One-to-ones are the best way for managers to connect with their direct reports--to build relationship, cast vision, and stay on the pulse of their work.
Jumping off the hamster wheel with KanbanJulia Wester
The document summarizes a presentation given by Julia Wester and Anna Kovats on using Kanban principles to improve workflow. The key points covered include:
1. Introducing themselves and their backgrounds with Kanban
2. Discussing common challenges they faced like too much work in progress and lack of focus
3. Explaining the four core Kanban principles of visualizing work, limiting work in progress, managing flow, and making processes explicit
4. Detailing how applying these principles through techniques like pull systems and continuous improvement helped them successfully increase capacity and revenue without adding costs.
A lot of people have asked me what my job is. I gave this talk at Maker's Academy in London to a group of student devs who wouldn't have been exposed to the concept of the role prior to having to go out and get a job.
Defending against CDD: Chaos-Driven DeliveryJulia Wester
Have you heard of TDD? Well, many teams struggle with CDD: Chaos-Driven Delivery. That is, teams struggle with how to handle the constant onslaught of overwhelming amounts of work and begin to lose hope. The good news is that if you understand operating systems, you already know a great deal about how to tame the chaos!
Process management is an integral part of an operating system. The OS makes decisions about scheduling, sharing information between jobs, handling interrupts and multi-tasking. It also has to manage the resources of a process and be concerned with process synchronization, just as we mere humans do. This presentation will show you how to apply common concepts from operating system process management to the way teams process work.
Agile Network India | Personal Agility - Resolving complexity in Personality ...AgileNetwork
The document discusses personal agility and how applying agile principles can help with daily check-ins and goal setting. It recommends reflecting regularly on goals and intentions so you can focus on the most important tasks. Agility is described as the ability to adapt to change. A series of questions are provided to help prioritize tasks and identify potential barriers. Applying scrum techniques like priority mapping can help organize your work. Fears that prevent progress are listed, and it encourages being the change you want to see.
The document discusses common reasons why Agile adoptions often "fail" and provides recommendations for a successful Agile transition. It notes that Agile adoptions typically fail because they ignore organizational culture and constraints, underestimate the importance of mindset change, over-rely on tools instead of principles, and lack sufficient training and coaching. The document recommends focusing on organizational systems and culture, emphasizing principles over practices, training all levels of the organization, taking an empirical rather than predictive approach, and continuously improving through experimentation and questioning assumptions.
Rob lambert10 Behaviors of Effective Employees" at OnlineTestConf.PractiTest
This document outlines 10 behaviors of effective employees. They are: 1) be visibly passionate, 2) be aggressively open-minded, 3) draw a frame around yourself but don't restrain, 4) become company smart, 5) learn who your customers are, 6) improve processes from the customer perspective, 7) do what you say you will, 8) communicate well, 9) add skills, and 10) be brave by challenging norms and trying new ways of working. Effective employees have the right attitude in addition to skills, are passionate yet open-minded, focus on customers by improving processes, communicate well, continuously add skills, and are brave in challenging conventions.
One-to-ones are the best way for managers to connect with their direct reports--to build relationship, cast vision, and stay on the pulse of their work.
Jumping off the hamster wheel with KanbanJulia Wester
The document summarizes a presentation given by Julia Wester and Anna Kovats on using Kanban principles to improve workflow. The key points covered include:
1. Introducing themselves and their backgrounds with Kanban
2. Discussing common challenges they faced like too much work in progress and lack of focus
3. Explaining the four core Kanban principles of visualizing work, limiting work in progress, managing flow, and making processes explicit
4. Detailing how applying these principles through techniques like pull systems and continuous improvement helped them successfully increase capacity and revenue without adding costs.
A lot of people have asked me what my job is. I gave this talk at Maker's Academy in London to a group of student devs who wouldn't have been exposed to the concept of the role prior to having to go out and get a job.
Defending against CDD: Chaos-Driven DeliveryJulia Wester
Have you heard of TDD? Well, many teams struggle with CDD: Chaos-Driven Delivery. That is, teams struggle with how to handle the constant onslaught of overwhelming amounts of work and begin to lose hope. The good news is that if you understand operating systems, you already know a great deal about how to tame the chaos!
Process management is an integral part of an operating system. The OS makes decisions about scheduling, sharing information between jobs, handling interrupts and multi-tasking. It also has to manage the resources of a process and be concerned with process synchronization, just as we mere humans do. This presentation will show you how to apply common concepts from operating system process management to the way teams process work.
Agile Network India | Personal Agility - Resolving complexity in Personality ...AgileNetwork
The document discusses personal agility and how applying agile principles can help with daily check-ins and goal setting. It recommends reflecting regularly on goals and intentions so you can focus on the most important tasks. Agility is described as the ability to adapt to change. A series of questions are provided to help prioritize tasks and identify potential barriers. Applying scrum techniques like priority mapping can help organize your work. Fears that prevent progress are listed, and it encourages being the change you want to see.
The document discusses common reasons why Agile adoptions often "fail" and provides recommendations for a successful Agile transition. It notes that Agile adoptions typically fail because they ignore organizational culture and constraints, underestimate the importance of mindset change, over-rely on tools instead of principles, and lack sufficient training and coaching. The document recommends focusing on organizational systems and culture, emphasizing principles over practices, training all levels of the organization, taking an empirical rather than predictive approach, and continuously improving through experimentation and questioning assumptions.
Rob lambert10 Behaviors of Effective Employees" at OnlineTestConf.PractiTest
This document outlines 10 behaviors of effective employees. They are: 1) be visibly passionate, 2) be aggressively open-minded, 3) draw a frame around yourself but don't restrain, 4) become company smart, 5) learn who your customers are, 6) improve processes from the customer perspective, 7) do what you say you will, 8) communicate well, 9) add skills, and 10) be brave by challenging norms and trying new ways of working. Effective employees have the right attitude in addition to skills, are passionate yet open-minded, focus on customers by improving processes, communicate well, continuously add skills, and are brave in challenging conventions.
[VFS 2019] Project Management for AI-based Product - A Better ApproachNexus FrontierTech
As a Technical Consultant at Nexus FrontierTech and a PMP Training lecturer, Eugene Nguyen has a lot of experience with AI project management. This will present a new approach to the activity with AI-based product.
This document summarizes Stephen Anderson's experience building Bendyworks, a quality software development shop. He started the company to pursue tenfold improvements in effectiveness over just pursuing speed or quality. The company focuses on technologies like Ruby on Rails, front end development, iOS, and Clojure. Bendyworks takes an agile approach using practices like extreme programming, risk mitigation, and feedback loops. The goal is to grow the best development team possible while embracing customers' goals, trusting individuals' judgement, and providing an environment for success. Financial strategies include prioritizing quality over finances, having cash reserves, and charging less than the maximum while ensuring company finances come before the owner's.
The document discusses alternatives to estimates in software development called "#NoEstimates". It argues that estimates are unreliable due to uncertainty and human biases. Estimates promote cost-focused mindsets that hinder adaptation. Instead, the document advocates for iterative development styles that involve continuous feedback, slicing work into small increments, and technical excellence. It promotes agile practices like story mapping, tight feedback loops, and refactoring to support responsive, collaborative development aligned with customer needs over rigid pre-planning.
Description of Extreme Programming and how it is implemented at Pivotal Labs. Includes managing team size and structure and the relationship between Designers, Developers, and Product Managers.
What paradata can tell you about the quality of web surveys?Qualtrics
Google’s Mario Callegaro explains how paradata works – the data that shows not just what your survey respondents said but how they answered the question, opening up new avenues for researchers to interrogate and analyse the survey data they receive.
Estimating software projects, feature delivery dates, and even task completion times are notoriously difficult and unwieldy even for experienced teams. Guessing the future in terms of gut feeling or past experiences is a hit or miss practice that often leaves teams working overtime to meet unrealistic deadlines. Some simple metrics tracking borrowed from Lean software development can help. In this session, you'll learn very simple techniques that enable you to project timelines and determine probabilities that are based on a team's actual performance instead of a guess.
This talk describes my way from a lead test engineer to a senior product manager. I am also sharing information about my book Hands-On Mobile App Testing and the testing community.
The document discusses the challenges of measuring progress in software development compared to manufacturing. Some key points:
- Software products are less standardized than manufactured goods, making it difficult to define metrics and measure improvements.
- Common metrics like lines of code and story points are arbitrary and don't accurately measure quality or velocity.
- Defect counts are an imperfect measure of quality as defects vary and there are long feedback loops.
- The document advocates measuring "waste" - non-productive time for engineers - as a better indicator of whether an organization is improving over time. Reducing waste through process improvements could show true gains in performance.
For publishers the status quo of their business model is no longer acceptable, but how does a publishing company without any previous product management function introduce Lean within the enterprise? This talk will share how to introduce Lean in an environment with a limited understanding of the product management and give you methods for overcoming obstacles created by legacy corporate infrastructure.
Honest Experimentation by Jonathan BertfieldAgileSparks
This document discusses the importance of experimentation and outlines principles and best practices for conducting experiments. It defines what a hypothesis is and how it differs from an assumption. It also provides examples of experiment structures, including clear statements of the hypothesis being tested, the actions taken to test it, what will be measured, and what constitutes success. The document advocates designing experiments to test risky assumptions through small, iterative tests that generate learning to move from doubt to certainty.
While watching Uncle Bob's Expecting Professionalism presentations, I always wondered how could we highlight importance of those expectations. Here's the ironic answer.
How To Facilitate a Process Improvement Team to Success with GoLeanSixSigma.comGoLeanSixSigma.com
This document discusses how to facilitate a process improvement team to success. It begins by introducing the presenter and their qualifications. It then discusses what facilitation is, why it is needed to manage troublesome team members and keep projects on track. The alignment model is presented as a way to diagnose misalignment within a team around their purpose, goals, roles, procedures and action plans. Various templates and tools are suggested to help with facilitation, such as role descriptions, meeting agendas and evaluations. The presentation concludes by taking questions and suggesting further training opportunities.
By Vincent Degove (www.linkedin.com/in/vincent-degove-40514894), ex-Head of Customer Services at Trainline (www.thetrainline.com)
Trainline is well-recognized as a company that changed the approach to customer service. They answer quickly & precisely. The customer experience is at the heart of their business.
Vincent worked for more than 4 years in Trainline’s (ex-Capitaine Train) customer services department and gives us insights about how to set up a tremendous customer-oriented infrastructure.
This document provides guidance for developing a project-based volunteer opportunity. It defines a project-based volunteer as a temporary volunteer who completes a specific project within a defined time period using professional skills. It discusses brainstorming the goal and required skills for the project, considering timelines and resource constraints, and the process for recruiting a volunteer, overseeing the project, and providing feedback upon completion.
Building Better Products (for SpeedUp! Europe)Jason Fraser
This document discusses Agile and Extreme Programming (XP) methodologies used at Pivotal Labs to build better products. It emphasizes that XP is team focused, honest, predictive rather than prescriptive, test driven, and iterative. Key aspects of XP highlighted include pair programming, small self-organizing teams, frequent delivery of working software, and managing by customer value rather than rigid plans or processes. The goal is to deliver high quality, valuable software through open communication, simplicity, feedback, and courage.
The document outlines an agenda for an ideas workshop to generate ideas and ensure they lead to action. The agenda includes introductions, defining objectives, activities for generating ideas like post-it notes and idea cards, gaining consensus on ideas through techniques like thumbs up/down and dot voting, and ensuring discussion leads to action with an action log and retrospective evaluation. The workshop aims to move from generating ideas to implementing them.
0 to 10 Million Leads : Lessons learned from the lead gen trenchestypicaljoe
Ian Smith presented on how to build a successful lead generation company. He discussed three key topics: 1) how to build great lead generation funnels through testing and iteration, 2) how to build a strong team by hiring slowly and setting clear expectations, and 3) how to innovate at scale through establishing an idea funnel, prioritizing projects, and continuously learning. The presentation provided examples from Ian's experience at QuoteWizard and emphasized the importance of empirical testing, aggressive check-ins, and focusing resources on execution over origination of ideas.
The document discusses how to properly leverage outsourcing as a strategic opportunity rather than just a cost-saving measure. It emphasizes clear communication, flexibility, and developing long-term partnerships with outsourcing providers. Choosing the right type of outsourcing arrangement depends on factors like the work involved, required control and involvement levels, costs, and geographic proximity. With proper planning and inclusion of both in-house and outsourced teams, companies can successfully outsource work.
The document discusses problem solving and diagnosing the right problem. It outlines a 4-step process for problem solving: 1) define the scope, 2) map the business process by interacting with end users, 3) understand pain points through the process, and 4) identify opportunities to solve pain points. User interviews, journey mapping, and an opportunity canvas are recommended tools to help with these steps. The document provides examples and best practices for conducting user interviews, creating journey maps, and using an opportunity canvas to detail opportunities.
Design Thinking 101 - A Quick Explanation to Ease Your Confusion!Alex Denniston
You've probably heard about "Design Thinking" as the new hot thing used by all the most innovative companies and organizations.
But what is it?
In short, it's simply an approach to solving challenging problems that are too unique or too complex to use existing solutions.
Learn more about what it is, how to do it, and what it looks like in real life!
Check out my website to learn more about how I help companies apply these techniques to their business challenges!
www.alexdenniston.com
Mithi offers the opportunity to work on the complete life cycle of the software product business
Team members are encouraged to take interest in the whole spectrum of activities covering product development, marketing, sales & support, to help better their understanding of the customers needs and solution delivery mechanisms. In the process, providing them with the opportunity to work on cutting edge technology platforms and business systems.
Presented at Ford's 2017 Global IT Learning Summit (GLITS)Ron Lazaro
Presentation Details: The best way to think about product discovery is to think about it in relation to product delivery. It's not possible to build a product without doing both discovery and delivery. Discovery encompasses all the activities that we do to decide what to build. It includes all the decisions we make to decide what to build next, whereas delivery is all the activities we do to write code, package releases, ship products. It's how we deliver value to our customers.
Key takeaway for the participants will be to help them understand the difference between Product Discovery and Product Delivery and how to apply techniques in doing both.
[VFS 2019] Project Management for AI-based Product - A Better ApproachNexus FrontierTech
As a Technical Consultant at Nexus FrontierTech and a PMP Training lecturer, Eugene Nguyen has a lot of experience with AI project management. This will present a new approach to the activity with AI-based product.
This document summarizes Stephen Anderson's experience building Bendyworks, a quality software development shop. He started the company to pursue tenfold improvements in effectiveness over just pursuing speed or quality. The company focuses on technologies like Ruby on Rails, front end development, iOS, and Clojure. Bendyworks takes an agile approach using practices like extreme programming, risk mitigation, and feedback loops. The goal is to grow the best development team possible while embracing customers' goals, trusting individuals' judgement, and providing an environment for success. Financial strategies include prioritizing quality over finances, having cash reserves, and charging less than the maximum while ensuring company finances come before the owner's.
The document discusses alternatives to estimates in software development called "#NoEstimates". It argues that estimates are unreliable due to uncertainty and human biases. Estimates promote cost-focused mindsets that hinder adaptation. Instead, the document advocates for iterative development styles that involve continuous feedback, slicing work into small increments, and technical excellence. It promotes agile practices like story mapping, tight feedback loops, and refactoring to support responsive, collaborative development aligned with customer needs over rigid pre-planning.
Description of Extreme Programming and how it is implemented at Pivotal Labs. Includes managing team size and structure and the relationship between Designers, Developers, and Product Managers.
What paradata can tell you about the quality of web surveys?Qualtrics
Google’s Mario Callegaro explains how paradata works – the data that shows not just what your survey respondents said but how they answered the question, opening up new avenues for researchers to interrogate and analyse the survey data they receive.
Estimating software projects, feature delivery dates, and even task completion times are notoriously difficult and unwieldy even for experienced teams. Guessing the future in terms of gut feeling or past experiences is a hit or miss practice that often leaves teams working overtime to meet unrealistic deadlines. Some simple metrics tracking borrowed from Lean software development can help. In this session, you'll learn very simple techniques that enable you to project timelines and determine probabilities that are based on a team's actual performance instead of a guess.
This talk describes my way from a lead test engineer to a senior product manager. I am also sharing information about my book Hands-On Mobile App Testing and the testing community.
The document discusses the challenges of measuring progress in software development compared to manufacturing. Some key points:
- Software products are less standardized than manufactured goods, making it difficult to define metrics and measure improvements.
- Common metrics like lines of code and story points are arbitrary and don't accurately measure quality or velocity.
- Defect counts are an imperfect measure of quality as defects vary and there are long feedback loops.
- The document advocates measuring "waste" - non-productive time for engineers - as a better indicator of whether an organization is improving over time. Reducing waste through process improvements could show true gains in performance.
For publishers the status quo of their business model is no longer acceptable, but how does a publishing company without any previous product management function introduce Lean within the enterprise? This talk will share how to introduce Lean in an environment with a limited understanding of the product management and give you methods for overcoming obstacles created by legacy corporate infrastructure.
Honest Experimentation by Jonathan BertfieldAgileSparks
This document discusses the importance of experimentation and outlines principles and best practices for conducting experiments. It defines what a hypothesis is and how it differs from an assumption. It also provides examples of experiment structures, including clear statements of the hypothesis being tested, the actions taken to test it, what will be measured, and what constitutes success. The document advocates designing experiments to test risky assumptions through small, iterative tests that generate learning to move from doubt to certainty.
While watching Uncle Bob's Expecting Professionalism presentations, I always wondered how could we highlight importance of those expectations. Here's the ironic answer.
How To Facilitate a Process Improvement Team to Success with GoLeanSixSigma.comGoLeanSixSigma.com
This document discusses how to facilitate a process improvement team to success. It begins by introducing the presenter and their qualifications. It then discusses what facilitation is, why it is needed to manage troublesome team members and keep projects on track. The alignment model is presented as a way to diagnose misalignment within a team around their purpose, goals, roles, procedures and action plans. Various templates and tools are suggested to help with facilitation, such as role descriptions, meeting agendas and evaluations. The presentation concludes by taking questions and suggesting further training opportunities.
By Vincent Degove (www.linkedin.com/in/vincent-degove-40514894), ex-Head of Customer Services at Trainline (www.thetrainline.com)
Trainline is well-recognized as a company that changed the approach to customer service. They answer quickly & precisely. The customer experience is at the heart of their business.
Vincent worked for more than 4 years in Trainline’s (ex-Capitaine Train) customer services department and gives us insights about how to set up a tremendous customer-oriented infrastructure.
This document provides guidance for developing a project-based volunteer opportunity. It defines a project-based volunteer as a temporary volunteer who completes a specific project within a defined time period using professional skills. It discusses brainstorming the goal and required skills for the project, considering timelines and resource constraints, and the process for recruiting a volunteer, overseeing the project, and providing feedback upon completion.
Building Better Products (for SpeedUp! Europe)Jason Fraser
This document discusses Agile and Extreme Programming (XP) methodologies used at Pivotal Labs to build better products. It emphasizes that XP is team focused, honest, predictive rather than prescriptive, test driven, and iterative. Key aspects of XP highlighted include pair programming, small self-organizing teams, frequent delivery of working software, and managing by customer value rather than rigid plans or processes. The goal is to deliver high quality, valuable software through open communication, simplicity, feedback, and courage.
The document outlines an agenda for an ideas workshop to generate ideas and ensure they lead to action. The agenda includes introductions, defining objectives, activities for generating ideas like post-it notes and idea cards, gaining consensus on ideas through techniques like thumbs up/down and dot voting, and ensuring discussion leads to action with an action log and retrospective evaluation. The workshop aims to move from generating ideas to implementing them.
0 to 10 Million Leads : Lessons learned from the lead gen trenchestypicaljoe
Ian Smith presented on how to build a successful lead generation company. He discussed three key topics: 1) how to build great lead generation funnels through testing and iteration, 2) how to build a strong team by hiring slowly and setting clear expectations, and 3) how to innovate at scale through establishing an idea funnel, prioritizing projects, and continuously learning. The presentation provided examples from Ian's experience at QuoteWizard and emphasized the importance of empirical testing, aggressive check-ins, and focusing resources on execution over origination of ideas.
The document discusses how to properly leverage outsourcing as a strategic opportunity rather than just a cost-saving measure. It emphasizes clear communication, flexibility, and developing long-term partnerships with outsourcing providers. Choosing the right type of outsourcing arrangement depends on factors like the work involved, required control and involvement levels, costs, and geographic proximity. With proper planning and inclusion of both in-house and outsourced teams, companies can successfully outsource work.
The document discusses problem solving and diagnosing the right problem. It outlines a 4-step process for problem solving: 1) define the scope, 2) map the business process by interacting with end users, 3) understand pain points through the process, and 4) identify opportunities to solve pain points. User interviews, journey mapping, and an opportunity canvas are recommended tools to help with these steps. The document provides examples and best practices for conducting user interviews, creating journey maps, and using an opportunity canvas to detail opportunities.
Design Thinking 101 - A Quick Explanation to Ease Your Confusion!Alex Denniston
You've probably heard about "Design Thinking" as the new hot thing used by all the most innovative companies and organizations.
But what is it?
In short, it's simply an approach to solving challenging problems that are too unique or too complex to use existing solutions.
Learn more about what it is, how to do it, and what it looks like in real life!
Check out my website to learn more about how I help companies apply these techniques to their business challenges!
www.alexdenniston.com
Mithi offers the opportunity to work on the complete life cycle of the software product business
Team members are encouraged to take interest in the whole spectrum of activities covering product development, marketing, sales & support, to help better their understanding of the customers needs and solution delivery mechanisms. In the process, providing them with the opportunity to work on cutting edge technology platforms and business systems.
Presented at Ford's 2017 Global IT Learning Summit (GLITS)Ron Lazaro
Presentation Details: The best way to think about product discovery is to think about it in relation to product delivery. It's not possible to build a product without doing both discovery and delivery. Discovery encompasses all the activities that we do to decide what to build. It includes all the decisions we make to decide what to build next, whereas delivery is all the activities we do to write code, package releases, ship products. It's how we deliver value to our customers.
Key takeaway for the participants will be to help them understand the difference between Product Discovery and Product Delivery and how to apply techniques in doing both.
Measuring team performance at spotify slideshareDanielle Jabin
How do we actually know if our teams are doing well? Is gut instinct enough? Furthermore, in a rapidly growing organization such as Spotify, how can we ensure some sort of consistency in our baseline level of Agile knowledge across the technology, product, and design organization?
In this presentation, I’ve shared techniques we have developed and use at Spotify to benchmark health and performance for our teams and some tactics we use to bring them closer to—and beyond!—being the best teams they can be.
The document discusses how agile development methodologies focus on quality over rigid processes. It emphasizes fostering a strong team culture, defining quality through a shared vision, using user stories and estimation to plan work, designating time for user experience and quality assurance activities, and empowering teams to determine what constitutes good work. Quality results from cultivating good habits through an adaptive approach, rather than being assured through documentation or processes alone.
PET: Designing for Persuasion, Emotion and TrustBarry Briggs
The document summarizes a presentation on using principles of Persuasion, Emotion and Trust (PET) in user experience design. It describes various PET techniques under the categories of Persuasion, Emotion and Trust that can make experiences more engaging. Examples include using scarcity to create a sense of urgency, consistency to encourage follow-through, framing to influence perception, and social proof to encourage behaviors others are doing. The document also discusses how PET can complement usability best practices and provides a case study of applying PET to a travel website redesign.
This document provides an overview and agenda for a two-day training on project management. Day one will cover getting started with a project, including defining goals and success criteria, mobilizing the team and organization, and planning the work. Day two will focus on managing the project, including managing deadlines, resources, and change, as well as how to properly hand over and close down a project. The learning points emphasize how to establish relationships with sponsors, deliver projects on time and budget, support teams, and ensure sustainable change.
The document describes the culture at NuWaves, which focuses on continuous improvement, impact, and growth. It outlines NuWaves' core values such as pursuit of excellence, commitment to customers, and teamwork. The culture emphasizes accountability, communication, and developing employees to their full potential.
Would you like to know how to succeed in an interview but don't know where to start? Are you getting ready for an assessment centre or a telephone interview and wonder what to prepare for?
This presentation is for all the students and graduates who are currently battling the job hunt, be it an internship, placement or a graduate role. Find the best tips, hints and lessons learnt and get to know some useful resources for your preparation.
Good luck all with your interviews and shine!
Natalia
The document discusses values, principles, and practices related to agile transformation. It begins by defining values, principles, and practices, using examples like feedback and unit testing. It then discusses concepts like minimum viable product, stand-ups, and retrospectives, examining whether they are rituals or practices. The document advocates discerning when rituals help or hinder and suggests principles and values should underpin practices. It also maps agile values and practices to universal ideals like truth, strength, beauty, fraternity, equality and liberty. Finally, it encourages permeating agility with feedback and manifesting ideals through small steps.
Aubrey Smith, Sparked Advisory
In this training, we will build on the foundation established in Lean Startup 101 and 201 by delving into examples and cases of the Lean Startup concepts in action. Attendees of Lean Startup 301 will be exposed to cutting edge work from thought leaders and experts using Lean Startup in practice today — at startups and within the enterprise. Participation in this session is essential: You will be asked to help design an MVP and experiment to test critical Leap of Faith Assumption(s) in groups and will be encourage to share experiences. The session is designed to allow attendees to stretch their skills and to push one-another to ‘learn by doing’. The session will also include:
Sample cases and live interviews with practitioners highlighting the application of core concepts;
Exercises designed to bring the concepts to life and challenge participants to deepen their skills;
Discussion of advanced topics such organizational culture and governance as well as industry-specific concepts such as using Lean Startup in heavily regulated markets.
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
Scrum is an agile framework for completing complex projects. It helps address the challenges of unreliable systems, changing requirements, and human factors. Scrum uses short iterative cycles called sprints to verify work is progressing as planned and make adjustments. The scrum roles include the self-organizing cross-functional team, the product owner who is responsible for business value, and the scrum master who ensures the team is functional and productive. Scrum is guided by values such as individuals over processes, working software over documentation, and responding to change.
This document provides an overview of Agile software development. It begins by defining Agile as a project management process that encourages frequent inspection and adaptation. It then discusses some common Agile practices like Scrum and eXtreme Programming. The Agile Manifesto values individuals and interactions, working software, customer collaboration, and responding to change. Finally, it provides advice for different roles on how Agile can benefit them and their work.
This document provides a practical guide to testing in direct marketing. It discusses why testing is important, key concepts like sampling distributions and statistics, and outlines a structured testing lifecycle approach. This includes developing an annual testing strategy to prioritize questions, designing individual tests by calculating appropriate sample sizes and coding treatments, executing the test, evaluating results using statistical analysis to determine significance, and building insights to update strategy. Cautionary tales highlight the importance of testing value, sample size, evaluating multiple variables, and setting appropriate expectations. The overall goal is to make evidence-based marketing decisions through incremental, well-planned testing.
This document provides an agenda and overview for a career counseling workshop on psychometrics and assessment tools. The workshop will cover 4 main learning objectives: 1) the difference between objective and subjective assessments, 2) the importance of validity and reliability of assessment tools, 3) incorporating assessments into counseling, and 4) effective client debriefing and action planning. It will include presentations, exercises, and a review session. Various assessment tools will be discussed, including those measuring interests, abilities/skills, values, and integrative assessments.
Prioritising Everything: Making Decisions When Nothing Makes Sense w/ John Si...TheFamily
The convention in startupland is that moving fast, putting in the energy, time and work are the guiding principles that yield results - and ultimately growth. While these are key factors in how we prioritise experiments and make decisions, there's one element missing - direction. What's often ignored in the prioritisation process are the vectors of velocity, momentum, and lift as they relate to how we decide what to do next.
Choosing the 'right' thing to experiment on
-Litmus tests for understanding the health of users
-Strategies for product scoping, and growth
-Arriving to the right metrics
Being comfortable with change
-Knowing team and what brings them energy
-The evolution of processes over time
-Growing product, team, culture, and community in flux
Coming to conclusions and the next choice
-Reflection and retrospectives
-Learning to say "No" or, "Not right now"
-Picking the next thing to work/experiment on
John Sirisuth, Head of Growth at OurPath, joined us at The Family to share his early insights on leading Growth, prioritising experiments, and creating a company culture where Growth is all-hands-on-deck.
Getting past the first date. How nurturing creativity together makes a new cl...Bristol Media
This document discusses building successful relationships between clients and agencies. It notes that clients and agencies often have different perspectives and priorities. Building understanding and trust takes time and effort, with misunderstandings being common early on. Successful relationships require open communication, reducing barriers to creativity, and focusing on long-term goals rather than short-term wins. Both clients and agencies must make building the relationship a priority.
A Rapid Introduction to Rapid Software TestingTechWell
This document provides a summary of a presentation on Rapid Software Testing. The presentation was given by Michael Bolton of DevelopSense and covered the methodology and mindset of rapid software testing. It emphasizes testing software expertly under uncertainty and time pressure. The presentation defines rapid testing as testing more quickly and less expensively while still achieving excellent results. It compares rapid testing to other approaches like exhaustive, ponderous, and slapdash testing. The presentation also discusses principles of rapid testing, how to recognize problems quickly using heuristics, and testing rapidly to fulfill the mission of testing.
A Rapid Introduction to Rapid Software TestingTechWell
You're under tight time pressure and have barely enough information to proceed with testing. How do you test quickly and inexpensively, yet still produce informative, credible, and accountable results? Rapid Software Testing, adopted by context-driven testers worldwide, offers a field-proven answer to this all-too-common dilemma. In this one-day sampler of the approach, Michael Bolton introduces you to the skills and practice of Rapid Software Testing through stories, discussions, and "minds-on" exercises that simulate important aspects of real testing problems. The rapid approach isn't just testing with speed or a sense of urgency; it's mission-focused testing that eliminates unnecessary work, assures that the most important things get done, and constantly asks how testers can help speed up the successful completion of the project. Join Michael to learn how Rapid Testing focuses on both the mind set and skill set of the individual tester, using tight loops of exploration and critical thinking skills to help continuously re-optimize testing to match clients' needs and expectations.
- The document provides lessons learned about business practices for college marketing and recruiting. It discusses the importance of sales, customer service, effective solutions, business finances, teamwork, leadership, and professional development.
- Key recommendations include treating admissions like a business, prioritizing the customer experience, developing effective and proven solutions, maintaining profitability, empowering team members, and embracing new ideas and strategies.
- The overall message is that colleges must change their traditional "talk-at" marketing approaches and instead focus on authentic stories, conversations, and customer-centric practices to be successful.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
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Leadership Ambassador club Adventist modulekakomaeric00
Aims to equip people who aspire to become leaders with good qualities,and with Christian values and morals as per Biblical teachings.The you who aspire to be leaders should first read and understand what the ambassador module for leadership says about leadership and marry that to what the bible says.Christians sh
1. 1. Working together
2. Thriving on challenges
3. Speaking up
4. Improving relentlessly
5. Creating a trustworthy environment
Our goal to deliver comprehensive solutions to e-
marketers at hotels, hotel chains and travel websites. We
help our clients to tell compelling visually-driven stories
that reach, engage and convert today’s travel shoppers.
2. We thrive on challenge
In everyday work we face problems head-on, either from
new product design or from customer.
As our product lines grow the regression test workload
in each release cycle becomes heavier tremendously.
Instead of treating it defensively, we take offensive
approach by introducing automation test technology.
It is always a challenge to come up with a test plan that
covers up every possible scenario
It’s always challenge to meet project deadline
3. Real Story:
I was given a scenario and I had to learn how to read and
understand the data and where to get the data from, this was a time
sensitive issue, and had to be ready the same day. To overcome the
challenge, I had to read quite some documentation, I had to
execute small tests and see where the data was recorded in the QA
environment.
I was given a requirement from the client’s perspective, in order
to successfully test the improvement, I had to sit down and think of
every possibility that might happen. The challenge was to make
sure all scenarios are covered, if the scenarios can actually happen.
In order to overcome this challenge, knowing the system, asking
questions, looking at historic test plans and conferring with
colleagues.
4. We work together
• We help each other when needed
• We divide work among the team
• We give each other feedback and ways to improve
• Among QA individuals, ideas and findings are interacted
actively through HipChat communications or in person,
regardless of which scrum team they are in.
• People help each other whenever they have questions or
problems.
• Knowledge transfer is made via formal or informal way.
5. Real Story:
“During 2015.R1.1 regression test session the QA team
worked on weekend as a whole body. We supported each
other. When someone completed their part, they offered
help to others or jumped in directly to an area that were
not finished. We reached the goal altogether.”
6. We are relentless
• When designing test case we pursue full coverage of
requirements
• And we think 100% coverage is not good enough, so we go
beyond it by applying edge case, negative testing and
even error guessing
• We do critical thinking, We think outside the box
• We keep a positive mindset to keep us going when we
have a lot to do
• We don’t stop until we are finished even if it means
working after hours
• We continuously in the learning curve
7. Real Story:
“When I have a lot of tickets sent to me, there are
times when I feel I could not finish them all and more
tickets will keep piling into my queue. But, I gave my
best effort and asked for help when needed. Eventually, I
was able to clear out my queue.”
“When I got a task as part of Vizlly R1.2 release that has
a tight deadline, I worked after hours to keep on
schedule.”
8. We are trustworthy
• The team relies on each individual to finish on time
• We are trusted to do the job with our best effort
• We build long-standing relationships with
customers based on mutual respect and trust
• We are committed to delivering high quality software
• We working in a trustworthy and straightforward
manner
• Paying attention to details – not to let go any possible
vulnerable area
9. Real Story:
“When I was preparing the test suite for Vizlly sanity
testing, I got a task to create a minimum number of test
cases with maximum test coverage. I decided to ask my
colleague for a peer review of my work. The discussion
was really productive for the both of us. We exchanged
our points of view for the Vizlly sanity test suite and
found a way to make it more effective.”
10. We speak up
• We contribute our opinions/suggestions in planning
session
• We present our solutions in design process
• We exchange ideas in daily scrum meetings
• We share experience among the team members
• Raise issues or concerns, instead of keeping it to yourself
• Ask for help when needed
11. Real Story:
“Every Week in UF we have a planning and discuss what
was good and what was bad from last sprint. We cheer
when we have a lot more good stuff. We came up with
some possible solution for the bad things. Which made
the team more productive.”