This document discusses project selection and prioritization. It covers various financial metrics used to evaluate projects including net present value (NPV), internal rate of return (IRR), payback period, and modeling project returns and costs. An example of evaluating a proposed new feature for a web-based payroll system called WebPayroll is presented, with financial projections built out over 8 quarters to calculate the NPV, IRR, payback period and discounted payback period for the project. The document emphasizes the importance of estimating project costs in addition to modeling projected financial returns in order to properly evaluate and prioritize projects.
Certified Scrum trainer and author Mike Cohn shows how to succeed with agile through the ADAPT process: Awareness, Desire, Ability, Promotion and Transfer.
Certified Scrum trainer and author Mike Cohn shows how to succeed with agile through the ADAPT process: Awareness, Desire, Ability, Promotion and Transfer.
The first step in creating a useful plan is the ability to estimate reliably. In this session we will discuss how to do this. We will look at various approaches to estimating including unit-less points and ideal time. The class will present four specific techniques for deriving reliable estimates, including how to use the popular Planning Poker® technique and other techniques that dramatically improve a project's chances of on-time completion.
This presentation by certified Scrum trainer Mike Cohn addresses a common challenge in agile development: the new role of leaders and managers in self-organizing teams.
The technique of expressing requirements as user stories is one of the most broadly applicable techniques introduced by the agile processes. User stories are an effective approach on all time constrained projects and are a great way to begin introducing a bit of agility to your projects.
In this session, we will look at how to identify and write good user stories. The class will describe the six attributes that good stories should exhibit and present thirteen guidelines for writing better stories. We will explore how user role modeling can help when gathering a project’s initial stories.
Because requirements touch all job functions on a development project, this tutorial will be equally suited for analysts, customers, testers, programmers, managers, or anyone involved in a software development project. By the end of this tutorial, you will leave knowing the six attributes of a good story, learn a good format for writing most user stories, learn practical techniques for gathering user stories, know how much work to do up-front and how much to do just-in-time.
Background of measuring and metric usage is traditional waterfall projects, psychology of measuring, agile response to traditional metrics, and suggested agile metrics.
Presentation I gave to the Chicago ACM about Lean Software Development. Full audio can be found here:
https://soundcloud.com/griffinc/intro-to-lean-software
Scrum Patterns: The New Defacto Scrum StandardJames Coplien
This is the talk I gave at the Japanese Scrum Gathering on 28 February 2015. I'm uploading it at the request of Osamu Tomita who thought that others would like to see it. Sorry it's only a PDF — Slideshare is still living in the Microsoft dark ages, and can't handle even the PowerPoint export that I generated.
STC Toronto Agile Intro - How can this possibly work?Michael Sahota
This is an invited talk I gave at STC Management Day in Toronto (Feb 2010). After intro, show role of docs in iterations - sometimes trailing.
Let me know if you would like a copy of this presentation for your own use
Compared to traditional software engineering, agile development is mainly targeted at projects with dynamic, undeterministic and non-linear characteristics, where accurate estimates, stable plans and predictions are often hard to get in early stages, and big up-front designs and arrangements will probably cause a lot of waste, i.e. are not economically sound.
Agile software development is a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, continuous improvement and encourages rapid and flexible response to change. It is a conceptual framework that focuses on frequently delivering small increments of working software.
The first step in creating a useful plan is the ability to estimate reliably. In this session we will discuss how to do this. We will look at various approaches to estimating including unit-less points and ideal time. The class will present four specific techniques for deriving reliable estimates, including how to use the popular Planning Poker® technique and other techniques that dramatically improve a project's chances of on-time completion.
This presentation by certified Scrum trainer Mike Cohn addresses a common challenge in agile development: the new role of leaders and managers in self-organizing teams.
The technique of expressing requirements as user stories is one of the most broadly applicable techniques introduced by the agile processes. User stories are an effective approach on all time constrained projects and are a great way to begin introducing a bit of agility to your projects.
In this session, we will look at how to identify and write good user stories. The class will describe the six attributes that good stories should exhibit and present thirteen guidelines for writing better stories. We will explore how user role modeling can help when gathering a project’s initial stories.
Because requirements touch all job functions on a development project, this tutorial will be equally suited for analysts, customers, testers, programmers, managers, or anyone involved in a software development project. By the end of this tutorial, you will leave knowing the six attributes of a good story, learn a good format for writing most user stories, learn practical techniques for gathering user stories, know how much work to do up-front and how much to do just-in-time.
Background of measuring and metric usage is traditional waterfall projects, psychology of measuring, agile response to traditional metrics, and suggested agile metrics.
Presentation I gave to the Chicago ACM about Lean Software Development. Full audio can be found here:
https://soundcloud.com/griffinc/intro-to-lean-software
Scrum Patterns: The New Defacto Scrum StandardJames Coplien
This is the talk I gave at the Japanese Scrum Gathering on 28 February 2015. I'm uploading it at the request of Osamu Tomita who thought that others would like to see it. Sorry it's only a PDF — Slideshare is still living in the Microsoft dark ages, and can't handle even the PowerPoint export that I generated.
STC Toronto Agile Intro - How can this possibly work?Michael Sahota
This is an invited talk I gave at STC Management Day in Toronto (Feb 2010). After intro, show role of docs in iterations - sometimes trailing.
Let me know if you would like a copy of this presentation for your own use
Compared to traditional software engineering, agile development is mainly targeted at projects with dynamic, undeterministic and non-linear characteristics, where accurate estimates, stable plans and predictions are often hard to get in early stages, and big up-front designs and arrangements will probably cause a lot of waste, i.e. are not economically sound.
Agile software development is a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, continuous improvement and encourages rapid and flexible response to change. It is a conceptual framework that focuses on frequently delivering small increments of working software.
Velocity is perhaps the most useful metric available to agile teams. In this session we will look at advanced uses of velocity for planning under special but common circumstances. We will see how to forecast velocity in the complete absence of any historical data. We will look at how a new team can forecast velocity by looking at other teams. We will see how to predict the velocity of a team that will grow or shrink in size. Most importantly we will look at the use of confidence intervals to create plans we can be 90% confident in, even on fixed-price or fixed-date contracts.
A brief and visual introduction to the Agile.
Learn the Agile mindset and the big 3 (Extreme Programming, Scrum, and Kanban). Be able to whiteboard a simple view of how each one works to get things done and make things happen.
The first step in creating a useful plan is the ability to estimate reliably. In this session we will discuss how to do this. We will look at various approaches to estimating including unit-less points and ideal time. The class will present four specific techniques for deriving reliable estimates, including how to use the popular Planning Poker® technique and other techniques that dramatically improve a project's chances of on-time completion.
Scaling Agile and Working with a Distributed TeamMike Cohn
The early agile literature was adamant about two things: stick with small teams and put everyone in one room. However, in the years since the Agile Manifesto, the increasing popularity of agile and the dramatic improvements it brings has pushed it onto larger and larger projects. Additionally, having an entire team--especially on a large project--in one room, or even one building is a luxury no longer enjoyed by many projects.
In this presentation, we will look at how agile can be scaled to work on any multi-team project. Even a project with two teams will benefit from learning how to proactively manage interteam dependencies, conduct iteration planning for multiple teams, cultivate communities of practice, and coordinating work. Because so many projects are spread across multiple sites we will also look at overcoming the unique challenges facing distributed teams. We will look at deciding how to distribute a team, how to create coherence among team members, the importance of getting together and when are the most important times to use the travel budget, changes to what the team documents, and how to handle meetings when spread across timezones. Whether your project is spread across two locations in the same city or spread around the globe, you will leave with practical advice to try tomorrow.
There are a lot of choices and alternatives for getting started with Agile. It can be confusing. This talk will give you a brief guided tour of Agile methodologies so that you have some understanding of how they are similar and how they differ. We'll cover some of the history of iterative development and waterfall as well as the Agile Manifesto to provide context. At the end of this, you will have an understanding of key principles and the Agile landscape.
Please email me if you would like a download.
In this interactive webinar, the participants will get an overview of the fundamental principles and mechanics of Scrum, thereby understanding the benefits of adopting Scrum principles and values in an organization
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.
Executive Presentation on Agile Project Management by Boardroom Metrics Inc.Boardroom Metrics
This presentation was delivered to a group of senior executives with little or no understanding of Agile methodologies. It was an eye-opening experience!
If interested, please reach out to our firm to discuss how we can help your organization: 1.416.994.6552 or info@boardroommetrics.com
Agile Project Management - An introduction to Agile and the new PMI-ACPDimitri Ponomareff
The PMI-ACP recognizes knowledge of agile principles, practices and tools and techniques across agile methodologies. If you use agile practices in your projects, or your organization is adopting agile approaches to project management, then this PDM will provide a full overview about this new PMI certification while exploring key agile principles, practices and techniques. If you always wanted to learn more about agile, this presenter is a certified Agile practitioner, trainer and coach so you will receive up to date information about the state of Agile and how it can most help you in your organization or your career.
After the markets pounded SaaS early this year, CEOs started gearing up for a downturn. Your company may already be tightening its belt. But that might not be enough. Gainsight CEO Nick Mehta, InsightSquared CEO Fred Shilmover, and Bessemer Venture Capital partner Byron Deeter are teaming up for an all-star webinar to outfit you with a plan for the downturn. They'll discuss:
The timeline for the SaaS "reset"
Optimizing customer acquisition
Investing in lean revenue
And much, much more
cash Flows and Financial ForecastAs someone who already runs a b.docxtroutmanboris
cash Flows and Financial Forecast
As someone who already runs a business, it is hard to consider a new platform using an online store since my company is a service-oriented business. In fact, we do not offer any retail product However, as skilled craftsman, we do have the skill sets needed to create custom built wooden furniture for customers. This is a venture I have considered many times, but do not feel it is in our best interest to do so despite the potential earning capacity. I feel that the cannibalism to our niche will have too far an impact to change our operations in this way. For the purpose of this discussion, I will present a hypothetical 5-year financial forecast for the creation and sale of mission style living room furniture through an online marketplace.
To test the viability of the custom furniture market, we will only offer two products that can be purchased together as a set or separately. Coffee tables will sell for a price of $450 each and end tables will sell for a price of $325 each. We anticipate that we can manufacture no more than 2 of each of the products every month, totaling 24 per year. In order to start this project, we will need to invest in a new table saw for $3500. The saw has a salvage value of $500 and a life of 10 years. Using straight-line depreciation, the asset will depreciate at $300 per year during the initial 5-year period. We will assume a 28% tax rate for this venture leaving the after-tax cost of the saw $2520. To construct the tables, there will be an annual cost of $2,500 for lumber and $450 in finishing supplies and materials. Construction of tables will take an increased labor cost of $11,000 annually.
Projected Revenues and Expenses
Revenues
Year
1
2
3
4
5
End Tables @$325
$7,800.00
$7,800.00
$7,800.00
$7,800.00
$7,800.00
Coff. Tables @ $450
$10,800.00
$10,800.00
$10,800.00
$10,800.00
$10,800.00
Total Revenues
$18,600.00
$18,600.00
$18,600.00
$18,600.00
$18,600.00
Expenses
Year
1
2
3
4
5
Wages
$11,000.00
$11,000.00
$11,000.00
$11,000.00
$11,000.00
Equipment
$3,500.00
$250.00
$250.00
$250.00
$250.00
Lumber
$2,500.00
$2,500.00
$2,500.00
$2,500.00
$2,500.00
Finishing Supplies
$450.00
$450.00
$450.00
$450.00
$450.00
Depreciation
$300.00
$300.00
$300.00
$300.00
$300.00
Total Expenses
$17,750.00
$14,500.00
$14,500.00
$14,500.00
$14,500.00
Taxes, Profits, and Cash Flow
Year
1
2
3
4
5
Profit
$850.00
$4,100.00
$4,100.00
$4,100.00
$4,100.00
Taxes
$238.00
$1,148.00
$1,148.00
$1,148.00
$1,148.00
Net Profit
$612.00
$2,952.00
$2,952.00
$2,952.00
$2,952.00
Cash Flow
$912.00
$3,252.00
$3,252.00
$3,252.00
$3,252.00
The table above shows positive cash flows totaling $13,920 over the 5-year period. However, this number does not take into account the future value of present projections. We will assume an infla.
Using AI for Providing Insights and Recommendations on Activity Data Alexis R...Databricks
In the customer age, being able to extract relevant communications information in real-time and cross reference it with context is key. Learn how Salesforce Inbox is using data science and engineering to enable salespeople to monitor their emails in real-time and surface insights and recommendations.
Salesforce is developing Einstein, an artificial intelligence capability built into the core of the Salesforce Platform. Einstein helps power the world’s smartest CRM to deliver advanced AI capabilities to sales, services, and marketing teams – allowing them to discover new insights, predict likely outcomes to power smarter decision making, recommend next steps, and automate workflows so users can focus on building meaningful relationships with every customer.
Find out how Salesforce Einstein Inbox combines activity data, such as emails, with contextual and CRM data to provide real-time insights and recommended actions. Learn about use cases, architecture, and how a variety of technologies including data engineering, data science, graph processing, NLP, machine learning and deep learning are combined together to support the application.
This session will include an interactive demo where you’ll get to see the associated code using notebooks running Spark.
Spike it’s an online platform that makes AI accessible for all businesses, governments and other enterprises.
Every business needs artificial intelligence.
But not every business has the capability to build, maintain, and generate value from AI in-house.
Spike makes AI accessible for all businesses, governments and other enterprises.
By harnessing the power of your data to assist – not displace – humans at work, we improve business efficiency and productivity.
And all of that will be provided with:
1- mine data warehouse
2- Interactive Analytics
3- Prediction and forecasting report.
With:
* No AI or machine learning experience required.
* No infrastructure needed.
* Supporting the MENA region and we are less expensive for other solutions.
Fixed Capital Evaluation To Improve Business Growth Powerpoint Presentation S...SlideTeam
Fixed capital is required to purchase the assets for production purposes and a long duration and not for selling purposes such as for purchasing land and buildings, furniture and fixtures, and machinery and plant. The objective of this deck is to assess the requirements and performance of fixed assets in our company, understand the need for fixed capital investment, and evaluate the need for expansion, development programs and affect equipment replacement. We have covered the current situation analysis wherein current challenges faced by our company, fixed asset turnover ratio for the past 10 years, calculation of depreciation on fixed assets are analyzed The presentation also focuses on the need for fixed capital evaluation in a company such as collateral security, financial reports and audits, and capital budgeting. Factors affecting the requirement of fixed capital in our company are also focused such as the nature of the business, the scale of operation, production technique, technology up gradation, growth prospects, diversification, etc. This slide focuses on the sources of fixed capital such as owners resources, issue of shares, issue of right shares, private placement of shares, issue of debentures, term loans, retained earnings, lease financing, etc. Techniques considered to evaluate fixed capital are discussed here such as net present value, internal rate of return, payback period, and best investment measure techniques are used. The deck also covers the implementation plan, impact of fixed capital evaluation, fixed asset management software, and fixed asset dashboards. https://bit.ly/3tp6sTn
Visualizing data has become one of the hottest trends in analytics not only because it works to more quickly identifying anomalies but in also explaining the results to management. In this case study focused webinar, you’ll learn how to translate unwieldy files of financial data into a single compact scattergraph, pie chart, or overlay—and then “sample with pictures” by picking out the key items that merit sampling and follow-up.
Specific learning objectives include:
o Understand graph types and their different analytical strengths from an audit perspective
o Learn best practices in dahsboarding results through a review of a variety of example dashboard templates
o Be able to score records based on various audit reports to improve your effectiveness and reduce false positives in your samples
o See how to quickly turn a visualization exercise into a sampling approach by sampling multiple categories to identify highest-risk items.
o Use auto-formatting and dynamic data-grabbing tools so new data can create new graphs each audit period, at the touch of a button
o Integrate statistics into your visualizations to extract the most exceptional sample units
Increase the Value of your Personal Injury Law Firm with FITGreg Chambers
Get the most value from your largest asset – your law firm – using the principles of Focus, Individual Strengths, and Technology. (The power of predictable law firm lead generation.) http://www.chamberspivot.com/teleseminar-increasing-the-value-of-your-law-firm/
Ever wondered how unit economics affect your growth rate? Quantitative analysis is the most essential part of successful growth hacking. Here is a specific example.
One of the challenges of agile development is coming to grips with the role of leaders and managers of self-organizing teams. Many would-be ScrumMasters and agile coaches go to the extreme of refusing to exert any influence on their teams at all. Others retain too much of their prior command-and-control management styles and fail to unleash the creativity and productivity of a self-organizing team.
Leading a self-organizing team can be a fine line. In this session you will learn the proper ways to influence the path taken by a team to solving the problems given to it. You will learn how to become comfortable in this role. You’ll understand why influencing a self-organizing team is neither sneaky nor inappropriate but is necessary.
Drawing on analogies from fields such as evolutionary biology and the study of complex adaptive systems, the instructor will describe three factors necessary for self-organization to occur and then provide seven tools for guiding the direction taken by the team as they self-organize.
The technique of expressing requirements as user stories is one of the most broadly applicable techniques introduced by the agile processes. User stories are an effective approach on all time constrained projects and are a great way to begin introducing a bit of agility to your projects. In this session, we will look at how to identify and write good user stories. The class will describe the six attributes that good stories should exhibit and present thirteen guidelines for writing better stories. We will explore how user role modeling can help when gathering a project’s initial stories. Because requirements touch all job functions on a development project, this tutorial will be equally suited for analysts, customers, testers, programmers, managers, or anyone involved in a software development project. By the end of this tutorial, you will leave knowing the six attributes of a good story, learn a good format for writing most user stories, learn practical techniques for gathering user stories, know how much work to do up-front and how much to do just-in-time.
Scrum is one of the leading agile software development processes. Over 12,000 project managers have become certified to run Scrum projects . Since its origin on Japanese new product development projects in the 1980s, Scrum has become recognized as one of the best project management frameworks for handling rapidly changing or evolving projects. Especially useful on projects with lots of technology or requirements uncertainty, Scrum is a proven, scalable agile process for managing software projects.
Through lecture, discussion and exercises, this fast-paced tutorial covers the basics of what you need to know to get started with Scrum. You will learn about all key aspects of Scrum including product and sprint backlog, the sprint planning meeting, the sprint review, conducting a sprint retrospective, activities that occur during sprints, measuring and monitoring progress, and scaling Scrum to work with large and distributed teams. Also covered are the roles and responsibilities of the ScrumMaster, the product owner, and the Scrum team.
This session will be equally suited for managers, programmers, testers, product managers and anyone else interested in improving product delivery.
Velocity is perhaps the most useful metric available to agile teams. In this session we will look at advanced uses of velocity for planning under special but common circumstances. We will see how to forecast velocity in the complete absence of any historical data. We will look at how a new team can forecast velocity by looking at other teams. We will see how to predict the velocity of a team that will grow or shrink in size. Most importantly we will look at the use of confidence intervals to create plans we can be 90% confident in, even on fixed-price or fixed-date contracts.
Scrum is one of the leading agile software development processes. Over 12,000 project managers have become certified to run Scrum projects . Since its origin on Japanese new product development projects in the 1980s, Scrum has become recognized as one of the best project management frameworks for handling rapidly changing or evolving projects. Especially useful on projects with lots of technology or requirements uncertainty, Scrum is a proven, scalable agile process for managing software projects.
Through lecture, discussion and exercises, this fast-paced tutorial covers the basics of what you need to know to get started with Scrum. You will learn about all key aspects of Scrum including product and sprint backlog, the sprint planning meeting, the sprint review, conducting a sprint retrospective, activities that occur during sprints, measuring and monitoring progress, and scaling Scrum to work with large and distributed teams. Also covered are the roles and responsibilities of the ScrumMaster, the product owner, and the Scrum team.
This session will be equally suited for managers, programmers, testers, product managers and anyone else interested in improving product delivery.
Certified Scrum trainer and author Mike Cohn explores what comes after you’ve implemented agile development, and how to improve through the ADAPT process.
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
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. 📊
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
[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
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
The Parable of the Pipeline a book every new businessman or business student ...
Project Economics
1. Copyright Mountain Goat Software, LLC
Project Economics:
Selecting and Prioritizing
High Value Projects
Mike Cohn
Mountain Goat Software
mike@mountaingoatsoftware.com
1
2. Copyright Mountain Goat Software, LLC
Founding member and
director of Agile Alliance,
Scrum Alliance, and Agile
Project LeadershipNetwork
Founder of Mountain
Goat Software
Consultant, author,and speaker
Mike Cohn - background
2
4. Copyright Mountain Goat Software, LLC
Net Present Value (NPV)
Internal Rate of Return (IRR) and ROI
Payback Period
Modeling Return
Prioritizing
Non-financial approaches
Today’s agenda
4
5. Copyright Mountain Goat Software, LLC
Which project would you prefer?
$1,000
Project A
Investment Return Investment ReturnYear
0 $1,000
Project B
1 $200 $3,000
2 $300 $500
3 $500 $300
4 $3,000 $200
5
6. Copyright Mountain Goat Software, LLC
The time-value of money
A dollar today is worth more than a dollar a
year from now
I’ll gladly pay you
on Tuesday for a hamburger
today.
6
7. Copyright Mountain Goat Software, LLC
Calculating the value of future dollars
To buy a $5
hamburger next
Tuesday...
To buy a $5
hamburger in a year,
how much do I put in
the bank today?
I would put around $4.99
in the bank today
$5.00
1+0.10
$5.00
1.10
$4.54==
Assumes 10%
interest rate
The present value of
$5.00 a year from now
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8. Copyright Mountain Goat Software, LLC
Present value of one future amount
Future Value
1+interest rate
Present
Value
=
$5.00
1+0.10
= $4.54An example:
Generalizing
FV
(1+i)t
PV =
Simplifying
PV = FV(1+i)-t
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9. Copyright Mountain Goat Software, LLC
Net present value (NPV)
Measures the return on a theme or project as
an amount of money
Ft(1+i)-tNPV(i) = ∑t=0
n
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11. Copyright Mountain Goat Software, LLC
Discount rate sensitivity
NPV is highly sensitive to the chosen discount rate
Quarter Cash flow
Discounted Cash
Flow (3%)
Discounted Cash
Flow (6%)
0 -200 -200 -200
1 -600 -583 -783
2 100 94 -689
3 300 275 -414
4 500 444 30
Total 100 30 -29
Do the project under
these conditions
But not under these
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12. Copyright Mountain Goat Software, LLC
Comparing NPVs
Highest NPV brings the most present-value
dollars to the company
Theme NPV
Scalability
Gift registry
Ad hoc reporting
Pay by invoice
$2,100
$1,253
$784
$385
Comparing NPVs can be
misleading. What if:
“Pay by invoice” requires a
$5 investment
“Scalability” requires
$50,000?
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13. Copyright Mountain Goat Software, LLC
Net Present Value (NPV)
Internal Rate of Return (IRR) and ROI
Payback Period
Modeling Return
Prioritizing
Non-financial approaches
Today’s agenda
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14. Copyright Mountain Goat Software, LLC
Return as a percentage
Rather than expressing returns in dollars, we’d
like to express return as a percentage
Allows for direct comparisons
NPV = how much money a project will return
ROI = how quickly an investment will grow
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15. Copyright Mountain Goat Software, LLC
Internal rate of return (IRR) and ROI
IRR = Internal Rate of Return
Often called Return On Investment (ROI)
The interest rate at which NPV is 0
0 = PV(i*
) = Ft 1+ i( )
−t
t= 0
n
∑
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16. Copyright Mountain Goat Software, LLC
Remember this table?
IRR gives us the discount rate at which we don’t care
whether or not we do the project
We don’t make $30; we don’t lose $29; we break even
Quarter Cash flow
Discounted Cash
Flow (3%)
Discounted Cash
Flow (6%)
0 -200 -200 -200
1 -600 -583 -783
2 100 94 -689
3 300 275 -414
4 500 444 30
Total 100 30 -29
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17. Copyright Mountain Goat Software, LLC
How to calculate ROI or IRR
Use Excel’s irr function
+irr({−200, −600, 100, 300, 500})
An investment
day of the project remainder of
project
(4 quarters)
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18. Copyright Mountain Goat Software, LLC
Advantages and disadvantages
Advantages
You don’t need to guess at a discount rate like with NPV
Can be used to directly compare projects
Disadvantages
Calculation is hard to do by hand (but easy in Excel); may
lead to numbers being distrusted
Cannot use in all circumstances
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19. Copyright Mountain Goat Software, LLC
Net Present Value (NPV)
Internal Rate of Return (IRR) and ROI
Payback Period
Modeling Return
Prioritizing
Non-financial approaches
Today’s agenda
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20. Copyright Mountain Goat Software, LLC
Quarter Cash Flow Running Total
0
1
2
3
4
-200 -200
-200 -400
100 -300
300 0
500 500
Payback period
The amount of time before an initial
investment is paid back
I loan you $5.You pay me back $1/week.The
payback period is 5 weeks.
Payback period
is 3 quarters.
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21. Copyright Mountain Goat Software, LLC
Advantages and disadvantages
Advantages
Calculation is very easy
Longer payback period = greater risk
Disadvantages
Doesn’t consider the time-value of money
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22. Copyright Mountain Goat Software, LLC
Discounted payback period
when the investment is paid back
Discounted payback period = 4 quarters
Quarter
Cash
Flow
(1+i)-t
i=3%
Discounted
Cash Flow
Running
Total
0 -200 1.000 -200 -200
1 -200 0.971 -194 -394
2 100 0.943 94 -300
3 300 0.915 275 -25
4 500 0.888 444 419
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23. Copyright Mountain Goat Software, LLC
Financial analysis recap
Net PresentValue (NPV)
Expresses return as an amount of money
Return on Investment (ROI) / Internal Rate of Return
The interest rate at which NPV = 0
That is, at which you’d be indifferent to the investment
Expresses return as a percentage
Discounted payback period
Amount of time before discounted returns equal the
investment
Expresses return as an amount of time
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24. Copyright Mountain Goat Software, LLC
Net Present Value (NPV)
Internal Rate of Return (IRR) and ROI
Payback Period
Modeling Return
Prioritizing
Non-financial approaches
Today’s agenda
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25. Copyright Mountain Goat Software, LLC
You need a business model
These formulas assume you have a model of
the returns a project or theme will generate
Business model
C
urrentcustom
ers
Future
custom
ers
C
om
petition
M
arketacceptance
Period 1 Period 2 Period 3
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26. Copyright Mountain Goat Software, LLC
A relatively simple way to model
Consider your revenue sources and group
them
These four often work well:
1. New revenue
2. Incremental revenue
3. Retained revenue
4.
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27. Copyright Mountain Goat Software, LLC
New revenue
Money we’ll make selling products or services
to new customers
think of the return on a project
In addition to selling books,Amazon
decides to sell music CDs.
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28. Copyright Mountain Goat Software, LLC
Incremental revenue
Sometimes worth distinguishing from new
revenue
Typically comes because new product or service:
Encourages existing customers to buy or license
more
Includes optional, add-on modules that are sold
separately
Includes features that justify a higher price
Encourages use of consulting services
An eCommerce site decides to offer gift
wrapping for $5 per box.
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29. Copyright Mountain Goat Software, LLC
Retained revenue
Revenue you’ll lose if the project is not
performed
Revenue you’ll lose is different from revenue you won’t
get
Customers who will stay with you who
otherwise would leave
We’re losing customers because our
eCommerce site doesn’t offer gift wrapping.
Our competitors have added features we
don’t have
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30. Copyright Mountain Goat Software, LLC
Most applicable for internally used software
But also a factor on commercial products
Anything that takes a long time
Or will take a long time as the company grows
Anything that improves accuracy or reduces rework
An eCommerce site with third-party sellers. It takes 2
hours of manual time to add each seller.
Our commercial software has usability issues, we get a
lot of tech support calls.
We spend 16 hours training new employees how to
use our internal software
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31. Copyright Mountain Goat Software, LLC
An example:WebPayroll
Offers web-based payroll system to small
companies
Calculates payroll taxes, prints checks, etc.
We tell customers they need to enter payroll
data 3 days before they want checks
Our goal: Next-day service
Enter data by 5pm, we print checks and overnight
them to the company
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32. Copyright Mountain Goat Software, LLC
Facts about WebPayroll
Average customer – pays $400/year in fees
Overnight delivery will appeal to smaller
customers, paying an average of $200/year
We think we’ll make another $100/year per
customer that uses the over night service
Average new customer is then worth $300/
year ($200+$100), or $75/quarter
New feature will take four months to deliver
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33. Copyright Mountain Goat Software, LLC
WebPayroll: new revenue
Sales says 50 new customers/quarter this
year; 100 next year
Quarter
New
Customers
Revenue per
Customer
New Revenue
1
2
3
4
5
6
7
8
0 $0 $0
50 $50 $2,500
50 $75 $3,750
50 $75 $3,750
100 $75 $7,500
100 $75 $7,500
100 $75 $7,500
100 $75 $7,500
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34. Copyright Mountain Goat Software, LLC
WebPayroll:incremental revenue
We estimate we’ll sign up 100 existing
members per quarter until we have 400
Quarter Customers
Revenue per
Customer
Incremental
Revenue
1
2
3
4
5
6
7
8
0 $0 $0
100 $16 $1,600
200 $25 $5,000
300 $25 $7,500
400 $25 $7,500
400 $25 $10,000
400 $25 $10,000
400 $25 $10,000
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42. Copyright Mountain Goat Software, LLC
Net Present Value (NPV)
Internal Rate of Return (IRR) and ROI
Payback Period
Modeling Return
Prioritizing
Non-financial approaches
Today’s agenda
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43. Copyright Mountain Goat Software, LLC
You need to know the cost
To prioritize you must know the cost
If you had no idea of the costs, which car would
you be inclined to buy?
Estimate the development time of each project
Person-weeks, story points, ideal days
Calculate your cost per that unit
$4,500 per person-week
$3,100 per story point
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44. Copyright Mountain Goat Software, LLC
Calculating cost per person-week
Development budget last year $2,100,000
Person weeks worked 6x52+1x39=351
Cost per week $2.1M / 351 = $5,982
So, if a project is
estimated at 25 person-
weeks:
- 25 x $6000 = $150,000
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45. Copyright Mountain Goat Software, LLC
Using story points
Development budget last year $2,100,000
343
Cost per story point $2.1M / 343 = $6,122
So, if a project is
estimated at 25 story
points:
- 25 x $6000 = $152,500
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46. Copyright Mountain Goat Software, LLC
Theme (project) comparison matrix
Person
Weeks
Cost
3-Year
Return
NPV IRR
D. Payback
(Quarters)
Theme A
Theme B
Theme C
Theme D
Theme E
Theme F
Theme G
Theme H
Theme I
Theme J
Theme K
Theme L
Theme M
Theme N
Theme O
Theme P
25 $150 $1,085 $448 133% 2
32 192 $2,109 $940 172% 4
90 $540 $2,537 $883 89% 2
48 $288 $1,360 $443 76% 4
55 $330 $900 $191 48% 2
79 $474 $1,365 $331 56% 4
90 $540 $5,964 $2,519 139% 5
50 $300 $2,415 $1,023 146% 2
15 90 $1,600 $747 221% 1
30 $180 $640 $182 65% 2
75 $450 $516 ($104) 5% NA
40 $240 $171 ($110) (12%) NA
80 $480 $1,025 $142 36% 3
18 $108 $185 $7 24% 2
6 36 $155 $53 90% 1
12 $72 $1,505 $748 355% 1
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47. Copyright Mountain Goat Software, LLC
What do you select?
It’s March 18 and you
are meeting to plan the
April-June quarter.
Your team now has 7
people. That’s 7*13=91
person-weeks in a quarter.
What do you select?
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48. Copyright Mountain Goat Software, LLC
Theme (project) comparison matrix
Person
Weeks
Cost
3-Year
Return
NPV IRR
D. Payback
(Quarters)
Theme A
Theme B
Theme C
Theme D
Theme E
Theme F
Theme G
Theme H
Theme I
Theme J
Theme K
Theme L
Theme M
Theme N
Theme O
Theme P
25 $150 $1,085 $448 133% 2
32 192 $2,109 $940 172% 4
90 $540 $2,537 $883 89% 2
48 $288 $1,360 $443 76% 4
55 $330 $900 $191 48% 2
79 $474 $1,365 $331 56% 4
90 $540 $5,964 $2,519 139% 5
50 $300 $2,415 $1,023 146% 2
15 90 $1,600 $747 221% 1
30 $180 $640 $182 65% 2
75 $450 $516 ($104) 5% NA
40 $240 $171 ($110) (12%) NA
80 $480 $1,025 $142 36% 3
18 $108 $185 $7 24% 2
6 36 $155 $53 90% 1
12 $72 $1,505 $748 355% 1
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49. Copyright Mountain Goat Software, LLC
Net Present Value (NPV)
Internal Rate of Return (IRR) and ROI
Payback Period
Modeling Return
Prioritizing
Non-financial approaches
Today’s agenda
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50. Copyright Mountain Goat Software, LLC
Kano analysis
Linear The more of it, the better
Three types of features
Exciters /
Delighters
Features a user doesn’t know
she wants, until she sees it
Mandatory /
Baseline
Must be present in order for
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51. Copyright Mountain Goat Software, LLC
Surveying users
To assess whether a feature is baseline, linear,
or exciting we can:
Sometimes guess
Or survey a small set of users (20-30)
We ask two questions
A functional question
How do you feel if a feature is present?
And a dysfunctional question
How do you feel if that feature is absent?
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52. Copyright Mountain Goat Software, LLC
Functional and dysfunctional forms
Functional
form of
question
If your hotel room
includes a free bottle
of water, how do you
feel?
I expect it to be that way.
I like it that way.
I am neutral.
I can live with it that way.
I dislike it that way.
X
Dysfunctional
form of
If your hotel room
does not include a
free bottle of water,
how do you feel?
I expect it to be that way.
I like it that way.
I am neutral.
I can live with it that way.
I dislike it that way.
X
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53. Copyright Mountain Goat Software, LLC
Categorizing an answer pair
Q E E E L
R I I I M
R I I I M
R I I I M
R R R R Q
Like
Expect
Neutral
Livewith
Dislike
Like
Expect
Neutral
Live with
Dislike
Dysfunctional Question
FunctionalQuestion
M Mandatory
L Linear
E Exciter
Q Questionable
R Reverse
I Indifferent
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55. Copyright Mountain Goat Software, LLC
What to include
All of the baseline features
Some amount of linear features
But leaving room for at least a few exciters
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56. Copyright Mountain Goat Software, LLC
Relative weighting
Assess the impact of having a story/theme from 1-9
Assess impact of NOT having it from 1-9
Calculate the value of each story or theme relative to the
entire product backlog
This gives you the relative value of that story or theme
Estimate the cost of each story theme
Calculate the cost of each story or theme relative to the
entire product backlog
This gives the relative cost of that story or theme
Priority is given by (RelativeValue ÷ Relative Cost)
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