Basics of proDUCT management, presented to PMI-SV for proJECT and proGRAM managers. How are these the same? different? #prodmgmt is responsible for commercial success, while project mgmt marshalls resources and schedules and staff
Informal discussion about #prodmgmt role, challenges, overlap with product owner & project manager, promotional cycle, and getting into prodmgmt. Hosted by ProdmgmtTalk and Atlassian
Agile ProDUCT Management Essentials for ProJECT and ProGRAM ManagersRich Mironov
This September webinar for PMI’s Agile Community of Practice laid out the basics of tech product management, how it maps against project/program management, and how agile shifts these (traditional) roles.
"Where Does (Should) Strategy Live in Your Company?" from SDForum Marketing SIG, 4/12/10. Tackles key cross-functional inputs for a strategy, who needs to participate, and where (in a start-up or small company) this should be located/managed from. Highlights product management as typically missing in small Silicon Valley companies.
Discussion of what technology product managers do, and how this differs from program/project management. Presents idealized role division, knowing that no organization matches the idea. For IEEE-TMC local meeting
Covid19's Impact On Your Product StrategyRich Mironov
Hosted by Synerzip, this webinar focused on how crises may shift short- and long-term product strategy, anchored by business realities and product/development team needs.
What Your Roadmap Audiences Are Really ThinkingRich Mironov
Your different audiences have different (often opposing) goals and incentives, which means they probably want different product decisions and therefore different roadmaps. You need to understand and anticipate their agendas. What is your sales team thinking while you talk about next quarter? What questions are your marketers too polite to ask? And the questions you wish your executives wouldn't ask?
Making The Right Strategic Choices in Product PortfoliosRich Mironov
Software executives and software product managers focus first on putting the right products into their portfolios - since the primary drivers of market success are identifying the right markets, segments and customer problems to solve. Deciding what products to build, and their relative priority, is a top-down strategic process supported by metrics-driven engineering and program management
Informal discussion about #prodmgmt role, challenges, overlap with product owner & project manager, promotional cycle, and getting into prodmgmt. Hosted by ProdmgmtTalk and Atlassian
Agile ProDUCT Management Essentials for ProJECT and ProGRAM ManagersRich Mironov
This September webinar for PMI’s Agile Community of Practice laid out the basics of tech product management, how it maps against project/program management, and how agile shifts these (traditional) roles.
"Where Does (Should) Strategy Live in Your Company?" from SDForum Marketing SIG, 4/12/10. Tackles key cross-functional inputs for a strategy, who needs to participate, and where (in a start-up or small company) this should be located/managed from. Highlights product management as typically missing in small Silicon Valley companies.
Discussion of what technology product managers do, and how this differs from program/project management. Presents idealized role division, knowing that no organization matches the idea. For IEEE-TMC local meeting
Covid19's Impact On Your Product StrategyRich Mironov
Hosted by Synerzip, this webinar focused on how crises may shift short- and long-term product strategy, anchored by business realities and product/development team needs.
What Your Roadmap Audiences Are Really ThinkingRich Mironov
Your different audiences have different (often opposing) goals and incentives, which means they probably want different product decisions and therefore different roadmaps. You need to understand and anticipate their agendas. What is your sales team thinking while you talk about next quarter? What questions are your marketers too polite to ask? And the questions you wish your executives wouldn't ask?
Making The Right Strategic Choices in Product PortfoliosRich Mironov
Software executives and software product managers focus first on putting the right products into their portfolios - since the primary drivers of market success are identifying the right markets, segments and customer problems to solve. Deciding what products to build, and their relative priority, is a top-down strategic process supported by metrics-driven engineering and program management
Presented at #mtpcon APAC
Prioritization is hard, and we HOPE that a clear corporate strategy plus well-considered OKRs will get our internal stakeholders to agree on what’s most important: unambiguous #1 and #2 and #3 priorities. That our spreadsheets and analysis will sell everyone on our plan.
But that rarely happens: Sales wants us to put 100% of our development effort against shiny new features (except when every big deal includes a commitment for some tiny off-off item); Support/Customer Success want 100% against bug fixes and workflow improvements and productivity tools; Engineering lobbies for better architecture and scalability and more refactoring; Marketing wants us to document more use cases in more industries so that we can widen the funnel. We may wait for each department to “see the light” and give up its specific asks in favor of the greater good, but that can be a very long wait.
Customer Value and What Things are Worth (DIT Product Mgmt)Rich Mironov
From my Feb 2014 class time in Dublin Institute of Technology's product management certificate program: a module on quantifying customer value (esp B2B) and how to price software/technology solutions. In-class exercises removed.
Product Management Is Not Optional (EL-SIG/SVForum)Rich Mironov
Intended primarily for an audience of engineering leaders and development managers, with this agenda:
- Product management is about doing the right things. Engineering is about doing things right.
- Prioritization is political and strategic as well as algorithmic
- Symptoms of weak product management and how Engineering can help
This was a talk for SVForm's Engineering Leadership SIG on 21 Aug 2014.
The Agile Product Manager/Owner Dilemma (ProdCampNYC)Rich Mironov
As product managers grapple with Agile and scrum's product owner, how do we define roles, decide waht needs to be done, think broadly about go-to-market instead of narrowly about software creation, and map out a job that mortals could succeeed at?
(This was presented at Product Camp NYC in July '09.)
Talk at Cork IE monthly technology cluster meeting. Focusing on skills rather than titles, how do we avoid product manager/owner failure modes for commercial software?
How Agile Changes (and Doesn't) Product ManagementRich Mironov
Many software development organizations are moving to agile methodologies, but product managers are late to understand how this changes their role within the engineering organization. At the same time, “by the book” agilists tend to misunderstand (or forget about) product management with disastrous results.
This session will recap the essentials of tech product management, loosely define agile, and identify the primary failure modes of companies lacking agile PMs. How should we organize, train and collaborate for success?
Three Product Challenges for Early-Stage EntrepreneursRich Mironov
15July2010 talk on "Product Challenges for Pre-Revenue Entrepreneurs" with three things very early-stage tech companies must do: Seriously listening to their markets; construct customer-side ROIs; do whole-product thinking. Hosted by 'Agile Entrepreneurs'
Product Management Basics (for SCU MBA program)Rich Mironov
For Prof. Kumar Sarangee's MBA class at Santa Clara/Leavey. Basics of tech product management: role, pricing, roadmapping, and "how it is in the real world." Energetic class participation
Agile@Cork: Silicon Valley View of Product Owner/Manager ChallengesRich Mironov
A talk for Agile@Cork (Ireland) on Silicon Valley's focus on scalable software companies; a sometimes narrow definition of product owner roles; and how software company product folks need to think deeply about market segments rather than individual customers or users.
Building and scaling a product team is a challenge that every successful product company faces. Brainmates hosted this Sydney AU meetup where we talked about:
- When and how does a startup hire its first product manager?
- Division of labor: how do we grow from one to three to many product folks?
- End-to-end management of product elements/features, or product owner and business owner roles?
- How big is too big?
Making Hard (Strategic) Decisions about Products and PortfoliosRich Mironov
Software executives and software product managers should focus first on putting the right products into their portfolios -- since the primary drivers of market success are identifying the right markets, segments and customer problems to solve.
(For Product Tank San Francisco)
Challenges of (Lean) Enterprise Product ManagementRich Mironov
Enterprise software products often have expensive sales teams, long sales cycles, lumpy revenue streams, and organizational gaps between buyers and users. This creates different problems for product managers than with high velocity ecommerce or B2C tech product.
22 May 2018 talk on differences between consumer tech (B2C) and enterprise tech (B2B) companies for Lean Product/UX Silicon Valley meetup. Emphasis on:
- dozens of in-depth interviews vs. thousands of market funnel A/B tests
- understand both buyers and users
- predicable pressure for “specials” on major deals
- need for product to deliver against customer's quantitative metrics
How To Manage Misaligned Stakeholders (Who Are Usually Misaligned)Rich Mironov
Prioritization is hard, and we HOPE that a clear corporate strategy plus well-considered OKRs will get our internal stakeholders to agree on what’s most important: unambiguous #1 and #2 and #3 priorities. That our spreadsheets and analysis will sell everyone on our plan.
But that rarely happens: Sales wants us to put 100% of our development effort against shiny new features (except when every big deal includes a commitment for some tiny off-off item); Support/Customer Success want 100% against bug fixes and workflow improvements and productivity tools; Engineering lobbies for better architecture and scalability and more refactoring...
How do we understand this behavior, appreciate their effort (rather than just being frustrated), and find strategic tools that let us build out a single plan for our products and teams?
Product Management Basics for Project ManagersRich Mironov
ProDUCT management is often a murky role: poorly understood and inconsistently practiced across tech companies – and often confused with proGRAM and proJECT management. Yet done well, product management is a driver of market success and effective development. Agile teams building commercial software have additional role confusion between product owners and sometimes-agile product managers. This PMI webinar outlined product management basics, contrasted them with project/program management, and matched this to scrum-defined product ownership.
AgileCamp Dallas: Unpacking Business Value (Mironov)Rich Mironov
From the development side, we often think of Business Value as accurate, one-dimensional, and easy to auto-sort. We unpack this a bit, and try to get back to real customer value. Core analogy: is freeze-dried astronaut ice cream really ice cream? Do our paying customers care about business value points, or only real improvements they can directly experience?
A keynote at AgileCamp Dallas, 19 Oct 2015
In this August 2014 talk for SVPMA, I parse out how product managers add value -- and intersect this with Lean and Agile. Takeaway: we should use the best tools/methods for the right problems (e.g. Lean for customer validation) but we still need product managers at non-startups to drive whole products and organizational alignment.
A humorous webinar from early 2008 about comparing enterprise (installed) software companies to grocers and SaaS companies to chefs. Grocers deliver ingredients for their clients to cook up; chefs have to deliver hot and tasty meals - fully cooked.
Presented at #mtpcon APAC
Prioritization is hard, and we HOPE that a clear corporate strategy plus well-considered OKRs will get our internal stakeholders to agree on what’s most important: unambiguous #1 and #2 and #3 priorities. That our spreadsheets and analysis will sell everyone on our plan.
But that rarely happens: Sales wants us to put 100% of our development effort against shiny new features (except when every big deal includes a commitment for some tiny off-off item); Support/Customer Success want 100% against bug fixes and workflow improvements and productivity tools; Engineering lobbies for better architecture and scalability and more refactoring; Marketing wants us to document more use cases in more industries so that we can widen the funnel. We may wait for each department to “see the light” and give up its specific asks in favor of the greater good, but that can be a very long wait.
Customer Value and What Things are Worth (DIT Product Mgmt)Rich Mironov
From my Feb 2014 class time in Dublin Institute of Technology's product management certificate program: a module on quantifying customer value (esp B2B) and how to price software/technology solutions. In-class exercises removed.
Product Management Is Not Optional (EL-SIG/SVForum)Rich Mironov
Intended primarily for an audience of engineering leaders and development managers, with this agenda:
- Product management is about doing the right things. Engineering is about doing things right.
- Prioritization is political and strategic as well as algorithmic
- Symptoms of weak product management and how Engineering can help
This was a talk for SVForm's Engineering Leadership SIG on 21 Aug 2014.
The Agile Product Manager/Owner Dilemma (ProdCampNYC)Rich Mironov
As product managers grapple with Agile and scrum's product owner, how do we define roles, decide waht needs to be done, think broadly about go-to-market instead of narrowly about software creation, and map out a job that mortals could succeeed at?
(This was presented at Product Camp NYC in July '09.)
Talk at Cork IE monthly technology cluster meeting. Focusing on skills rather than titles, how do we avoid product manager/owner failure modes for commercial software?
How Agile Changes (and Doesn't) Product ManagementRich Mironov
Many software development organizations are moving to agile methodologies, but product managers are late to understand how this changes their role within the engineering organization. At the same time, “by the book” agilists tend to misunderstand (or forget about) product management with disastrous results.
This session will recap the essentials of tech product management, loosely define agile, and identify the primary failure modes of companies lacking agile PMs. How should we organize, train and collaborate for success?
Three Product Challenges for Early-Stage EntrepreneursRich Mironov
15July2010 talk on "Product Challenges for Pre-Revenue Entrepreneurs" with three things very early-stage tech companies must do: Seriously listening to their markets; construct customer-side ROIs; do whole-product thinking. Hosted by 'Agile Entrepreneurs'
Product Management Basics (for SCU MBA program)Rich Mironov
For Prof. Kumar Sarangee's MBA class at Santa Clara/Leavey. Basics of tech product management: role, pricing, roadmapping, and "how it is in the real world." Energetic class participation
Agile@Cork: Silicon Valley View of Product Owner/Manager ChallengesRich Mironov
A talk for Agile@Cork (Ireland) on Silicon Valley's focus on scalable software companies; a sometimes narrow definition of product owner roles; and how software company product folks need to think deeply about market segments rather than individual customers or users.
Building and scaling a product team is a challenge that every successful product company faces. Brainmates hosted this Sydney AU meetup where we talked about:
- When and how does a startup hire its first product manager?
- Division of labor: how do we grow from one to three to many product folks?
- End-to-end management of product elements/features, or product owner and business owner roles?
- How big is too big?
Making Hard (Strategic) Decisions about Products and PortfoliosRich Mironov
Software executives and software product managers should focus first on putting the right products into their portfolios -- since the primary drivers of market success are identifying the right markets, segments and customer problems to solve.
(For Product Tank San Francisco)
Challenges of (Lean) Enterprise Product ManagementRich Mironov
Enterprise software products often have expensive sales teams, long sales cycles, lumpy revenue streams, and organizational gaps between buyers and users. This creates different problems for product managers than with high velocity ecommerce or B2C tech product.
22 May 2018 talk on differences between consumer tech (B2C) and enterprise tech (B2B) companies for Lean Product/UX Silicon Valley meetup. Emphasis on:
- dozens of in-depth interviews vs. thousands of market funnel A/B tests
- understand both buyers and users
- predicable pressure for “specials” on major deals
- need for product to deliver against customer's quantitative metrics
How To Manage Misaligned Stakeholders (Who Are Usually Misaligned)Rich Mironov
Prioritization is hard, and we HOPE that a clear corporate strategy plus well-considered OKRs will get our internal stakeholders to agree on what’s most important: unambiguous #1 and #2 and #3 priorities. That our spreadsheets and analysis will sell everyone on our plan.
But that rarely happens: Sales wants us to put 100% of our development effort against shiny new features (except when every big deal includes a commitment for some tiny off-off item); Support/Customer Success want 100% against bug fixes and workflow improvements and productivity tools; Engineering lobbies for better architecture and scalability and more refactoring...
How do we understand this behavior, appreciate their effort (rather than just being frustrated), and find strategic tools that let us build out a single plan for our products and teams?
Product Management Basics for Project ManagersRich Mironov
ProDUCT management is often a murky role: poorly understood and inconsistently practiced across tech companies – and often confused with proGRAM and proJECT management. Yet done well, product management is a driver of market success and effective development. Agile teams building commercial software have additional role confusion between product owners and sometimes-agile product managers. This PMI webinar outlined product management basics, contrasted them with project/program management, and matched this to scrum-defined product ownership.
AgileCamp Dallas: Unpacking Business Value (Mironov)Rich Mironov
From the development side, we often think of Business Value as accurate, one-dimensional, and easy to auto-sort. We unpack this a bit, and try to get back to real customer value. Core analogy: is freeze-dried astronaut ice cream really ice cream? Do our paying customers care about business value points, or only real improvements they can directly experience?
A keynote at AgileCamp Dallas, 19 Oct 2015
In this August 2014 talk for SVPMA, I parse out how product managers add value -- and intersect this with Lean and Agile. Takeaway: we should use the best tools/methods for the right problems (e.g. Lean for customer validation) but we still need product managers at non-startups to drive whole products and organizational alignment.
A humorous webinar from early 2008 about comparing enterprise (installed) software companies to grocers and SaaS companies to chefs. Grocers deliver ingredients for their clients to cook up; chefs have to deliver hot and tasty meals - fully cooked.
VIU EL DIA A DIA, EXPRESSA ELS TEUS SENTIMENTS. NO DEIXIS RES DEL QUE VULGUIS FER O DIR PER DEMÀ. NO SAPS MAI SI POT SER MASSA TARD I NO PUGUIS JA RECTIFICAR.
Cleared Job Fair Job Seeker Handbook May 8, 2014, Crystal City, VAClearedJobs.Net
Join us next Thursday (register at http://clearedjobs.net/cleared-jobfairs) at the Waterford to meet with cleared facilities employers, attend briefings on security clearance reinvestigations and have your resume professionally reviewed. The Job Seeker Handbook contains a listing of all employers and the cleared jobs they will be seeking to fill at the Cleared Job Fair. An active or current security clearance is required to attend.
I plan to walk through multiple patterns of failure and how product owners are controlled/ liberated by the organizational culture and vice-versa both in start-up environments as well as in medium and large sized organizations.
Agile product owners-what ails them (philly_dayofagile)Anupam Kundu
Presentation I used at Philadelphia Day of Agile (#dayofagile) http://dayofagile.org/agenda.
It was received well within the audience. Any comments are welcome...
With all the focus on social media and the opportunities it affords organizations, there is still very little traction in many sectors and roles. While marketing and communications, pr and other functional groups in technology companies have rapidly embraced social platforms and tactics, the evidence indicates that the majority of Product Managers are less likely to use social options to improve products, engage the market and identify new problems to solve with their solutions. This session will examine the state of product management and social media, while identifying 3 key takeaways which you can put in practice tomorrow to improve your understanding of buyers, your customers and the problems waiting to be solved.
Software Product Management in Web 2.0Suhas Kelkar
These are the final session slides for the course of Software Product Management. In these slides, I talk about tips and tricks of doing software product management in web 2.0 world. More slides are available on my web page at http://suhaskelkar.googlepages.com
Is Agile getting in your way, got you confused? Requirements vs. User Stories, Product Managers vs. Product Owners, MRDs vs Backlogs, Epics, Goals, Themes, all a mystery to you? How does Product Management's role change and how do we continue to be the "President of the product" as development moves to Agile or Scrum? Why are Product Managers so confused?
Keynote for March 2012 Product Leadership Days ("Produktledardagen") in Stockholm, hosted by Tolpagorni's Magnus Billgren. A 2-day event with 60+ product mgrs/execs from Sweden & northern Europe.
Social Products Require Social Marketers.Jon Gatrell
Social Media isn't about just adding another task to the list. To be effective a strategic approach is needed which integrates all of the processes - buying, service and innovation.
How to keep your Product Management sanity and perspective: John Milburn (Pra...ProductCamp Toronto
Is Product Management still the President of the product as development moves to Agile or Scrum? Why are we so confused? What’s changed, and what has remained the same?
Why Silicon Valley Continues to Innovate and Rock the WorldRich Mironov
This is a slightly overblown view of Silicon Valley’s network effects and tech culture for Tolpagorni's 2014 Market Insights Conference. Goal: drive discussion about what can be borrowed to other tech centers like Stockholm, and what resources/attitudes are harder to copy.
How Agile plus Product Management helps Build the RIGHT Things the RIGHT WayRich Mironov
Strong product managers spent up to half of their time talking directly with customers, buyers, and partners. And the other half of their time with their teams: framing problems, collaborating on solutions, translating features into benefits and vice versa. Making sure that we’re building the RIGHT things as validated directly by users and buyers so that we deliver customer-defined value as well as increased velocity. That’s different from the narrow scrum definition of product owner, which is mostly internal-facing.
“Getting Promoted” at SV Product Camp 2013Rich Mironov
At Product Camp Silicon Valley 2013, We had an energetic (semi-structured) discussion about what individual contributor Product Managers do, how this is different from Director-level and VP Product roles, and ways to address various real-world (political) issues
Software PricingDemystified (The Basics)Rich Mironov
Software is intangible: it doesn't have weight or size or per-unit manufacturing costs. But if we're in the software business, we have to assign units and prices that reflect our value to customers. And we should be mapping out pricing strategy before we start development, not the day before product launch. This talk touched: computing (estimating) customer value; pricing units; scale-up; segmentation; and pricing/value tiers.
Organizational Challenge of Enterprise RoadmappingRich Mironov
At INDUSTRY EUROPE conference (Dublin, April 2019): Especially at enterprise software companies, there are some inherent mis-alignments among internal stakeholders that can complicate our product planning. This talk was an occasionally humorous look at the systemic conflicts between single-account-focused sales teams, market-focused product managers, and executives. How do we respect and understand each other when we may have very different objectives?
Companies building enterprise tech products are different from companies building mass consumer tech. Large-ticket deals, long sales cycles, name-and-face customer relationships, and complex buying processes shape what we build and how we bring it to market. Having a hundred customers each spending $1M/yr is a radical departure from a million customers each spending $100/yr.
Product Managers, Product Owners, and Need for Real End User ValidationRich Mironov
for Agile Summit Greece (Sept 2018), a talk on barriers for product folks to validate problems and solutions DIRECTLY with end users/customers rather than through stakeholders and intermediates
Validation and Product-Market Fit (Auckland, August 2018)Rich Mironov
At Callaghan Innovation's Southern SaaS conference (28 Aug 2018): We all resist doing market/product validation before starting the development cycle, but this is one of our biggest determinants of product success.
Product Tank Dublin: Scaling Agile Product ModelsRich Mironov
"Product Managers, Product Owners, Scalable Agile Product Models:" what do the first few scale-ups of product management look like, from one end-to-end PM to several to a multi-tier model? And what are some of the challenges/pitfalls?
Product Career Ladder: Getting Promoted to DirectorRich Mironov
Director-level and VP Product leaders do different work than individual contributor Product Managers. How do you signal that you’re interested in “the next job up” while respecting your current manager? How have attendees gotten promoted to Director?
Intro to Agile Innovation (Agile 2016) Rich Mironov
Innovation is a complicated topic. Product folks often focus externally: how do we build products that customers and buyers find more innovative; out-design the competition; create market advantage? Process folks often focus internally: how do we develop faster, better, with higher quality? This talk suggestions innovation categories, focuses on validating real needs, and topples a few popular innovation myths.
Agile2016: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role - product manager - responsible for identifying market needs/opportunities, making product-level decisions and managing sales/customer relationships on behalf of executives. This talk maps out product owners and software product managers, with approaches to meet all of the product needs for a market-successful product. (reprise from Agile2015)
There are some fundamental laws of software economics that should drive executive-level decisions about business and product strategies. It’s easy to forget them, or decide they don’t apply to our special situation. ( After all, gravity’s not just a good idea, it’s the law.)
This describes some essential facts about the (software) world, and posits matching laws of product strategy:
- Your development team will never be big enough (thus: Law of Ruthless Prioritization)
- All of the profits are in the nth subscriber (thus: Law of Build Once, Sell Many)
- Software bits are not the product (thus: Law of Targeted Whole Products)
- You can’t outsource your strategy (thus: Law of Judgment)
Talk for Business of Software 2015 (Boston) laying out some laws of gravity for the software business. Also serialized as 4 long posts on www.mironov.com
Agile205: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role -- product manager -- responsible for identifying market needs/opportunities, making product-level decisions about offerings/benefits/pricing/packaging/channels/financial goals, and managing sales/customer relationships on behalf of executives. Since products often span multiple scrum teams, some products have a mix of product owners and product managers. We'll introduce product owners, map that against software product managers, and talk through approaches to meet all of the product needs for a market-successful product.
Why You’ll Eventually Need A Product Manager At Your StartupRich Mironov
Very early stage startups (pre-revenue, 10 people or less) don’t have dedicated product managers / product owners. But once they get to 30 people or have a few big-revenue customers, lack of product management can be disastrous. This talk maps out the challenge of growth and when/how product management becomes essential.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Evgen Osmak: Methods of key project parameters estimation: from the shaman-in...
PMI-SV: ProDUCT Mgmt Basics for ProJECT Mgrs
1. ProDUCT Management
Essentials for ProJECT and
ProGRAM Managers
Rich Mironov
June 18, 2012
1 www.mironov.com
2. About Rich Mironov
Veteran product manager/exec/strategist
Organizing product organizations
Business models, pricing, agile
“What do customers want?”
6 startups, including as CEO/founder
Author of “The Art of Product
Management” and Product Bytes blog
Founded Product Camp, chaired first
product stage at annual Agile conference
2 www.mironov.com
3. Agenda
Backlog of questions / issues from
the front lines
What does a product manager do, anyway?
Product vs. Project/Program Management
7 ways to help your product manager
3 www.mironov.com
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5. Agenda
Backlog of questions / issues from
the front lines
What does a product manager do, anyway?
Product vs. Project/Program Management
7 ways to help your product manager
5 www.mironov.com
5
6. What Does a Product Manager Do?
For commercial / revenue software…
Drives delivery and market acceptance
of whole products
Targets market segments, not
individual customers
Sets priorities
For strategic internal development…
Resolves competing priorities
Drives acceptance and adoption
6 www.mironov.com
7. What Does a Product Manager Do?
budgets, staff, strategy, forecasts,
commitments, roadmaps,
targets competitive intelligence
Executives
market information, priorities,
requirements, roadmaps, MRDs, Field input,
personas, user stories… Product Market feedback
Management
Mktg & Markets &
Development
Sales Customers
software
Segmentation, messages,
benefits/features, pricing,
qualification, demos…
7 www.mironov.com
8. Product Mgmt Planning Horizons
many years
Strategy
years
Exec Portfolio
many mons
Product
Prod
Release 2-9 mon
Mgr
Sprint 2 wk
Dev
Team Daily
8 www.mironov.com
10. Nature of Product Role
No natural sequence for Product Mgmt
Must work all aspects in parallel
Entire planning onion
Intensely interrupt-driven
Bottoms-up shapes top-down,
top-down shapes bottoms-up
Product Management must provide
strategy, judgment and integration as
well as execution
10 www.mironov.com
11. Good product managers
drive customer-relevant
decisions (choices) despite
uncertainty and
contradictory goals
11 www.mironov.com
13. Market Failure Modes for Product Mgrs
Inward-looking failure modes
Weak on real-world value: pricing,
packaging, upgrades, service models,
discounting, competitive dynamics
Disconnected from cross-functional teams
(Marketing, Sales, Support…)
Trading off company-wide product strategy for
product-level features
Belief in rational users and accurate ROI
Generalizing from too few customers
13 www.mironov.com
14. “How Hard Could It Be?”
Imagine that I create a two-day seminar for
“Senior Enterprise Software Architects”
Anyone can enroll
We talk about enterprise architecture
All attendees get a “Senior Enterprise
Software Architect” certificate
Are they senior architects?
14 www.mironov.com
15. Agenda
Backlog of questions / issues from
the front lines
What does a product manager do, anyway?
Product vs. Project/Program Management
7 ways to help your product manager
15 www.mironov.com
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16. Product, Project, Program?
Disclaimer
No role/title consistency
Execs create novel organizations
Unclear division of labor
Each tech company is uniquely
dysfunctional
Good teams make things work
in spite of titles and roles
16 www.mironov.com
17. In My Opinion…
Product Management: more outward-facing market-
visible decisions
What FEATURES are market segments demanding?
WHICH must-ship feature will we DROP first?
SALES impact of slipped dates? Commitments?
How are we POSITIONED and PRICED versus competitors?
Project/Program Management: more inward-facing
resource allocation decisions
HOW should we get this done? WHO works on what?
WHEN will it actually ship?
Have we defined and met QUALITY goals?
What outside RESOURCES could speed things up?
17 www.mironov.com
18. One Problem, Two Viewpoints
Two sides of the problem:
Project/Program Managers
tasked with how to deliver
Not-so-secretly worry about
market success
Product Managers tasked with
what to build (and when)
Not-so-secretly worry about
delivery, quality, completeness
18 www.mironov.com
19. Understanding Customer Realities
Product managers track the market by…
Helping close deals
Trading off conflicting
commitments
Intervening with complex
customer problems
Sweating price/volume forecasts
Anchoring opinions with lots of Source:
Pragmatic Marketing
first person customer/field input
19 www.mironov.com
20. Agenda
Backlog of questions / issues from
the front lines
What does a product manager do, anyway?
Product vs. Project/Program Management
7 ways to help product managers
20 www.mironov.com
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21. 7 Good Ways to Help Product Mgrs
1. Push for explicit decisions and trade-offs
2. Ask about use cases and customer problems
3. Don’t demand uber-technical product managers
4. Not every sub-feature gets its own ROI
5. Expect product managers to translate features
into customer-relevant benefits
6. Ask about forecasts, shipments and revenue
7. Channel your inner Product Manager
21 www.mironov.com
22. Contact Information
+1-650-315-7394
rich@mironov.com
www.mironov.com
@RichMironov
www.linkedin.com/in/richmironov
22 www.mironov.com
23. ProDUCT Management
Essentials for ProJECT and
ProGRAM Managers
Rich Mironov
June 18, 2012
23 www.mironov.com
Editor's Notes
Who has PMs? Who doesn’t?Where does PM report up through?What distinguishes good PMs from weak in your org?Categories: technical skills; org power; reporting path; customer knowledge; work products; who’s driving/deciding?; title confusion…
No natural sequence for PMMust work all aspects in parallelPlanning onion as simultaneous equationBottoms-Up Shapes Top-DownCustomer visits inform market viewCompetitive price points drive business modelFeature complexity shapes release planTop-Down Shapes Bottoms-UpMarket segmentation determines customer selection and benefitsProduct strategy drives backlogProduct Management provides strategy, judgment and integration as well as executionOwning market success is an unbounded problem
Earn your pay on days when you make decisions, not just oversee processes
Balanced focus between what markets/segments want and what development team can deliver
Experiential component that’s not well taught or certified. Contrasts with PMI PMP. No governing authority, no rating system other than personal references.Program/project managers see the resource/marshaling part of the product role, but not always the selling/organizational/outbound part.Dev consistently wants to promote good engineers into product roles. Mostly they lack relevant field experience, organizational savvy, customer skills, ability to handle uncertainty.
Valley does not check with me before assigning roles, titles or work mix
Essential question: who worries about market acceptance? Sales targets? Competition?
Not cleanly divided. Good PMs and PgMs are intertwined.
Ask about use cases and customer problemsVs. wanting PMs to settle internal technical/architecture disputesDon’t demand PMs as technical as you areYou have architects and senior devs to be the most technicalNot every user story gets its own ROI Not every field, button, featurelet can be independently justified. Customer-relevant value may roll up dozens of small bits.Expect PMs to translate features into customer-relevant benefitsThey have to turn your how-it-works into a sales team’s why-you-careAsk about forecasts, shipments and revenueShows you care about the business as well as the tech, and you’ll learn somethingQUIETLY sit in on some customer meetingsIf you talk out of turn, you won’t get invited back.Channel your inner Product ManagerOnce in a while, pretend you’re the PM and consider how you’d think through whole product issues. WWPMD?