Starting Smarterer
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Jennifer Fremont-Smith's presentation to the Lean Startup Circle Boston in June 2011 on the origins of Smarterer.
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The document discusses various challenges that can cause project failure if not properly managed. It notes that project management is a dynamic process that utilizes organizational resources in a controlled manner to achieve strategic objectives. Some key issues discussed include scope creep, poor communication, inadequate resources, unrealistic customer expectations, lack of change management, unrealistic timelines, and failure to properly plan for risks. The document emphasizes the importance of thorough planning, clear requirements, change management processes, effective communication, and risk planning to avoid these pitfalls and ensure project success.
File 1 removed 5 words 1
The document discusses common problems that can cause project failure and provides recommendations to address them. It notes that project failure occurs when a project does not meet stakeholder expectations and can result in cost and time overruns, quality issues, and stress. Specific issues covered include scope creep, poor communication, inadequate resources, unclear requirements, unrealistic timelines, unmanaged risks, undefined deliverables, lack of planning, and insufficient project management skills. The document recommends properly documenting requirements, following a change management process, communicating effectively, allocating sufficient resources, conducting risk analysis, clearly defining deliverables, taking time for planning, and obtaining project management education.
File 1 word removed 1
This document discusses common problems that can cause project failure and provides recommendations to address them. It notes that projects can fail when they do not meet stakeholder expectations, experience cost and time overruns, or have quality issues. Specific problems covered include scope creep, poor communication, inadequate resources, unclear requirements, unrealistic timelines, unmanaged risks, undefined deliverables, and lack of planning. The document recommends establishing clear requirements, comprehensive plans, change management processes, risk management strategies, and using project management tools and techniques to initiate, plan, execute and control projects.
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I am sharing this presentation, which I prepared during my PG. Hope this will help you people a bit. Check and please feedback me if needed any changes. write me: ggngupta@hotmail.com with subject title: Feedback-Slideshare <filename>. Thanks
File 1 word removed 2
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File 1 original
The document discusses various challenges that can cause project failure if not properly managed. It notes that project management is a dynamic process that utilizes organizational resources in a controlled manner to achieve strategic objectives. Some key issues discussed include scope creep, poor communication, inadequate resources, unrealistic customer expectations, lack of change management, unrealistic timelines, and failure to properly plan for risks. The document emphasizes the importance of thorough planning, clear requirements, change management processes, effective communication, and risk planning to avoid these pitfalls and ensure project success.
File 1 removed 5 words 1
The document discusses common problems that can cause project failure and provides recommendations to address them. It notes that project failure occurs when a project does not meet stakeholder expectations and can result in cost and time overruns, quality issues, and stress. Specific issues covered include scope creep, poor communication, inadequate resources, unclear requirements, unrealistic timelines, unmanaged risks, undefined deliverables, lack of planning, and insufficient project management skills. The document recommends properly documenting requirements, following a change management process, communicating effectively, allocating sufficient resources, conducting risk analysis, clearly defining deliverables, taking time for planning, and obtaining project management education.
File 1 word removed 1
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Presentation for Agile Australia Conference 2013. Introducing Lean Startup concepts in a way accessible to people used to usual project management methods. With lean startup you don't assume you know the end state required, (as you do with a project), you assume you need to focus on learning to discover the end state to solve the problem you area you looking at.
How to Build Customer Centric Products by Microsoft Senior PM
This document summarizes best practices for building customer-centric products based on a talk by Ritika Kapadia. It outlines a 5 step process: 1) setting up customer interviews; 2) understanding customers through open-ended questions; 3) validating solution ideas with customers; 4) validating solution details with usability studies and experiments; 5) evolving the product based on customer metrics and feedback from programs. The key takeaway is that product managers must directly interface with customers to make decisions rooted in customer needs rather than their own assumptions.
The magic of loops, markets and moxie
Most businesses fail within the first year or two. How do you improve your odds of success? We’ll review the magic in learning loops, how to understand your users and customer development, and what you need in team dynamics to drive your startup forward and point you in a more successful direction.
By Nick Barendt & Nicole Capuana
Braineet (ENG)
Braineet enables all your customers to share all their innovative ideas with your brand to innovate faster and at lower risk.
Spitfire Group 2014 Mile High Agile Tips for Timeboxed Kanban Program
The document provides 13 tips for instituting Kanban on a time boxed program based on the experiences of a software development team. The tips include taking advantage of all Kanban aspects, making processes and metrics visible, maintaining quality as throughput increases, gaining business trust, and recognizing that productivity does not scale linearly with team growth. Visualizing work, establishing definitions of done, limiting work in progress, and using story maps are emphasized.
How Yammer Stayed Lean Post-Acquisition: Customer Development as Survival Str...
1) After being acquired by Microsoft, Yammer stayed lean by continuing to focus on customer development and maintaining their startup culture and processes.
2) Key aspects of Yammer's product development process included building products based on identified customer problems, autonomous cross-functional teams, and testing all features through A/B testing.
3) Yammer also focused on data-driven decision making, maintaining a supportive and empowering culture, and finding early adopters within Microsoft to socialize their approach.
12/2/2014 Milwaukee Agile Presentation: Persuading Your Oganization to be Agile
12/2/2014 Milwaukee Agile Presentation: Persuading Your Organization to be Agile was delivered to 54 practitioners. NVISIA's Tracey Barrett shared tips on how to persuade an organization to become Agile. Interestingly enough, Tracey suggests being Agile in your adoption of Agile.
How to leverage your work with a Product Mindset - Mark Opanasiuk.pdf
How to leverage your work with a Product Mindset - Mark Opanasiuk
1. What is a Product Mindset?
2. Product Thinking Mindset on Personal level.
3. Product Mindset on Organization level.
How to do great marketing w/o much money
This document provides an overview of how to do great marketing without spending a lot. It discusses laying the foundation through developing buyer personas, keyword definitions, and lead definitions. It recommends attracting prospects through thought leadership, humor and personality. The document also discusses nurturing leads over time through content like blogs, newsletters, webinars and white papers. It emphasizes the importance of measuring marketing performance through metrics. The overall summary is how to develop buyer personas, attract prospects through thought leadership, nurture leads over time with content, and measure marketing performance with metrics.
5 Lessons Learned in Product Management by Twitch Senior PM
Main takeaways:
- How to take a non traditional path to product management
- How to leverage your unique background to differentiate yourself as a Product Manager
- Steps you can take to build your product management skills/portfolio while in other fields
Tapping into your market: how to develop a framework to make sense of user fe...
As a Product Manager turned Customer Success Manager, I share my tips on creating a manageable framework for making it easier for your organisation to get value out of your feedback from internal and external stakeholders.
Building a UX Research Program
A presentation that ties together business strategy and UX design strategy into a program for actionable results from user research.
Similar to Starting Smarterer (20)
Presented at Ford's 2017 Global IT Learning Summit (GLITS)
Presented at Ford's 2017 Global IT Learning Summit (GLITS)
Customer Feedback: the missing piece of the Agile puzzle
Customer Feedback: the missing piece of the Agile puzzle
This one weird trick will fix all your Agile problems
This one weird trick will fix all your Agile problems
MVP: Minimum Viable Product vs. Maximum Value Product
MVP: Minimum Viable Product vs. Maximum Value Product
From Software Developer to Proud Product Owner (Agile Connect Aveiro Meetup #20)
From Software Developer to Proud Product Owner (Agile Connect Aveiro Meetup #20)
How to Build Customer Centric Products by Microsoft Senior PM
How to Build Customer Centric Products by Microsoft Senior PM
Spitfire Group 2014 Mile High Agile Tips for Timeboxed Kanban Program
Spitfire Group 2014 Mile High Agile Tips for Timeboxed Kanban Program
How Yammer Stayed Lean Post-Acquisition: Customer Development as Survival Str...
How Yammer Stayed Lean Post-Acquisition: Customer Development as Survival Str...
12/2/2014 Milwaukee Agile Presentation: Persuading Your Oganization to be Agile
12/2/2014 Milwaukee Agile Presentation: Persuading Your Oganization to be Agile
How to leverage your work with a Product Mindset - Mark Opanasiuk.pdf
How to leverage your work with a Product Mindset - Mark Opanasiuk.pdf
5 Lessons Learned in Product Management by Twitch Senior PM
5 Lessons Learned in Product Management by Twitch Senior PM
Tapping into your market: how to develop a framework to make sense of user fe...
Tapping into your market: how to develop a framework to make sense of user fe...
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Digital Banking in the Cloud: How Citizens Bank Unlocked Their Mainframe
Inconsistent user experience and siloed data, high costs, and changing customer expectations – Citizens Bank was experiencing these challenges while it was attempting to deliver a superior digital banking experience for its clients. Its core banking applications run on the mainframe and Citizens was using legacy utilities to get the critical mainframe data to feed customer-facing channels, like call centers, web, and mobile. Ultimately, this led to higher operating costs (MIPS), delayed response times, and longer time to market.
Ever-changing customer expectations demand more modern digital experiences, and the bank needed to find a solution that could provide real-time data to its customer channels with low latency and operating costs. Join this session to learn how Citizens is leveraging Precisely to replicate mainframe data to its customer channels and deliver on their “modern digital bank” experiences.
Skybuffer SAM4U tool for SAP license adoption
Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
SAM4U, an SAP complimentary software asset management tool for customers, delivers a detailed and well-structured overview of license inventory and usage with a user-friendly interface. We offer a hosted, cost-effective, and performance-optimized SAM4U setup in the Skybuffer Cloud environment. You retain ownership of the system and data, while we manage the ABAP 7.58 infrastructure, ensuring fixed Total Cost of Ownership (TCO) and exceptional services through the SAP Fiori interface.
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This video focuses on integration of Salesforce with Bonterra Impact Management.
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Astute Business Solutions | Oracle Cloud Partner |
Your goto partner for Oracle Cloud, PeopleSoft, E-Business Suite, and Ellucian Banner. We are a firm specialized in managed services and consulting.
Choosing The Best AWS Service For Your Website + API.pptx
Have you ever been confused by the myriad of choices offered by AWS for hosting a website or an API?
Lambda, Elastic Beanstalk, Lightsail, Amplify, S3 (and more!) can each host websites + APIs. But which one should we choose?
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My presentation slides I used at JavaLand 2024
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HCL Notes and Domino License Cost Reduction in the World of DLAU
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
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- Practical examples and best practices to implement right away
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leewayhertz.com-AI in predictive maintenance Use cases technologies benefits ...
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Main news related to the CCS TSI 2023 (2023/1695)
An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
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Folding is a recent technique for building efficient recursive SNARKs. Several elegant folding protocols have been proposed, such as Nova, Supernova, Hypernova, Protostar, and others. However, all of them rely on an additively homomorphic commitment scheme based on discrete log, and are therefore not post-quantum secure. In this work we present LatticeFold, the first lattice-based folding protocol based on the Module SIS problem. This folding protocol naturally leads to an efficient recursive lattice-based SNARK and an efficient PCD scheme. LatticeFold supports folding low-degree relations, such as R1CS, as well as high-degree relations, such as CCS. The key challenge is to construct a secure folding protocol that works with the Ajtai commitment scheme. The difficulty, is ensuring that extracted witnesses are low norm through many rounds of folding. We present a novel technique using the sumcheck protocol to ensure that extracted witnesses are always low norm no matter how many rounds of folding are used. Our evaluation of the final proof system suggests that it is as performant as Hypernova, while providing post-quantum security.
Paper Link: https://eprint.iacr.org/2024/257
SAP S/4 HANA sourcing and procurement to Public cloud
SAP S4 HANA to Public cloud data object differences
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June Patch Tuesday
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
Recently uploaded (20)
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Astute Business Solutions | Oracle Cloud Partner |
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zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...
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SAP S/4 HANA sourcing and procurement to Public cloud
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System Design Case Study: Building a Scalable E-Commerce Platform - Hiike
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Starting Smarterer
- 3. Smarterer MVP #1 A promise.
- 5. Smarterer MVP #2 A web page that showed test questions. Nothing under the covers…
- 7. Smarterer MVP #3 A call-to-action with no guts.
- 9. Ways we are lean • Assumptions and plan to validate • Product before marketing – the product must do its job • Relentless focus on metrics • Test and track – Google Analytics & CrazyEgg
- 10. Ways we’re not lean • No revenue goals for first 12 months • Decision about “launch” – Me: When the product looks pretty good – Everyone Else: Now!
- 11. How we use customer development Daily calls from customers asking to pay us… … require tremendous discipline NOT to build tools for them. (our focus right now is on users)
- 12. Biggest lessons learned so far… • Things we thought were important turned out not to be: Privacy • Things we didn’t think were important turned out to be: Orphan tests
- 13. Biggest lean thinking challenge: Content/Community
Editor's Notes
- Our mvp is the minimum amount of work to test some of your riskiest assumptionsLots of decisions made on gut instinct
- Our mvp is the minimum amount of work to test some of your riskiest assumptionsLots of decisions made on gut instinct
- Our mvp is the minimum amount of work to test some of your riskiest assumptionsLots of decisions made on gut instinct
- We’re lean-ish
- We’re lean-ish
- No pre-existing marketNo marketing budget (aside from an army of interns)
- Biggest Lesson leeanrd from LeanThinking