organic growth
Portfolio Management
• Investment decisions and risk tolerance
Product Management
• Execution of Portfolios and Corporate strategy optimizing the internal resources
6. 6
66
ROADMAPS AND ENTERPRISE SOFTWARE
Roadmaps as a management tool
• Our focus
• Primary benefits are here
• Done first
Roadmaps as a selling tool
• Not a focus
• Needs care and disclaimers (Revenue Recognition)
• Not a substitute for listening to customers!
7. 7
77
INPUTS TO STRATEGY PORTFOLIO MANAGEMENT APPROACH
1 Understand Customer Needs
2 Understand Market Trends
3 Identify promising Technologies
4 Develop Landscapes that help you innovate and prioritize
5 Develop Roadmaps that guide your teams
6 Develop Technology Roadmaps to focus efforts to drive supporting
activities that deliver the products
7 Fund
8 Monitor
Strategic
Tactical
PRODUCT MANAGERS
SHOULD BE
ALLOCATING MORE
TIME UPSTREAM
8. 8
88
EFFECTIVE PORTFOLIO MANAGEMENT FOR PRODUCT MANAGERS
Navigating Politics & Changes in Organization (Organizational Skills)
• Attitude Influence Diagrams
• Circle Dot Diagrams
• Technology Allocation Audits
Best Practices (Technical Skills)
• Customer Enabled Innovation (CEI)
• Scorecards
• Use Cases
9. 9
99
ORGANIZATIONAL SKILL #1 ELIMINATE ORGANIZATIONAL
OBSTACLES
108642-2-4-6-8-10
2
4
6
8
10
12
Chuck
IT Mgr
Bill
SVP Eng Phil
Product
Marge
CEO
Ron
QA
Attitude (Negative to Positive)
Challenging Individuals
(Diameter is resistance to change)
How To Eliminate Obstacles
• Identify key individuals that may impact success
• Plot each individual on the diagram
• Horizontal axis shows the degree of support: positive or negative
• Vertical axis shows the degree of influence: high or low
• Develop action plan for each person in the upper left quadrant
• Talk directly, have peer influence, have superior influence, etc.
10. 10
1010
ORGANIZATIONAL SKILL #2 CIRCLE-DOT ROLE RESPONSIBILITY
MATRIX
This diagram summarizes involvement for Product Management
• Rows indicate function or role
• Columns indicate phase of Product Management
• This chart summarizes the situation in most cases
Process or Phase
Lead/Co-Lead
Involved
Not Involved
Role 3
Role 4
Role 2
Role 1
12. 12
1212
ORGANIZATIONAL SKILL #3 TECHNOLOGY AND SKILL AUDIT
This may not seem like Product Management’s job, but it needs to get done
PM to determine “Ideal” allocation of funding
The Directors of Development (or CTO) to perform “Actual” staff and skill audits
• Advanced Development
• Breakthrough/Platform products (Clean Sheet Designs)
• Derivative products
• Incremental/Sustaining/Bug Fixes
The PM should perform a Technology Audit with the Architects in R&D (or CTO)
•These can be inputs to Technical Roadmaps & Product Competitor Landscapes
The PM to work with Engineering to close gaps in skills and technologies
13. 13
1313
TECHNICAL SKILL #1 CUSTOMER ENABLED INNOVATION
Appendix A
Appendix B
Appendix C
Appendix D
Appendix E
Section 1.0
Section 2.0
Section 3.0
Section 4.0
Section 5.0
THE CUSTOMER DOES NOT FEEL IN CONTROL OF
THEIR DESTINY BECAUSE THEY ARE AT THE
MERCY OF THEIR CUSTOMERS AND THEY HAVE SO
MUCH TO DO WITH SO FEW RESOURCES
= Top Vote Getter
= Second Vote Getter
= Third Vote Getter
JUGGLER ON A HIGH WIRE
I AM GOING TO LOSE MY
JOB IF I CAN’T DO
EVERYTHING
WHEN SUPERVISOR
DIDN’T GET THE
RESULTS, THEY GOT
ANGRY AND TOLD OUR
BOSS
THE SUPERVISOR WOULD
COME DOWN ON US IF
WE DIDN’T OFFER
FLEXIBILITY
THERE ARE NOT
ENOUGH PEOPLE TO
DO THE WORK
I AM NOT IN CONTROL
I AM EMBARRASSED
WHEN CUSTOMERS
HAVE TO COME BACK IN
I’M FRUSTRATED
BECAUSE I CANNOT GET
ACCURATE RESULTS
ON MY EQUIPMENT
SMOOTH OPERATION
LAB IS WELL RUN -
YOU KNOW, IT’S
MILITARY
SMALL LAB BUT FULL
SERVICE. IT’S LIKE A
GAS STATION
GRIDLOCK
CHAOS EXISTS
WHEN COMPUTER
SYSTEMS GO DOWN
5 P.M. ON FRIDAY AT
KENNEDY AIRPORT
HIGH VOLUME OF
PARTS ARE RECEIVED
IN A.M. AND P.M.
TITLE WAVE OF PARTS
AND NO ONE TO RUN
THEM
WORKERS WANT TO
WORK “BY THE CLOCK”
BUT WORK-FLOW
DOESN’T ALLOW TIME
FOR BREAKS
WE HAVE TO SHOUT
AT ONE ANOTHER
BECAUSE IT’S SO
NOISY IN HERE
PROBLEM
MAINTAINING TWO
SYSTEMS. NO IMPACT
ON ME; JUST
COMPLAINING FOR A
FRIEND
RUSH HOUR
TRAFFIC JAM
THE WAY THINGS ARE
TODAY, I NEED A LOT
OF ABBOTT
EQUIPMENT TO
PRODUCE RESULTS.
I’M RUNNING OUT OF
SPACE
HAIL MARY PASS AT FOOTBALL GAME
I DON’T CARE WHAT
MACHINE THEY USE
AS LONG AS I GET
RESULTS
AIR TRAFFIC CONTROLLER
TRYING TO FIGURE OUT WHAT
SYSTEM IS SAYING
I CAN’T DO MY JOB . . . MY
CUSTOMERS WILL LEAVE IF I
GET THE WRONG RESULT
IT MAKES ME LOOK BAD IF I
CAN’T GIVE AN ANSWER
I NEED A SLIDE RULE TO
UNDERSTAND THIS STUFF
THE ICEMAN
I (OPERATOR) AM AT
THE BOTTOM OF THE
LADDER
NOBODY CARES
ABOUT ME. I’M A
BUTTON PUSHER
BOSS AND OPERATOR
AT EACH OTHER’S
THROATS
I AM STRESSED OUT
FEAR OF BEING
REPLACED BY
MACHINE
I DON’T TRUST
AUTOMATION
AUTO IS GOOD BUT I’M
EDUCATED AND NOT
BEING CHALLENGED
I FEAR REPLACEMENT
BY AUTOMATION
WHAT ARE THE KEY IMAGES OF OUR
CUSTOMER’S ENVIRONMENT?
One-dimensional
Attractive
Must-Be
Satisfaction
Dissatisfaction
Functional Dysfunctional
Collect the Voice of the
customer
Collect scenes of using
the product or service
Link voice with context Translate into
requirements
Extract the key
item(s) = essences
Gather
Customer
Information
1
Develop
Customer
Requirements
2
Develop
Metrics for
Requirements
3
Validate,
Prioritize,
and Select
Requirements
4
Generate
Product
Specification
5
14. 14
1414
TECHNICAL SKILL #2 WHY USE CASES ARE SO IMPORTANT
Product definition is EVERYTHING
• It drives differentiation – hence growth
• It drives margins – hence profits
• It drives shareholder value!
Done poorly it drives frustration, delay, and loss of share
One of the best techniques for product definition is Use Cases
• It drives engineering to be more creative
• Why? CONTEXT!
• Use Use Cases, or User Stories when possible
15. 15
1515
TECHNICAL SKILL #3 PRODUCT DEFINITION SCORECARD
Product Definition Self Assessment MEAN Standard Deviation
Understanding of users’needs 2.8 0.9
Strategic alignment/charter consistency 3.7 0.9
Competitive analysis 2.9 1.5
Product positioning 2.8 0.7
Technical risk assessment 4.3 0.5
Priority decision criteria list 3.9 0.6
Regulation compliance 3.8 1.0
Product channel issues 4.6 0.7
Upper management project endorsements 4.2 0.7
Total support from the organization 4.3 0.6
3.7
Mean below 3, SD above 1: indicative of significant risk Reference: Wilson, Edith, “Product Definition: Assorted Techniques and Their Marketplace
Impact,” IEEE International Engineering Management Conference
16. 16
1616
TECHNICAL SKILL #3 PRODUCT DEFINITION SCORECARD
The team senses that the product definition is not based on true Voice of the Customer and the inputs from Solutions Marketing
are short term.
Sometimes critical details, which would help the team to accomplish the design more efficiently, are missing.
PM to use “Product Definition Scorecard” technique to highlight gaps
• Individual team members fill out scorecard, PM analyzes responses
• If any area is below a “3’ (indicating the area is too vague)
• If the standard deviation is above “1” (indicating lack of consensus)
The Project Manager/Leader and the PM should work out a plan of action to improve those areas
This improvement in definition should be baked into the project schedule
The project is “Out of Bounds” if can’t complete remediation in time
• Adequate Product Definition is essential for a quality project
17. 17
1717
EXERCISE – TECHNICAL & ORGANIZATIONAL SKILLS
Review the material presented
Define some of the key challenges in the current portfolio
process (3-5)
• Make a list on a Flip Chart on left hand side
Suggest which skills might be used to help remove or reduce
the key challenges (1 per each challenge)
• List a skill from the material (or other) to remediate the
challenge
Challenge Skill/Best Practice
Roles aren’t clear Circle-Dot
Challenge #2 Skill X
Challenge #3 Skill Y
18. 18
1818
INNOVATION: CUSTOMER IN VERSUS TECHNOLOGY OUT
Customer In
• Development of Platforms
• Searching for Innovation
• Using best practices (CEI, Follow Me Home)
Technology Out
• When do you innovate independently?
• Continuously!
Case study
• Bose’s Noise Canceling Headphones
19. 19
1919
INPUTS TO STRATEGY PORTFOLIO MANAGEMENT APPROACH
1 Understand Customer Needs
2 Understand Market Trends
3 Identify promising Technologies
4 Develop Landscapes that help you innovate and prioritize
5 Develop Roadmaps that guide your teams
6 Develop Technology Roadmaps to focus efforts to drive supporting
activities that deliver the products
7 Fund
8 Monitor
Strategic
Tactical
PRODUCT MANAGERS
SHOULD BE
ALLOCATING MORE
TIME UPSTREAM
20. 20
2020
MAPS ARE REPRESENTATIONS
Roadmap Landscape
Roadmap
• Progression, with a time based dimension,
showing evolution
Roadmap
• Snapshot, with a purpose of comparison,
for making decisions
21. 21
2121
ROADMAPS AND INNOVATION
Landscapes & Roadmaps Link Needs with Technologies
Roadmaps can show progress
over time
Portfolio Landscapes help with
decision making
Product Managers need to move to the left – to become more strategic
Working on the right things Doing things right
Customers
Technology
Idea Selection Funding Development Development
22. 22
2222
PRODUCT STRATEGY STATIC TRENDS
Roadmaps Trends
Predict the future second
Landscape Maps - Static
Analyze the present first
Growth Share
Risk Portfolio
Process Portfolio
Product Competitor
Product
Platform
Pricing
Technology
Landscapes
Roadmaps
Product
Strategy
23. 23
2323
LANDSCAPE TYPES
Graphical representations of products, product families and competitors as a snapshot
Strategic Landscape
Representation of various tradeoffs
between business areas based on
different attributes
Product Portfolio Landscapes
Describes the relationship between
products based on different attributes
Pricing Ladder
Describes the pricing of product
variants at various cost points, often
indicating price ranges of maximum
sales or margins
Common Diagrams
24. 24
2424
Performance
Characteristic
Importance
Industry
Leverage
Sweeteners
Fats and
substitutes
Shelf life
enhancers
Flavorings Formulation mixing ++ --
Flavour 1 M + ++ + ++ + +
Appearance 2 L + + ++ 0 ++ +
Fat Content 3 H 0 ++ 0 0 0 0
Texture/
Mouthfeel
4 H + ++ + ++ + +
Price 5 M 0 + + + ++ ++
Calories 6 L ++ + 0 0 0 0
Competitor
Profile
Constar Inc. I ¤ ¤ ¡ ¡ ¤ 10% share
A ¤ l l l ¤ l 30% share
B ¤ ¤ l l l ¤ 40% share
Relative Maturity G E G G M G
PRODUCT/COMPETITOR LANDSCAPE MAP
B A CI
B A CI
B CI A
A B/CI
B A CI
A/B/CI
25. 25
2525
MAKE/BUY LANDSCAPE MAP
Technologies Embodied in the Product*
MarketFactors
*Source: Edward B. Roberts, Charles A. Berry, “Entering New Businesses: Selecting Strategies for Success,” Sloan Management
Base New Familiar New Unfamiliar
NewUnfamiliarNewFamiliarBase
Joint
Ventures
Venture
Capital,
Educational
Acquisitions
Venture
Capital,
Educational
Acquisitions
Internal
Market Dev.,
Acquisitions
Internal
Ventures,
Acquisitions,
Licensing
Venture
Capital,
Educational
Acquisitions
Internal
Development
Internal
Product Dev.,
Acquisitions,
Licensing
Strategic
Alliances
26. 26
2626
MARKET & TECHNOLOGY RISK
Note: the area of each circle is proportional to the magnitude of revenues
Same customers and
channels
New customers or
channels
New customers and
channels
Technology
unproven
anywhere
Technology
unproven
within company
Technology
proven
Prod 2 $456M
Prod 3 $56M Prod 5 $447M
Prod 4 $112M
Reference: Rebecca Henderson, MIT, talk to International Association for Product Development, Workshop #16: “Technology Strategy at Corning - A Case Study,” Peachtree City, GA
Products
1a-1f
$912M
28. 28
2828
ROADMAP TYPES
Roadmaps describe the relationships between value elements (products or services) – amongst each other or over time
Technology Roadmap
Emphasizes the trajectory of various
ingredient technologies over time and
how they intersect with products
Product Roadmap
Emphasizes the trajectory of products
and product families over time. Can
show competitors and other divisional
products too.
Feature Trend Roadmaps
Shows the trend of various attributes
over time
Common Roadmaps
29. 29
2929
PRODUCT ROADMAP
Product Roadmap
• Graph shows product plans over several years in quarters
• Vertical axis shows retail price in subscription costs per month
• Shows relationship between products, pricing and time with sales goals
Q1
Mar 2014
Q2 Q3 Q4
Dec 2014
Q1 Q2 Q3 Q4
Dec 2015
Q1
$25
$50
$/Mo.
V 1.1 V 1.2 V 1.3
75,000 Institutions
10,000 Institutions
V Beta V 1.0
Product Launches Lined Up for Advisor and Advisor Pro
Finance Advisor Pro
Consumer Finance Advisor
30. 30
3030
TECHNOLOGY ROAD MAP MATRIX
Reference: Willyard, Charles H. and Cheryl McClees, “Motorola’s Technology Roadmap Process,” Research Management
“Buckets”Products&Capabilities
Year
Technologies
Lineup of products with technologies
Tuning Push Button Push Button Synthesizers Touch Pad Synthesizers Voice Actuated
Ceramic Resonators SAWs Digital Signal ProcessorsSelectivity
Subcarrier
Function
Stereo Paging Data Maps
IC Technology Linear 5mu CMOS 3mu CMOS 1mu CMOS
LEDs Liquid Crystal Fluorescence
Vehicular LAN Single Wire Glass Fiber
Digital Modulators
PRODUCTS
RECEIVER 1
Stereo
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
RECEIVER 2
Plus:
Scan
Seek
RECEIVER 3
Plus:
Personal Paging
NEXT GENERATION
Plus:
Stock Market
Road Information
Remote Amplifiers
Remote Controls
FUTURE
GENERATION
A NEW SERVICE
Super Hi Fi
Local maps
Display
31. 31
3131
COST TREND GRAPH ROADMAP
$K / Incident
Time (Years)
0.001
0.01
0.1
1
2010 2011 2012 2013 2014 2015 2016 2017
Comp. Prod A
Comp. Prod B
Own Prod 1
Expected Comp. Prod. C
Own Prod 2
Goal, Own Prod 3
32. 32
3232
COST TREND GRAPH ROADMAP
$K / Incident
Time (Years)
0.001
0.01
0.1
1
2010 2011 2012 2013 2014 2015 2016 2017
Comp. Prod B
Own Prod 1
Expected Comp. Prod. C
Own Prod 2
Goal, Own Prod 3
33. 33
3333
EXERCISE – PORTFOLIO & ROADMAP PROCESS
Define the To-Be Portfolio Process – Steps and People
• Identify 5-10 Steps in the process
• Start from initial inputs, end with kicking off project and
monitoring it
• List 4-8 key skills in Portfolio and Roadmap Process (don’t like
steps and skills yet)
Create a To-Be Portfolio Circle Dot Chart Process
• List key steps on left
• List key functions on top
• Indicate who leads and who is involved
Steps People
CEI Finance
Step #2 Function X
Step #3 Function Y
35. 35
3535
CHOICE MODEL – WHEN TO USE?
1
What does your organization
currently use?
2
What works best? What works
worst?
3
Do you do both Landscapes and
Roadmaps?
4
From what we shared, which
might be most useful?
36. 36
3636
INPUTS TO STRATEGY PORTFOLIO MANAGEMENT APPROACH
1 Understand Customer Needs
2 Understand Market Trends
3 Identify promising Technologies
4 Develop Landscapes that help you innovate and prioritize
5 Develop Roadmaps that guide your teams
6 Develop Technology Roadmaps to focus efforts to drive supporting
activities that deliver the products
7 Fund
8 Monitor
Strategic
Tactial
PRODUCT MANAGERS
SHOULD BE
ALLOCATING MORE
TIME UPSTREAM
37. 37
3737
MAKING PORTFOLIO DECISIONS
Using Maps and Landscapes, summarize opportunities
Select and prioritize the opportunities
Turn the priorities into a short term product roadmap (next 6 quarters)
Turn on projects as soon as possible, dictated by the short term product roadmap
Then check when you start programs
Do they meet IRR (Internal Rate of Return) and Revenue Thresholds?
• Typically 33% IRR, 3-5% of Current Revenues
38. 38
3838
MONITORING PORTFOLIO DECISIONS
Before you are fully committed, ensure that you have sufficient resources & are not spread too thin
• Remember that you can do fewer projects faster with greater throughput if they are not bottlenecked
Then monitor the progress – are the projects making predicted progress?
• Are the resources properly allocated or starved?
• Is the development progressing – via Story Points or Earned Value?
• Use Leadership skills to resolve issues (first presentation)
39. 39
3939
Have you agreed on the Portfolio Management Process?
Have you agreed on PM’s Roles and Responsibilities?
Does PM have the responsibility for Portfolio Management?
Develop Landscapes that help you innovate and prioritize
Are the Breakthrough/Platform products starting when the can/should?
Are the resources allocated as they should?
Have you migrated your time towards the more strategic actions?
CHECKLIST FOR A GOOD PORTFOLIO PROCESS