Vivek Prahlad shares his experiences on the differences and similarities between building software in the Product and Project contexts. At ThoughtWorks, he has spent approximately half of his career on the product side, and the other half on the consulting side. While the underlying principles are similar, there are often significant differences in terms of approaches that work for products and projects. Some of the differences we'll explore include: product vs. project inception, engineering considerations, testing approaches and strategies, course corrections, and more.
Allan Ward has over 18 years of experience in professional services management. He has held various roles such as VP of Professional Services, Regional Consulting Manager, Product Manager, and Project Manager/Consultant. He has a track record of developing successful customer-oriented teams, managing projects, and assisting with product development.
Angela Carrato, Director of Client Services at PeopleMatter, and Jeanne Graves, VP of Human Resources for Del Taco, share how Del Taco's rollout strategy of PeopleMatter garnered all-in support among their team members, managers and executive team.
This document describes the responsibilities of an Area Leader for Projects & Process Improvements. The role collaborates with the Director of Operations to lead processes that result in strong financial performance and high customer satisfaction. Key responsibilities include developing project teams for 13 new business units, planning community events, leading diverse teams, executing corporate programs, managing leadership training, and implementing strategic visions.
Mark Roberge's The Science of Re-Establishing Growth - Where, When, and HowPaul Fifield
70% of series A companies fail.
But astonishingly, 70% of Series B and Series C companies fil too.
Study this deck. Watch the YouTube video. And maybe we can bring that % down to 50%. Or less.
Vivek Prahlad shares his experiences on the differences and similarities between building software in the Product and Project contexts. At ThoughtWorks, he has spent approximately half of his career on the product side, and the other half on the consulting side. While the underlying principles are similar, there are often significant differences in terms of approaches that work for products and projects. Some of the differences we'll explore include: product vs. project inception, engineering considerations, testing approaches and strategies, course corrections, and more.
Allan Ward has over 18 years of experience in professional services management. He has held various roles such as VP of Professional Services, Regional Consulting Manager, Product Manager, and Project Manager/Consultant. He has a track record of developing successful customer-oriented teams, managing projects, and assisting with product development.
Angela Carrato, Director of Client Services at PeopleMatter, and Jeanne Graves, VP of Human Resources for Del Taco, share how Del Taco's rollout strategy of PeopleMatter garnered all-in support among their team members, managers and executive team.
This document describes the responsibilities of an Area Leader for Projects & Process Improvements. The role collaborates with the Director of Operations to lead processes that result in strong financial performance and high customer satisfaction. Key responsibilities include developing project teams for 13 new business units, planning community events, leading diverse teams, executing corporate programs, managing leadership training, and implementing strategic visions.
Mark Roberge's The Science of Re-Establishing Growth - Where, When, and HowPaul Fifield
70% of series A companies fail.
But astonishingly, 70% of Series B and Series C companies fil too.
Study this deck. Watch the YouTube video. And maybe we can bring that % down to 50%. Or less.
The document discusses the role and responsibilities of a Product Owner in Agile development. It notes that a Product Owner is expected to understand customers, communicate project status, maintain the product backlog, prioritize work, make decisions, and more. However, the document acknowledges that finding a single person capable of adequately fulfilling all these responsibilities, like a "unicorn", can be difficult in reality. It encourages fixing problems with the Product Owner role rather than wishing for an impossible ideal.
How to position a function in your organization?François ZERAFA
The document discusses how to position functions within an organization based on three criteria: level of integration, type of function, and hierarchical level. It describes positioning functions at either the corporate level for optimal relations, or as shared/independent functions. The type of function considers whether it is core to operations/value creation, supports core functions, ensures performance/compliance, or is independent. Hierarchical level depends on the function's autonomy and responsibility levels. Positioning functions correctly ensures appropriate decision-making, interactions, and balancing efficiency vs customer needs.
Shruthi Kudlu Anil has over 5 years of experience as an Implementation Consultant. She currently works for Gieom Business Solutions Pvt. Ltd, a cloud-based banking solutions company. Her responsibilities include process mapping, quality control, risk management, project management, software testing, client requirements gathering, and employee training. She has technical skills in LMS implementation and management, software testing, and tools like Microsoft Office, Visio, and process simulation software. She also has management skills in team leadership, motivation, and achieving results under pressure. Previously, she worked as an HTML developer for an energy products company.
Software quality system - Quality EngineeringYash Trivedi
We discuss software quality systems of quality engineering in the area of software project management.
Organisations and technologies such as iso , cmmi and six sigma are discussed.
If you think "we only have 1 product line. So we don't have a portfolio", you'll be surprised to learn that the world has changed.
While you may not be managing a portfolio of products, leaders today need to manage a portfolio of objectives, and a portfolio of customer/ market segments, and perhaps a portfolio of investment types. And their investment? People - talents with different skills and preference.
Decades ago, within traditional industries/ companies, there were IT professionals, business analysts, and project managers.
With digitalization, we have seen the transformation from IT to engineering, from Business Analyst to product management. Project management has also been transforming to portfolio program management. It is just not well known yet, until now.
Learn and apply Responsive PPM and become an effective and strategic leader in any function.
responsivePPM.org
https://www.youtube.com/watch?v=sBbishV2GO8&t=79s
The document provides guidance on developing an effective team vision and strategy document. It recommends including sections on the team's vision, mission, problem statements, goals, guiding principles, and roadmap. The vision should be long-term and inspire the team, while the problem statements clearly define the problems to be solved. Guiding principles are the team's core values, and the roadmap outlines short and mid-term milestones. Developing an imaginary press release can help communicate the vision and impact. The team should involve customers and get feedback to ensure alignment on the vision and strategy.
The document outlines a new innovation process to improve the speed, number and impact of ideas by establishing clear roles, responsibilities and expectations. It defines phases for discovery, definition, development, dress rehearsal and delivery. Each phase has deliverables, purposes and action steps to progress an idea from initial problem identification through prototyping, testing and implementation. The process aims to ensure services remain sustainable and relevant and that teams can work more effectively.
This document provides an introduction to running lean startups using agile and lean principles. It discusses how startups can fail if they don't get customer feedback through minimum viable products (MVPs). The key is to iteratively build, measure, and learn from customers to reduce risks. Startups should conduct customer interviews to understand problems and validate solutions before building MVPs. They should then measure metrics to determine which features to add or whether to pivot the product based on what customers say, not what founders think customers want. The overall goal is to accelerate sustainable growth through sticky, viral, or paid customer acquisition.
The document outlines a change management strategy scorecard with four objectives: 1) communicate the change management strategy internally and externally by developing communication plans, 2) integrate and align sales and marketing teams by inventorying assets and processes, 3) communicate an upcoming merger to stakeholders through employee newsletters, investor meetings, and press, and 4) integrate new product offerings by updating an online catalogue and resources library. Key performance indicators and target timeframes are identified for each program.
Product Management is Not Enough for ScaleUp CPOs - Introducing Responsive PPMBecky Flint
This document discusses how portfolio management is needed beyond traditional product management as companies scale up.
It begins by explaining when portfolio management becomes essential, such as when there are multiple teams, dependencies between initiatives, or competing goals. It then covers how to bring portfolio management to empowered product teams through defining goals, aligning initiatives, and implementing responsive re-allocation of resources.
The document concludes by discussing replacing roadmaps with a responsive portfolio that focuses on driving business outcomes through defining goals, planning for dependencies, and using allocation and responsive re-allocation to prioritize initiatives.
This document summarizes a presentation given in September 2013 by Archana Joshi, a senior manager at Cognizant, and Zaheer Abbas Contractor, head of AgileNext at Wipro Technologies. The presentation covered Agile basics such as the primary goal of Agile development being working software, critical items to start a Scrum project, and the correct sequence of events in the Scrum framework. It also discussed concepts like what a product backlog item, sprint burn-down charts, and the product owner's role. The document provided examples and explanations to build understanding of foundational Agile and Scrum terminology and practices.
This document discusses the key elements of product strategy including the product vision, business strategy, product owner role, product discovery and development processes, and necessary skills. It emphasizes establishing a clear product vision and roadmap aligned to business goals, prioritizing the product backlog, and continuously refining the strategy based on performance and market changes. The product owner is responsible for leading the product strategy and working with stakeholders and teams to implement it through the agile development process. A variety of strategic, tactical, leadership, and user-focused skills are needed to effectively manage the product from vision to delivery.
Managing stakeholder relationships: The key to successful product featuresAndy Mura
WATCH THE REPLAY OF THE WEBINAR HERE: https://www.userlane.com/webinars/managing-stakeholder-relationships-the-key-to-successful-product-features
As a product owner, not only are you required to know the ins and outs of your own product but you are also expected to strategically manage internal and external factors that can influence your product vision.
This is why flawless cross departmental collaboration among stakeholders is paramount to develop successful product features and to productively manage your tasks as a product manager.
Expert Product Manager Megan Bubley shows how you can:
Properly manage stakeholders and deliver winning features
Utilize organizational relationship management to support your product roadmap
Prioritize feature requests based on business objectives
Fine-tune critical communications across various departments
Align on metrics and develop realistic timelines
There are many myth and misunderstanding around what program management is - this is a deck not only captures what I define for the PGM team as the head of program management for multiple startups, it's also an interview presentation I made to my hiring committee (CEO, CTO, CPO, CFO, CMO, CHRO etc).
The principles have been incorporated into a product we built - dragonboat.io
Questions and comments - twitter: @beckyflintsf
Amit Anand has experience as a Senior Architect and MEP Coordinator, involving design development coordination, creating project plans and schedules, handling tender packages, and creating project status reports. He has strong organizational and time management skills and can deliver projects on time, on budget and to specification. He also undertakes commercial and contractual aspects of projects, including evaluating bids, and provides progress reports to clients and management.
The marketing strategy scorecard outlines four objectives: 1) increase market penetration of current products, 2) improve customer retention and satisfaction, 3) implement marketing technology, and 4) improve awareness of brand attributes. For each objective, the document lists programs, key performance indicators, and target timeframes to achieve goals in 2012-2013, such as identifying new markets, launching a customer support portal, consolidating customer databases, and increasing brand impressions in trade journals.
Project management functions in marketing fulfillment by linking corporate strategy, sales plans, and operations through effective project execution. Project managers adhere to and enforce established processes, using tools like statements of work, project definitions, and action plans to define projects. Regular communication between project managers and operational areas is key to gathering requirements and ensuring effective project leadership that achieves client objectives and creates value for the organization.
The document discusses the role and responsibilities of a Product Owner in Agile development. It notes that a Product Owner is expected to understand customers, communicate project status, maintain the product backlog, prioritize work, make decisions, and more. However, the document acknowledges that finding a single person capable of adequately fulfilling all these responsibilities, like a "unicorn", can be difficult in reality. It encourages fixing problems with the Product Owner role rather than wishing for an impossible ideal.
How to position a function in your organization?François ZERAFA
The document discusses how to position functions within an organization based on three criteria: level of integration, type of function, and hierarchical level. It describes positioning functions at either the corporate level for optimal relations, or as shared/independent functions. The type of function considers whether it is core to operations/value creation, supports core functions, ensures performance/compliance, or is independent. Hierarchical level depends on the function's autonomy and responsibility levels. Positioning functions correctly ensures appropriate decision-making, interactions, and balancing efficiency vs customer needs.
Shruthi Kudlu Anil has over 5 years of experience as an Implementation Consultant. She currently works for Gieom Business Solutions Pvt. Ltd, a cloud-based banking solutions company. Her responsibilities include process mapping, quality control, risk management, project management, software testing, client requirements gathering, and employee training. She has technical skills in LMS implementation and management, software testing, and tools like Microsoft Office, Visio, and process simulation software. She also has management skills in team leadership, motivation, and achieving results under pressure. Previously, she worked as an HTML developer for an energy products company.
Software quality system - Quality EngineeringYash Trivedi
We discuss software quality systems of quality engineering in the area of software project management.
Organisations and technologies such as iso , cmmi and six sigma are discussed.
If you think "we only have 1 product line. So we don't have a portfolio", you'll be surprised to learn that the world has changed.
While you may not be managing a portfolio of products, leaders today need to manage a portfolio of objectives, and a portfolio of customer/ market segments, and perhaps a portfolio of investment types. And their investment? People - talents with different skills and preference.
Decades ago, within traditional industries/ companies, there were IT professionals, business analysts, and project managers.
With digitalization, we have seen the transformation from IT to engineering, from Business Analyst to product management. Project management has also been transforming to portfolio program management. It is just not well known yet, until now.
Learn and apply Responsive PPM and become an effective and strategic leader in any function.
responsivePPM.org
https://www.youtube.com/watch?v=sBbishV2GO8&t=79s
The document provides guidance on developing an effective team vision and strategy document. It recommends including sections on the team's vision, mission, problem statements, goals, guiding principles, and roadmap. The vision should be long-term and inspire the team, while the problem statements clearly define the problems to be solved. Guiding principles are the team's core values, and the roadmap outlines short and mid-term milestones. Developing an imaginary press release can help communicate the vision and impact. The team should involve customers and get feedback to ensure alignment on the vision and strategy.
The document outlines a new innovation process to improve the speed, number and impact of ideas by establishing clear roles, responsibilities and expectations. It defines phases for discovery, definition, development, dress rehearsal and delivery. Each phase has deliverables, purposes and action steps to progress an idea from initial problem identification through prototyping, testing and implementation. The process aims to ensure services remain sustainable and relevant and that teams can work more effectively.
This document provides an introduction to running lean startups using agile and lean principles. It discusses how startups can fail if they don't get customer feedback through minimum viable products (MVPs). The key is to iteratively build, measure, and learn from customers to reduce risks. Startups should conduct customer interviews to understand problems and validate solutions before building MVPs. They should then measure metrics to determine which features to add or whether to pivot the product based on what customers say, not what founders think customers want. The overall goal is to accelerate sustainable growth through sticky, viral, or paid customer acquisition.
The document outlines a change management strategy scorecard with four objectives: 1) communicate the change management strategy internally and externally by developing communication plans, 2) integrate and align sales and marketing teams by inventorying assets and processes, 3) communicate an upcoming merger to stakeholders through employee newsletters, investor meetings, and press, and 4) integrate new product offerings by updating an online catalogue and resources library. Key performance indicators and target timeframes are identified for each program.
Product Management is Not Enough for ScaleUp CPOs - Introducing Responsive PPMBecky Flint
This document discusses how portfolio management is needed beyond traditional product management as companies scale up.
It begins by explaining when portfolio management becomes essential, such as when there are multiple teams, dependencies between initiatives, or competing goals. It then covers how to bring portfolio management to empowered product teams through defining goals, aligning initiatives, and implementing responsive re-allocation of resources.
The document concludes by discussing replacing roadmaps with a responsive portfolio that focuses on driving business outcomes through defining goals, planning for dependencies, and using allocation and responsive re-allocation to prioritize initiatives.
This document summarizes a presentation given in September 2013 by Archana Joshi, a senior manager at Cognizant, and Zaheer Abbas Contractor, head of AgileNext at Wipro Technologies. The presentation covered Agile basics such as the primary goal of Agile development being working software, critical items to start a Scrum project, and the correct sequence of events in the Scrum framework. It also discussed concepts like what a product backlog item, sprint burn-down charts, and the product owner's role. The document provided examples and explanations to build understanding of foundational Agile and Scrum terminology and practices.
This document discusses the key elements of product strategy including the product vision, business strategy, product owner role, product discovery and development processes, and necessary skills. It emphasizes establishing a clear product vision and roadmap aligned to business goals, prioritizing the product backlog, and continuously refining the strategy based on performance and market changes. The product owner is responsible for leading the product strategy and working with stakeholders and teams to implement it through the agile development process. A variety of strategic, tactical, leadership, and user-focused skills are needed to effectively manage the product from vision to delivery.
Managing stakeholder relationships: The key to successful product featuresAndy Mura
WATCH THE REPLAY OF THE WEBINAR HERE: https://www.userlane.com/webinars/managing-stakeholder-relationships-the-key-to-successful-product-features
As a product owner, not only are you required to know the ins and outs of your own product but you are also expected to strategically manage internal and external factors that can influence your product vision.
This is why flawless cross departmental collaboration among stakeholders is paramount to develop successful product features and to productively manage your tasks as a product manager.
Expert Product Manager Megan Bubley shows how you can:
Properly manage stakeholders and deliver winning features
Utilize organizational relationship management to support your product roadmap
Prioritize feature requests based on business objectives
Fine-tune critical communications across various departments
Align on metrics and develop realistic timelines
There are many myth and misunderstanding around what program management is - this is a deck not only captures what I define for the PGM team as the head of program management for multiple startups, it's also an interview presentation I made to my hiring committee (CEO, CTO, CPO, CFO, CMO, CHRO etc).
The principles have been incorporated into a product we built - dragonboat.io
Questions and comments - twitter: @beckyflintsf
Amit Anand has experience as a Senior Architect and MEP Coordinator, involving design development coordination, creating project plans and schedules, handling tender packages, and creating project status reports. He has strong organizational and time management skills and can deliver projects on time, on budget and to specification. He also undertakes commercial and contractual aspects of projects, including evaluating bids, and provides progress reports to clients and management.
The marketing strategy scorecard outlines four objectives: 1) increase market penetration of current products, 2) improve customer retention and satisfaction, 3) implement marketing technology, and 4) improve awareness of brand attributes. For each objective, the document lists programs, key performance indicators, and target timeframes to achieve goals in 2012-2013, such as identifying new markets, launching a customer support portal, consolidating customer databases, and increasing brand impressions in trade journals.
Project management functions in marketing fulfillment by linking corporate strategy, sales plans, and operations through effective project execution. Project managers adhere to and enforce established processes, using tools like statements of work, project definitions, and action plans to define projects. Regular communication between project managers and operational areas is key to gathering requirements and ensuring effective project leadership that achieves client objectives and creates value for the organization.
This document discusses the differences between product management and project management. Product management oversees a product throughout its entire lifecycle, while project management focuses on a specific project from initiation to completion. Both roles involve identifying opportunities, guiding development teams, and monitoring progress. However, product managers ask "what" and "why" questions while project managers ask "who" and "how" questions. The document then outlines typical responsibilities and skills for product managers, project managers, and product owners. It also describes a sample day for a product manager which involves discovery, planning, execution, and growth activities.
This presentation is about “Agile Mindset”. It describes the Agile Manifesto. Moreover, it shows the Agile Manifesto Statement of Values, the Principles of the Agile Manifesto and The Declaration of Interdependence (DOI). Finally, I compared the Agile Mindset VS Traditional Mindset.
The slides are for a course that is LIVE on Udemy.com (https://www.udemy.com/product-roadmap-101/)
The slides outline how to build an effective product by translating product strategy into product roadmap for enterprise products.
Daniel zacarias - Productized MasterclassesProductized
1. Why it’s important (and how) to engage internal stakeholders Communicate clearly and persuasively, and align towards a common mission and vision.
2. We build tech products, but usually the hard part is not the tech, but the people. Different teams with different agendas, “irrational" decision-making, feature requests coming out of nowhere, lack of strategic direction. If you’ve read this far, you know the drill.
3. “Unpack” these problems and share battle-tested tools that have helped me in my work as a PM and consultant, and that I hope are useful to you as well. There are hard limits into what we can fix as PMs in a broader organization, but there’s also a lot we can do (and should be aware of) to drastically cut down on stakeholder alignment challenges.
4. Tools to help you A framework to manage your internal stakeholders and communications strategically and 4 tools to help you communicate more clearly (and persuasively)
5. And many more strategies Such as techniques to help a group reach consensus without (much) discussion and approaches to gradually lead stakeholders to think about problems first, instead of features (solutions).
This document outlines the course objectives and units for a Project Management course. The course aims to develop skills for planning, managing, and delivering successful software projects. The key objectives are to manage projects through each stage of the software development life cycle, learn activity planning and risk management, and deliver projects that support organizational goals. The first unit covers project evaluation, planning, methodologies, objectives setting, risk evaluation, and stepwise project planning. It includes topics such as importance of software project management, project portfolio management, and cost-benefit evaluation.
This document outlines the course objectives and units for a Project Management course. The course aims to teach students to plan, manage, and deliver successful software projects throughout the software development lifecycle. The first unit covers evaluating and planning projects, including importance of project management, methodologies, project categorization, setting objectives, risk evaluation, and stepwise project planning. Additional details are provided on project phases, stakeholders, management skills, and challenges with software projects.
Building an Amazing Relationship Between Product Management and MarketingProductPlan
It's not unusual for friction to exist between product and marketing teams — especially because "product manager" and "product marketing manager" are often loosely defined job functions. In this webinar, we'll share five practical tips for how product managers and marketers can work better together.
Project success requires the creation of a suitable project execution and schedule plan, communication of that plan to all participants and stakeholders and ensuring the plan is executed. Successful project management means meeting all three goals (scope, time, and cost) – and satisfying the project’s sponsor!
#KnowledgeTransferSession: Management by Objectives from the views of Project Management and Coordination
Presented by Syscraft's Project Coordinators: Miss. Kritika Soni and Miss. vivksha Ramnani
The document discusses key concepts in project management including what a project is, what project management is, the project life cycle, project stakeholders, organizational influences on projects, and the core project management processes. Specifically:
- A project is a temporary endeavor to create a unique product or service, with a definite beginning and end. Projects involve doing something not done before.
- Project management is the application of skills and techniques to meet stakeholder needs and balance competing demands of scope, time, cost, quality and requirements.
- The project life cycle divides a project into phases with reviews at the end of each to determine if the project should continue or make corrections.
- Stakeholders are individuals and groups impacted
This document provides an explanatory manual for Project Canvas, a tool for communicating project information. It consists of 12 elements that provide an overview of a project, including purpose, scope, success criteria, actions, milestones, team, stakeholders, and more. The manual defines each element, explains its importance and how to use it to clarify a project for stakeholders and manage progress. Overall, Project Canvas aims to help project teams obtain a shared understanding of a project to facilitate effective communication and management.
How to Deliver Successful Products by Intel Product ManagerProduct School
Product Managers are responsible for all aspects of product delivery from initiation to end-of-life. Although the exact role is different by industry, company, organizational structure, and seniority, the general expectation is that the Product Manager is the one accountable for all product related topics. This can include: strategy, roadmap, ideation, requirements, go-to-market plan, and P&L.
This presentation focused on how to maneuver the multi-functional teams and organizational challenges to deliver robust, successful products that delight the customers.
The document summarizes key concepts from a workshop on integrating product management and product ownership. It discusses:
1. The objectives of aligning and empowering product management by defining the product manager and product owner roles, identifying customers and products, and grooming backlogs through prioritization and socialization.
2. Skills and responsibilities for product managers and product owners, including balancing strategic and tactical work across human, business, and technical dimensions.
3. Elements of an effective backlog like functional intent captured in epics, temporal intent in roadmaps, architectural intent in epics/features, and evidence of completion in acceptance criteria.
4. Techniques for prioritizing backlogs, including relative
The document discusses strategic alignment of projects with business strategy. It emphasizes understanding the company's vision, mission, and strategic objectives to ensure projects deliver business value. Projects must identify their strategic elements and align their strategy with overarching business goals. Regular communication is needed to demonstrate a project's strategic alignment to stakeholders using tools like roadmaps, dashboards, and balanced scorecards.
This document provides an introduction to project management. It discusses key project management concepts like the project lifecycle, scope, schedule, budget, resources, risks and quality. Project management aims to answer questions around objectives, success criteria, available resources, and project planning and organization. While problems cannot be eliminated, good project processes help standardize how to deal with risks and issues. The document outlines differences between portfolio, program and project management and stresses the importance of proper planning and communication for project success.
On Thursday 16th October 2014, John Chapman and Andrew Gray presented at the APM Project Management in Practice Event, where the subject area was an Introduction to Programme Management.
Theirs was an interactive session where John provided the theoretical side of programme management, whilst Andrew explained how this worked using a real life example from the UK MOD where a Programme Management approach was adopted using the Managing Successful Programmes (MSP) framework.
The Programme Lifecycle gave a structure to the presentation covering seven areas
1. What is a programme?
2. Why do a programme?
3. What makes up a programme?
4. How do we run a programme?
5. Who is in the programme?
6. When does a programme end?
7. What challenges are faced?
It was important to show how Programme Management called upon the specialisms from the other Specific Interest Groups.
An example of this relates to Benefits Management. Early on in the programme the questions to be asked, and answered, include:
1. Is there a vision of a change future?
2. Is this a shared single vision?
3. Is it in line with what is needed?
4. What are the benefits to be gained?
5. Who benefits, what do they benefit, how much benefit, when do they benefit?
Andrew commented that an important area to consider was the area of stakeholder management. With a high profile programme, there are many diverse stakeholder groups and interfaces including
• An external advisory group
• Local representatives and committees
• Regulators & policy holders
• UK & Scottish governments
• Press coverage
• Wide ranging public consultations
Consultation and communication (two way) would then provide inputs and influences to the decision making process within the Programme.
At the end of the presentation Andrew noted the lessons learned (so far) on the adoption of a programme management approach as:
A Programme Management approach is not for everything
- Split change element of the objectives from long-term business as usual
Bring clarity & focus
- Projects need to know how they fit into ‘big change picture’
Get senior commitment
- Have the approach endorsed by the Programme Board
Co-ordinate stakeholder engagement
- Communications must be co-ordinated and consistent across the projects
Scale the management investment that is needed
- Do not swamp with bureaucracy
Efficient pooling of resources
- A small programme team benefits from pooling common central activities
Cope with geographically dispersed team
- Programme Management approach is the glue to hold things together
There are many challenges that are faced by the business world today on how to manage your business goals and strategies in a market that is both dynamic and moves very quickly. Within both the technology and business sectors change is constant and the question that one asks is how do you manage this effectively. This presentation shows how a digital project may be managed
Topic: UI/UX DESIGN IN AGILE PROCESS
Why do we integrate design into our Agile process?
As we all know, the Agile Manifesto is well-received and successfully adopted as it is today thanks to the 12 underpinning principles. While “good design” is one main reason that “enhances agility”, “Agile processes promote sustainable development”.
At Axon Active, it’s important for us to do everything Agile and work with one another collaboratively in Collaboration Model. It gets people on the same page, makes everyone engage more with the product, encourages them to share more creative ideas, and gives them the flexibility they need to improve themselves.
Indeed, Designers and Developers can collaborate more closely and effectively, and subsequently integrating design into Agile process will yield numerous benefits.
For that reason, Scrum Breakfast Da Nang this October will be the very chance for you to learn:
• How to successfully integrate design into Agile process in practice
• How different Collaboration Model is from traditional model
• The benefits of Collaboration Model when done correctly
Similar to Product managers and project managers (20)
Explore the key differences between silicone sponge rubber and foam rubber in this comprehensive presentation. Learn about their unique properties, manufacturing processes, and applications across various industries. Discover how each material performs in terms of temperature resistance, chemical resistance, and cost-effectiveness. Gain insights from real-world case studies and make informed decisions for your projects.
Abasse Twalal Harouna: The Maestro of Digital Marketing - His Journey and Ach...Abasse Twalal Harouna
Abasse Twalal Harouna, a name synonymous with innovation and excellence in the digital marketing industry, has made significant strides in empowering small and medium-sized businesses (SMBs) to achieve remarkable growth. With a career marked by numerous accolades and a trail of success stories, Harouna's journey from a passionate student of marketing to a renowned digital marketing expert is both inspiring and instructive.
Abasse Twalal Harouna’s early life laid a strong foundation for his future success. Born and raised in a family that highly valued education and innovation, Harouna was encouraged to pursue his interests from a young age. This supportive environment fueled his passion for technology and business, leading him to pursue higher education in Business Administration with a focus on Marketing at a prestigious Canadian university. His academic background provided him with a comprehensive understanding of business principles and marketing strategies, setting the stage for his remarkable career.
Upon completing his degree, Abasse Twalal Harouna quickly recognized the transformative potential of digital marketing. He understood that the digital landscape was rapidly evolving and that businesses needed to adapt to remain competitive. With a clear vision, Harouna entered the digital marketing field, driven by a desire to help businesses grow through innovative online strategies. His early career was marked by hands-on experience with various digital marketing agencies, where he honed his skills in SEO, content marketing, social media marketing, and PPC advertising.
Abasse Twalal Harouna’s expertise spans multiple facets of digital marketing, making him a versatile and highly effective strategist. One of his key areas of specialization is Search Engine Optimization (SEO). Harouna understands that SEO is crucial for enhancing online visibility and driving organic traffic to websites. By employing advanced SEO techniques, such as thorough keyword research, on-page optimization, and building high-quality backlinks, Harouna ensures that his clients' websites rank high on search engine results pages (SERPs). This not only attracts more visitors but also improves the overall online presence of the businesses he works with.
Content marketing is another domain where Abasse Twalal Harouna excels. He firmly believes that content is king in the digital world and leverages it to create compelling, value-driven content that resonates with target audiences. From blog posts and articles to videos and infographics, Harouna’s content marketing strategies are designed to engage and educate potential customers. This approach not only drives brand awareness but also fosters customer loyalty, contributing to long-term business success.
In today’s connected world, social media marketing is vital for brand promotion, and Abasse Twalal Harouna has mastered this art. He crafts tailored social media campaigns that enhance brand visibility and foster engagement.
2. First, lets
understand
what is a
product?
A product is what
you are providing
to a group of users.
•Physical product
•Software application
•Service
3. So, what’s a
project?
It’s a plan with a series of
activities that has a defined
outcome and a fixed start and
end date.
The project is completed when
that outcome is accomplished.
4. So what’s
the role of
the Product
Manager
Product manager are often described as the CEO
of their product or service line.
• Set strategy
• Prioritize releases
• Talk to customers
• Clearly define features
• Manage entire lifecycle of the product
• Goal is to deliver a product that customers love
5. And the Project Manager?
Oversees a fixed project from beginning to end:
• It can be a single project or a group of projects
• Execute the strategy set by the product manager or
leadership team
• Goal is to work with a broader team with a diverse
set of skills and to complete a project on time and
under budget
6. Each role performs unique activities to achieve
specific goals.
Let’s break out the details of what each one does…
11. How can the Project Manager and
Product Manager Collaborate?
• By becoming aligned on what the project should
deliver in terms of capabilities for the organisation
• How the Product Manager intends to make the
product/service successful?
• What the project needs to achieve in terms of scope
to be differentiated in the market place?
• Setting key product KPI’s and how they can help the
organisation in terms of profit and loss
• How the project & product manger intends to express
project progress to stakeholders?
• How different product releases map out into projects?