The document discusses common traps that product teams can fall into with their product backlogs. These include keeping extensive backlogs to please stakeholders rather than focus on current goals, gathering requirements to satisfy wants rather than understand user needs, fear of removing outdated items, allowing anything to be added so it becomes a long wish list, and creating solutions without understanding problems. It recommends cleaning the backlog by removing old promises and items unrelated to goals to have a lean backlog focused on delivering value. Saying no to distractions and limiting the backlog size helps teams focus on learning and adapting to deliver solutions to real problems. Regularly inspecting and adapting the backlog prevents teams from getting stuck in outdated ways of working.
Dealing with Difficult Stakeholders: Tips for Product PeopleRoman Pichler
Leading stakeholders and development teams is notoriously challenging for product people: They lack the power to tell the individuals what to do, but need their support to progress the product. To make things worse, stakeholders come from different departments and often have different perspectives and interests, which leads to disagreements and conflicts. This talk shares my tips for dealing with difficult stakeholders, constructively resolving conflict, and creating value together.
Agile Contracts by Drew Jemilo (Agile2015)Drew Jemilo
Agile has moved far beyond commercial software into the world’s largest enterprises and government agencies. We have scaling methods which can help launch vehicles into the atmosphere and beyond, yet traditional contract mindsets have put a drag on escape velocity. But there’s good news! We have agile explorers discovering the next frontier of contract agility. Join us for this Agile2015 session and enter the new era! This era includes the Scaled Agile Framework® (SAFe®)
TRADITIONAL MODELS TO LEAN-AGILE APPROACHES
Fixed requirements, big up-front design, and gated processes have been the norm. The rationale seemed logical in the past. It would not make sense to award a contract or commit to a major development investment without knowing what the system is supposed to do, how much it costs, and when it will be completed. We assumed that complex systems could be fully defined before they were built, that requirements and solutions would not change, and that we could build it right the first time.
Traditional models exist but Lean-Agile contract approaches are gaining momentum in both the commercial and the U.S. Federal space. Find out more!
Dealing with Difficult Stakeholders: Tips for Product PeopleRoman Pichler
Leading stakeholders and development teams is notoriously challenging for product people: They lack the power to tell the individuals what to do, but need their support to progress the product. To make things worse, stakeholders come from different departments and often have different perspectives and interests, which leads to disagreements and conflicts. This talk shares my tips for dealing with difficult stakeholders, constructively resolving conflict, and creating value together.
Agile Contracts by Drew Jemilo (Agile2015)Drew Jemilo
Agile has moved far beyond commercial software into the world’s largest enterprises and government agencies. We have scaling methods which can help launch vehicles into the atmosphere and beyond, yet traditional contract mindsets have put a drag on escape velocity. But there’s good news! We have agile explorers discovering the next frontier of contract agility. Join us for this Agile2015 session and enter the new era! This era includes the Scaled Agile Framework® (SAFe®)
TRADITIONAL MODELS TO LEAN-AGILE APPROACHES
Fixed requirements, big up-front design, and gated processes have been the norm. The rationale seemed logical in the past. It would not make sense to award a contract or commit to a major development investment without knowing what the system is supposed to do, how much it costs, and when it will be completed. We assumed that complex systems could be fully defined before they were built, that requirements and solutions would not change, and that we could build it right the first time.
Traditional models exist but Lean-Agile contract approaches are gaining momentum in both the commercial and the U.S. Federal space. Find out more!
Have you tried assessing the maturity of your Agile teams? Have you developed your own unique approach or adopted an approach found online? Have you found the assessments valuable and continued them?
This material introduces a very simple, straightforward approach for Agile and Scrum maturity assessments without the complexity and pitfalls of numerous more sophisticated approaches.
The author has used five different approaches to assess Agile maturity over the past decade, three developed by Agile coaching staff and two developed by himself, before adopting this simpler retrospective Agile maturity assessment.
Shared at Agile New England as an Agile 101 topic in June 2023.
Slides from the 'Essentials of Product Management' workshop at General Assembly in London, June 2013
ABOUT THIS WORKSHOP
The first step in making an idea reality is to understand product management. There is a huge amount of work between the idea stage and the coding stage, and this Saturday workshop will help you understand what needs to be accomplished.
We will start the day off by learning what the product management role encompasses and what the managing process is like. We'll also cover a product's feasibility and the various stages of—and ways to approach—the product development process. Through group work and hands-on practice, we'll look at the MVP (Minimum Viable Product) philosophy to test and validate your plans, and move on to identify the other more technical tools needed to start and evaluate the building process.
TAKEAWAYS
Part 1: The Product Manager role & the Product Management Process
Part 2: The Customer and MVP
- Learn to break an idea into its primary parts to assess product feasibility
- Explain the purpose and process of building an MVP
- Identify various ways to build and learn from an MVP
- Evolve an MVP to reach product/market fit
- Determine if product/market fit has been achieved for a product
Some slide content courtesy of Simon Cast, John Eikenberry, and General Assembly
An Introduction to Scaled Agile Framework (SAFe)CA Technologies
To compete in today’s application economy, organizations have adopted agile execution techniques. But is that enough? Learn about SAFe and how to leverage this methodology to elevate your agile teams to deliver quality outcomes and align at the enterprise level.
For more information, please visit http://cainc.to/Nv2VOe
Continuously Innovate: GitLab's Approach to PM by GitLab Sr PMProduct School
Main Takeaways:
- Create a foundation to empower teams - Vision, values, strategy, and structure
- Reward outcomes over output - Framework, principles, OKRs, and performance indicators
- Optimize the value exchange - Sensing mechanisms, customer discovery, jobs to be done, iteration, and continuous delivery
Project To Product: How we transitioned to product-aligned value streamsTasktop
The project to product movement is quickly gathering speed - a recent Gartner report found that 85% of respondents are shifting to a product-centric mentality. However, the complexity and uncertainty of software delivery at scale, coupled with the sheer number of people involved in the process, is too much for traditional project management techniques. Motivation is not enough to achieve a successful transformation—the product-centric model requires new skill sets, different investments and a change in culture.
What does the shift away from project-thinking really look like?
During this webinar, Tasktop VP of Product Development, Nicole Bryan, combines our own journey with the experience of working with our enterprise customers, to paint a clear picture of the cross-organizational challenges in store - and how you can address them by:
- Adopting a “customer-first” mindset
- Appointing a Product Value Stream Lead and a Product Manager
- Implementing the Flow Framework™ to align the language of IT with the language of the business
Product Owner in Agile/Scrum is the single person responsible for maximizing the return on investment (ROI) of the development effort
Responsible for product vision
Constantly re-prioritizes the Product Backlog, adjusting any long-term expectations such as release plans
Final arbiter of requirements questions
Decides whether to release
Decides whether to continue the development
Considers stakeholder interests
May contribute as a team member
Has a leadership role
Must be available to the Team at any time
Have you tried assessing the maturity of your Agile teams? Have you developed your own unique approach or adopted an approach found online? Have you found the assessments valuable and continued them?
This material introduces a very simple, straightforward approach for Agile and Scrum maturity assessments without the complexity and pitfalls of numerous more sophisticated approaches.
The author has used five different approaches to assess Agile maturity over the past decade, three developed by Agile coaching staff and two developed by himself, before adopting this simpler retrospective Agile maturity assessment.
Shared at Agile New England as an Agile 101 topic in June 2023.
Slides from the 'Essentials of Product Management' workshop at General Assembly in London, June 2013
ABOUT THIS WORKSHOP
The first step in making an idea reality is to understand product management. There is a huge amount of work between the idea stage and the coding stage, and this Saturday workshop will help you understand what needs to be accomplished.
We will start the day off by learning what the product management role encompasses and what the managing process is like. We'll also cover a product's feasibility and the various stages of—and ways to approach—the product development process. Through group work and hands-on practice, we'll look at the MVP (Minimum Viable Product) philosophy to test and validate your plans, and move on to identify the other more technical tools needed to start and evaluate the building process.
TAKEAWAYS
Part 1: The Product Manager role & the Product Management Process
Part 2: The Customer and MVP
- Learn to break an idea into its primary parts to assess product feasibility
- Explain the purpose and process of building an MVP
- Identify various ways to build and learn from an MVP
- Evolve an MVP to reach product/market fit
- Determine if product/market fit has been achieved for a product
Some slide content courtesy of Simon Cast, John Eikenberry, and General Assembly
An Introduction to Scaled Agile Framework (SAFe)CA Technologies
To compete in today’s application economy, organizations have adopted agile execution techniques. But is that enough? Learn about SAFe and how to leverage this methodology to elevate your agile teams to deliver quality outcomes and align at the enterprise level.
For more information, please visit http://cainc.to/Nv2VOe
Continuously Innovate: GitLab's Approach to PM by GitLab Sr PMProduct School
Main Takeaways:
- Create a foundation to empower teams - Vision, values, strategy, and structure
- Reward outcomes over output - Framework, principles, OKRs, and performance indicators
- Optimize the value exchange - Sensing mechanisms, customer discovery, jobs to be done, iteration, and continuous delivery
Project To Product: How we transitioned to product-aligned value streamsTasktop
The project to product movement is quickly gathering speed - a recent Gartner report found that 85% of respondents are shifting to a product-centric mentality. However, the complexity and uncertainty of software delivery at scale, coupled with the sheer number of people involved in the process, is too much for traditional project management techniques. Motivation is not enough to achieve a successful transformation—the product-centric model requires new skill sets, different investments and a change in culture.
What does the shift away from project-thinking really look like?
During this webinar, Tasktop VP of Product Development, Nicole Bryan, combines our own journey with the experience of working with our enterprise customers, to paint a clear picture of the cross-organizational challenges in store - and how you can address them by:
- Adopting a “customer-first” mindset
- Appointing a Product Value Stream Lead and a Product Manager
- Implementing the Flow Framework™ to align the language of IT with the language of the business
Product Owner in Agile/Scrum is the single person responsible for maximizing the return on investment (ROI) of the development effort
Responsible for product vision
Constantly re-prioritizes the Product Backlog, adjusting any long-term expectations such as release plans
Final arbiter of requirements questions
Decides whether to release
Decides whether to continue the development
Considers stakeholder interests
May contribute as a team member
Has a leadership role
Must be available to the Team at any time
How can you help new product managers hit the ground running? Here is product management advice we share at HubSpot when onboarding new product leaders to the team. Check out the blog post here: http://product.hubspot.com/blog/9-lessons-from-onboarding-new-product-managers
Exploring how to take a product that been built for internal use by a company to market. Starting with why it could / should be done, discussing the stages in which this can be done, specific tasks for a Product Manager and finally various tasks for various team.
Adapting Your Brand Strategy During COVID-19Andrea Martin
In this marketing webinar you will learn why businesses should be adapting their brand strategy during COVID-19. You will learn what a brand strategy is and how changing consumer needs, emotions and competitive environments are impacting your brand. We will review real life examples of what leading and local brands are doing to adapt their own strategies and take-away five strategies you can implement in your own brand storytelling to remain relevant during this challenging time of unprecedented change.
Content itself is the biggest obstacle keeping marketers from taking better advantage of
SlideShare — that is, the obstacle of coming up with content ideas for SlideShare presentations.
After all, once you decide on a concept and structure for a presentation, finishing the presentation usually moves forward quite nicely. The hard part is coming up with the initial idea.
To help you get over that hurdle, here are 12 easy-to-create SlideShare ideas — enough for a year’s worth of monthly presentations. These ideas are followed by tips for putting them to work, and for leveraging your completed SlideShare presentations.
2016.08.THAT Conference - GROWING NEW PRODUCTS - VALIDATING YOUR NEW PRODUCT ...Ryan D. Hatch
You know how to build great software. The real question is - // What software do customers actually want to buy? // Do you have a new product / business idea? Learn how to validate new product concepts.
Join our Precon 3 Hour Master Class:
* You will learn the latest best practices for taking new products to market
* Live B2C Customer Interview
* Hands-on Collaboration with other attendees
Learn how to transform product ideas into a successful business. Learn how to interview customers. Learn how to create business models using a test-driven approach. Learn how to avoid the top reasons for startup failure. Learn how to run experiments to validate your assumptions and navigate the uncertainty of new products. Meet some awesome people & expand your new product chops. WARNING: New products are hard, exciting, and may become highly addictive. Only come if you want to make a dent in the world.
How do you define a successful business? Earl R. DavisEarl R. Davis
Earl R. Davis believes that some marketplaces are more competitive than others. If you try to enter an industry that is already saturated, you will quickly have to compete on price to get clients. It's challenging to grow when you're battling for every morsel of nourishment. Again, do some demand research before making a decision.
Unlocking Design's Impact on Business Success - A White Paper.pdfprintbenton
Discover the crucial role design plays in your business's performance and success. This white paper explores the distinctions between good and poor design and delves into the intricacies of achieving exceptional design. We examine its influence on product, package, website, and direct-mail design, accompanied by insightful case studies that illustrate real-world applications. Learn how quality design can attract customers and boost sales, while poor design can have adverse effects on your business.
information need for paperWhy Is This ImportantProduc.docxlanagore871
information need for paper
Why Is This Important?
Product development is the engine for making innovations—new ideas—come to life. This is at the heart of what businesses do. In fact, without an understanding of how to develop new ideas and turn them into products, businesses wouldn’t exist. The companies that have been around for decades, such as GE or Apple, continue to thrive because they know how to listen to customers, generate new ideas, and turn those ideas into products their customers love and—most importantly for the business—purchase. Companies who aren’t able to go through this process won’t have anything to sell that customers want. Those companies will lose their customers to competing businesses. Without customers, a company won’t be around for long. That’s a big risk for a business.
Companies also need to know how well a product is doing in the market. Is it still new and exciting, and are sales growing? Are customers continuing to buy it, and have sales been steady over the last few months? Or do people seem to not want the product anymore, and are sales starting to fall? These phases are all natural parts of the product life cycle. It’s important for businesses to be able to recognize each of these phases. For example, if customers no longer want a particular product, a company can begin the process of creating a new, better product to replace the current one. Businesses need to know when and how to introduce these new products.
QUICK QUESTION:
Do you work for a company that consistently creates new and interesting products? Or have most of the products been around for a while?
What companies come to mind that do a good job of introducing new products?
How Does This Connect to the Other Parts of Business?
Products and services are the backbone of a business. Companies exist because they have something valuable to offer their customers. Without that, a company has nothing to sell—and customers have nothing to buy. That, of course, means there is no money for the accountants and finance team to track and measure. Sure, a business can have a leadership team and strong management, but it will just be people in an office with nothing to sell. How will it compete with other businesses with a product?
This is why we’re starting with product development. Throughout the rest of this course, you’ll learn how products are sold to customers, how those sales lead to profits and growth, and how strong teams can lead companies to do even more. But remember, all good businesses are built around a product or service that meets a need or addresses an opportunity.
Now, let’s jump right into this week’s materials with an Explore Activity.
STRAYER TALKS: PRODUCT DEVELOPMENT WITH ALIKAY NATURALS
“Everything changes and nothing stands still.”
— HERACLITUS, GREEK PHILOSOPHER
THE IMPORTANCE OF CHANGE
You may have heard it before: “The only constant is change.” This is especially true in business, where companies must constantly ...
The fundamental problem of a Product Manager is identifying what to build and knowing when to build it. In this session, Joshua will talk about how to build the structure that allows you to identify what product to build, how to objectively justify these product priorities based on business realities, and how to communicate these priorities to stakeholders within your organization.
What Sucks About Product Management by Salesforce Sr PMProduct School
Main Takeaways:
- Being a PM is a hard job, but there’s ways to navigate.
- Building relationships is crucial to getting into product and staying there.
- Determine if the bad parts outweigh the good parts before you switch to Product.
Similar to Overcoming Common Product Backlog Traps — Hands-on Agile 54 w/ David Pereira (20)
Toyota Kata Coaching for Agile Teams & TransformationsStefan Wolpers
Today, we see a slowly accelerating movement in business management towards coaching. Even the Harvard Business Review and McKinsey now acknowledge that coaching is the best approach to managing and growing employees.
After decades of Agile, we also strongly understand that coaching is the preferred method of engagement at all organizational levels. There’s a wide variety of coaching options used in Agile today: GROW, OSKAR, ACL, STEPPA, etc.
Let’s add a technique from Toyota, whose attitudes and methods are embedded in our Agile practices in many ways. It’s called Toyota Kata Coaching. And please don’t be fooled by its deceptive simplicity. I think it’s the best coaching method for Agile. Join this webinar to learn about Kata & see if you agree. Even if you don’t, think about the Kata as another coaching tool for your Scrum Master or Agile Coaching collection.
Your team is supposed to use an agile approach, such as Scrum.
But you have a years-long backlog, your standups are individual status reports, and you’re still multitasking. You and your team members wish you had the chance to do great work, but this feels a lot like an “agile” death march. There’s a reason you feel that way. You’re using fake agility—a waterfall lifecycle masquerading as an agile approach. Worse, fake agility is the norm in our industry.
Instead, you can assess your culture, project, and product risks to select a different approach. That will allow you to choose how to collaborate so you can iterate over features and when to deliver value. When you do, you are more likely to discover actual agility and an easier way to work.
Now, there is light at the end of the tunnel; let's delve into Tackling Fake Agility with Johanna Rothman!
Hands-on Agile #59: “Agile” Does Not Work for You? Tackling Fake Agility w/ J...Stefan Wolpers
ABSTRACT
Your team is supposed to use an agile approach, such as Scrum. But you have a years-long backlog, your standups are individual status reports, and you’re still multitasking. You and your team members wish you had the chance to do great work, but this feels a lot like an “agile” death march.
There’s a reason you feel that way. You’re using fake agility—a waterfall lifecycle masquerading as an agile approach. Worse, fake agility is the norm in our industry.
No one has to work that way.
Instead, you can assess your culture, project, and product risks to select a different approach. That will allow you to choose how to collaborate so you can iterate over features and when to deliver value. When you do, you are more likely to discover actual agility and an easier way to work.
LEARNING OBJECTIVES
Have a clear understanding of the different lifecycles and when to use each.
Be able to assess your project, product, and portfolio risks.
Know how to customize a lifecycle based on the unique culture and requirements of the team.
How to create shorter feedback loops in any lifecycle for product success.
MEET JOHANNA
“People know me as the “Pragmatic Manager.” I offer frank advice—often with a little humor—for your tough problems. I help leaders and managers see and do reasonable things that work. Equipped with that knowledge, you can decide how to adapt your product development, always focusing on the business outcomes you need.
My philosophy is that people want to do a good job. They don't always know what they are supposed to do, nor how to do it.”
How To Make Your Plans Suck Less — Maarten Dalmijn at the 57th Hands-on Agile...Stefan Wolpers
Abstract: Humble Planning: How To Make Your Plans Suck Less
In this talk, Maarten will introduce the concept of humble planning and why it's crucial for succeeding with an Agile way of working and building products of exceptional value.
When faced with uncertainty, risk, and complexity, our natural response is to focus on what we know and to spend more time talking, analyzing, planning, and predicting. As a result, our plans become filled with speculation and rooted in our imagination. Our plans as an anchor stifle the ability to respond to changes. We become locked into plans that prevent collaboration, learning, and discovery.
In this talk, Maarten will show why instead of starting with overconfident plans, we should start with humble plans: How can we encourage our teams to begin with humble plans and what do teams need to adapt their plans as they discover and learn what’s necessary while doing the work?
The talk will cover concepts like friction, the three gaps model of Bungay, intent, intent-based leadership, humble planning, sprint goals, the fog of beforehand, and the fog of speculation.
Meet Maarten Dalmijn
Maarten Dalmijn is a consultant, speaker, and trainer at Dalmijn Consulting. He is the author of the book Driving Value with Sprint Goals.
Maarten helps teams to beat the feature factory all over the world. Millions of practitioners have read his best-practice articles on Agile, Scrum, and Product Management. He specializes in helping companies to build empowered teams that can discover better ways of delivering value.
Maarten is a frequent speaker at Fortune 500 companies and international industry conferences. He has worked with many award-winning start-ups and scale-ups. He is an ambassador and editor at Serious Scrum, the largest Scrum publication on Medium.
(1) Abstract: Designing Agile Ecosystems with Org Topologies™
Over the past decade, heavyweight methods like SAFe® have dominated the agile landscape, offering tools for “scaling agile.” Yet questions arise about their prescriptive nature and genuine agility.
Framework-agnostic approaches like Team Topologies™ and unFix™ have recently emerged, offering more flexible, “buffet-style” organizational design choices. However, they demand a deep understanding of organizational design, systems thinking, and queuing theory to avoid pitfalls.
Org Topologies™ bridges the gap between rigid frameworks and DIY methods by emphasizing ecosystems—interconnected organizational parts that exhibit specific behaviors. Co-creators Alexey Krivitsky and Roland Flemm will introduce a method to navigate and improve organizational ecosystems for agility.
(2) Meet Alexey Krivitsky
Alexey Krivitsky, a pioneer Scrum Master in Ukraine since 2005, is a CST, CEC, and organizational agility coach. He’s a notable conference producer and speaker and created the lego4scrum game.
(3) Meet Roland Flemm
Roland Flemm transitioned from a 20-year developer career to a Scrum Master in 2009, specializing in large-scale Scrum consultations from 2015. An active conference speaker, he created the Koos Coach comics and “Elements of Scrum” learning cards.
Overcoming Common Product Backlog Management Traps — David Pereira at the 54....Stefan Wolpers
How teams manage their Product Backlog often makes or breaks their value creation chances. Poor backlog management leads to a feature factory trap, while a mindful strategy enables the team to drive value steadily.
Over the years, David has identified common traps teams often face and learned how to overcome them the hard way. Let David help you identify such challenges and help you overcome them, too.
Bob Galen: An Agile Coaches’ Guide to Storytelling — Hands-on-Agile #53Stefan Wolpers
“I’m going to tell you a story.
I was coaching an agile coach who lamented that they weren’t connecting with their coaching client, in this case, a development manager. I asked them to share a typical coaching conversation, and they spoke about a series of questions they asked that essentially went unanswered—leaving them and the client quite frustrated. I asked them what other coaching techniques they had tried, and it boiled down to only coaching stances and only open-ended questions.
I suggested they experiment with weaving some stories into their coaching conversations. Personal stories, lesson-learned stories, teaching stories, purpose or vision stories, and relationship or connection-building stories. I spoke to them about sharing their knowledge and wisdom with the client via story, not dominating the conversation but augmenting it, and using the story as a backdrop to their questions and explorations with the client.
They later told me that this small change significantly impacted their coaching after a bit of practice. This talk is about bringing the power of Storytelling INTO your agile coaching and discovering the magic of the Story. Now, please share this story with others, and I hope to see you in the talk…”
Engage the Agile Fluency® Model with Diana Larsen — Hands-on Agile #46Stefan Wolpers
👉 Join 36,000-plus peers: Stay up-to-date by subscribing to the Food for Agile Thought newsletter: https://age-of-product.com/subscribe/
On October 12, 2022, agile innovator Diana Larsen delved into the Agile Fluency® Model. After a short introduction to the model, we shifted to an Ask-Me-Anything-style discussion of the groundbreaking view of agile and teams.
James Shore: FAST: An Innovative Way to Scale — Hands-on Agile #45Stefan Wolpers
How can multiple teams work together on a single product? The common wisdom is to carefully align teams and responsibilities to create autonomous teams. But, invariably, this approach eventually runs into cross-team bottlenecks, challenges aligning responsibilities to teams, and difficulties creating cross-functional teams.
Fluid Scaling Technology, or FAST, is an innovative new approach that solves these problems. It uses frequent team self-selection to prevent bottlenecks, share knowledge amongst teams, and ensure the right people are working on the right things. It’s simple and lightweight.
During the 45th Hands-on Agile meetup, James Shore shared his experiences with scaling Agile: first with traditional approaches and, more recently, with FAST. Learn in about an hour what works, what doesn’t, and how you can try FAST in your organization.
My Top Ten of the Meanest Scrum Anti-Patterns — ScrumDayUkraine 2021Stefan Wolpers
My top ten of the meanest Scrum anti-patterns for the ScrumDayUkraine 2021, from the oversized Product Backlog to Hippo-ism to the lack of a product vision.
Learn more about Scrum:
My blog: https://age-of-product.com
My newsletter: https://age-of-product.com/subscribe/
My Meetup community: https://www.meetup.com/de-DE/Hands-on-Agile-Berlin-Chapter-Meetup/
Hands-on Agile #19: The Successful Scrum MasterStefan Wolpers
The 19th Hands-on Agile meetup will address what makes a Scrum Master or agile coach successful.
Collaboratively, we will use a Liberating Structures string to unearth and share our learnings on how to move forward as individuals as well as professionals.
Scrum Master Career 2020 — Using Ecocycle Planning to Identify OpportunitiesStefan Wolpers
Scrum Master career 2020: Last week, about 30 members of the Hands-on Agile community in Berlin came together to identify opportunities of personal and professional growth for the coming year, using Liberating Structures’ Ecocyle Planning in the process.
Liberating Structures for Scrum: The Sprint ReviewStefan Wolpers
The 16th Hands-on Agile meetup continues exploring Liberating Structures for Scrum events. This time, we address the Sprint Review.
Liberating Structures cover a set of easy to learn, yet powerful ways to collaborate as a team—even as a large team—, overcoming traditional communications approaches like presentations, managed discussions, or another disorganized brainstorming at which the loudest participants tend to prevail.
Throughout the coming months, we will create exciting new ways how to improve classic Scrum events like the Daily Scrum, the Sprint Review, or the Sprint Retrospective. Moreover, we will use Liberating Structures for difficult challenges that agile coaches, Scrum Masters, and Product Owners face, for example, reviewing the existing product design process.
Liberating Structures for Scrum: The Daily ScrumStefan Wolpers
The 15th Hands-on Agile meetup continues exploring Liberating Structures for Scrum events. This time, we address the Daily Scrum.
Liberating Structures cover a set of easy to learn, yet powerful ways to collaborate as a team—even as a large team—, overcoming traditional communications approaches like presentations, managed discussions, or another disorganized brainstorming at which the loudest participants tend to prevail.
Throughout the coming months, we will create exciting new ways how to improve classic Scrum events like the Daily Scrum, the Sprint Review, or the Sprint Retrospective. Moreover, we will use Liberating Structures for difficult challenges that agile coaches, Scrum Masters, and Product Owners face, for example, reviewing the existing product design process.
Hands-on Agile: Liberating Structures for Scrum: The Sprint RetrospectiveStefan Wolpers
The twelveth Hands-on Agile meetup continues exploring Liberating Structures for Scrum events.
Liberating Structures cover a set of easy to learn, yet powerful ways to collaborate as a team—even as a large team—, overcoming traditional communications approaches like presentations, managed discussions, or another disorganized brainstorming where the loudest participants tend to prevail.
Throughout the coming months, we will create exciting new ways how to improve classic Scrum events like the Daily Scrum, the Sprint Review or the Sprint Retrospective. Moreover, we will use Liberating Structures for difficult challenges that agile coaches, Scrum Masters, and Product Owners face, for example, reviewing the existing product design process.
This second meetup of the “Liberating Structures for Scrum” series will address the Sprint Retrospective.
There is a SlideShare bug that prevented the first slide from being displayed completely — the word “Retrospective” is not shown. My apology!
This Hands-on Agile webinar covers twelve anti-patterns of the sprint retrospective—from #NoRetro to the dispensable buffer to UNSMART action items to a missing product owner.
This Hands-on Agile mini-series addresses 12 familiar Scrum Sprint Review anti-patterns: death by PowerPoint to side-gigs to none of the stakeholders cares to attend.
NEWSLETTER — join more than 20,000 peers: https://age-of-product.com/subscribe/?ref=youtube
BLOG: “Sprint Review Anti-Patterns”: https://age-of-product.com/webinar-sprint-review/
This Hands-on Agile mini-series addresses 12 familiar Scrum Master anti-patterns: from the agile manager to the team secretary to dogmatism.
Let us start with a short refresher from the Scrum Guide. According to it, the “Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide. Scrum Masters do this by helping everyone understand the theory, practices, rules, and values of Scrum. The Scrum Master is a servant-leader for the Scrum Team.” Finally, the “Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren’t. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.”
(1) The first Scrum Master anti-pattern covers the agile manager. Self-organization does not mean the absence of management: why handle pay-role as a Scrum Team? Outsourcing of tasks to the management is hence common. However, Scrum is by all means not about exercising command & control; the Scrum master is not a supervisor.
(2) The second Scrum Master anti-pattern covers the Scrum team secretary and Scrum parents. The Scrum parent is generally shielding the team from the cold and cruel world, creating a safe & happy agile bubble.
(3) The third Scrum Master anti-pattern covers the imposter. Dolla, dolla, bill ya'll—the Scrum Master imposter believes that this agile/scrum thingy is a fad—how hard can it be, the Scrum Guide is just 17 pages.
(4) The fourth Scrum Master anti-pattern covers Scrum dogmatism. The Scrum Master enjoys teaching (and never leaves the Shu-phase).
(5) The fifth Scrum Master anti-pattern covers failing at the capacity game. The Scrum master does not address the necessity of slack time by fighting the push for 100% utilization.
(6) The sixth Scrum Master anti-pattern covers the flow undermining Scrum Master. The Scrum Master allows stakeholders to disrupt the flow of the development team during the sprint.
(7) The seventh Scrum Master anti-pattern covers the Scrum Master with a metrics fetish, pursuing flawed metrics. The Scrum Master keeps track of individual performance metrics such as story points per developer per sprint.
(8) The eighth Scrum Master anti-pattern covers the Scrum Master ignoring Scrum values.
(9) The ninth Scrum Master anti-pattern covers the skipped Retrospective. All Scrum events are essential for a team’s success—you cannot skip any event.
(10) The tenth Scrum Master anti-pattern covers the Groundhog-Day retrospective. The retrospective never changes in composition, venue, or length. In this case that the team will likely revisit the same issues over and over again—it’s groundhog day without the happy ending, though.
(SUMMARY) The last chapter summarizes my dirty dozen of Scrum Master anti-patterns: from ill-suited personal traits and the pursuit of individual agendas to frustration with the team itself.
This Hands-on Agile webinar addresses twelve familiar sprint anti-patterns: from gold-plating, delivery Y instead of X, to absenteeism, side-gigs, and organizing people instead of the flow of work.
The sixth Hands-on Agile webinar addresses product owner anti-patterns. Learn 12 ways to improve a product owner’s skill set and when you — as the scrum master or scrum team — should reach out to your product owner and offer support.
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
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2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
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1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
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6. Keeping an extensive Product Backlog to tell
stakeholders their requests are registered instead
of removing items unrelated to your current goals
#1
d-pereira.com
7. Gathering requirements from stakeholders to
solve their wants instead of establishing
relationships to deliver on end-users needs
#2
d-pereira.com
8. Fear of removing outdated backlog items force
you to work too much on the backlog and too
little on creating value
#3
d-pereira.com
9. When everything can go in, your backlog
becomes no more than a 6-year-old wish list
#4
d-pereira.com
12. d-pereira.com
Extensive Backlog Once in, never out
6-year-old wish list
Common Backlog Traps
Solutions without
problem
understanding
Focus on pleasing
stakeholders over
satisfying users
22. January April July
New requests, old items down,
new items up
New requests, old items down,
new items up
With an extensive backlog,
everyone wants to run away
David Pereira
23. January April July
New learnings in
Old items out
New learnings in
Old items out
Inspect and adapt, remove distractions.
Focus on goals; not plans
David Pereira
27. Product Backlog Health Check
d-pereira.com
Backlog items
live forever
Due Date
Backlog items live no longer
than 3 months
A mixed of everything
Goal Related
Most of the items
relate to a common goal
Unstructured
Organization
Simple and easy to understand
Focus on writing
requirements
Focus on learning
Focus on adapting to
learnings
More than a hundred
items
Lean Backlog
No more than a couple
of dozens of items
28. You’ve got a choice to make:
Bow to the status quo and get stuck
Challenge the status quo and have a
chance of a better tomorrow
30. Untrapping Product Teams
Supercharging your product knowledge to rock the world
Join 13K+ professionals to get weekly insights dpereira.substack.com
David Pereira
Simplifying Product Management
contact@d-pereira.com
d-pereira.com
31. Untrapping Product Teams
Supercharging your product knowledge to rock the world
Join 13K+ professionals to get weekly insights dpereira.substack.com
David Pereira
Simplifying Product Management
contact@d-pereira.com
d-pereira.com
Upcoming Cohort
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October 18th, 2023
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