Despite rumours to the contrary, there are planning activities in the agile model. In this class we’ll discuss how to plan releases, and present story mapping and impact mapping as effective tools for design, ideation and planning.
This class will present hypothesis-driven development, the cutting-edge paradigm for evolving validated products. We’ll dive into how to frame hypotheses, design experiments, and use A/B testing to gather data to prove or disprove our ideas.
This class will discuss how to build effective product development teams. We’ll discuss the lifecycle of teams, recruiting, effective line management including how to motivate and develop your people, and practice conflict resolution techniques.
Our final class will cover what is expected of a product manager, including the skills, responsibilities and key activities product managers must perform.
This document provides an overview of a course on lean/agile product management. It outlines the following key points:
1) The course covers topics such as the history of project and product management, the product lifecycle, agile software development, lean startup, and innovation accounting.
2) Grading will be based on attendance, a group presentation, a group project, and weekly assignments.
3) The goal is for students to understand concepts like the history of project management, the product lifecycle, risk analysis, and the differences between products and projects.
This class will introduce the idea of a scientific approach to product development. We’ll focus on how to make sure we build products customers love, starting with how to frame hypotheses and perform user research.
Scrum and Kanban are frameworks designed to help manage work and perform process improvement at the team level. In this class we will explore Scrum, Kanban, and what XP has to say about work management. We’ll discuss the key practices involved in applying these frameworks, the differences between them, and which situations to use them in.
At heart, Lean is about working to create resilient, adaptive organizations. Crucially, the work of getting better is never done. In this class we’ll try out techniques for continuous improvement from the Lean management philosophy including retrospectives and the improvement kata, and discuss how to apply them in the context of product development.
Continuous Delivery Sounds Great but it Won't Work HereJez Humble
Since the Continuous Delivery book came out in 2010, it's gone from being a controversial idea to a commonplace... until you consider that many people who say they are doing it aren't really, and there are still plenty of places that consider it crazy talk.
In this session Jez will present some of the highlights and lowlights of the past six years listening to people explain why continuous delivery won't work, and what he learned in the process.
This class will present hypothesis-driven development, the cutting-edge paradigm for evolving validated products. We’ll dive into how to frame hypotheses, design experiments, and use A/B testing to gather data to prove or disprove our ideas.
This class will discuss how to build effective product development teams. We’ll discuss the lifecycle of teams, recruiting, effective line management including how to motivate and develop your people, and practice conflict resolution techniques.
Our final class will cover what is expected of a product manager, including the skills, responsibilities and key activities product managers must perform.
This document provides an overview of a course on lean/agile product management. It outlines the following key points:
1) The course covers topics such as the history of project and product management, the product lifecycle, agile software development, lean startup, and innovation accounting.
2) Grading will be based on attendance, a group presentation, a group project, and weekly assignments.
3) The goal is for students to understand concepts like the history of project management, the product lifecycle, risk analysis, and the differences between products and projects.
This class will introduce the idea of a scientific approach to product development. We’ll focus on how to make sure we build products customers love, starting with how to frame hypotheses and perform user research.
Scrum and Kanban are frameworks designed to help manage work and perform process improvement at the team level. In this class we will explore Scrum, Kanban, and what XP has to say about work management. We’ll discuss the key practices involved in applying these frameworks, the differences between them, and which situations to use them in.
At heart, Lean is about working to create resilient, adaptive organizations. Crucially, the work of getting better is never done. In this class we’ll try out techniques for continuous improvement from the Lean management philosophy including retrospectives and the improvement kata, and discuss how to apply them in the context of product development.
Continuous Delivery Sounds Great but it Won't Work HereJez Humble
Since the Continuous Delivery book came out in 2010, it's gone from being a controversial idea to a commonplace... until you consider that many people who say they are doing it aren't really, and there are still plenty of places that consider it crazy talk.
In this session Jez will present some of the highlights and lowlights of the past six years listening to people explain why continuous delivery won't work, and what he learned in the process.
Changing business of testing - Testing Assembly Helsinki 2014Vasco Duarte
Testing jobs will move to cheaper countries unless the role of testing changes. This is a trend that is happening already, we see large teams of testers being moved to other countries, simply because it is cheaper to do bad testing there!
Testing is a critical part of the product and software development process, and if we don't change its role it will slowly become obsolete. The fact is, that the traditional view of testing endangers testing jobs: now here, and later also in cheaper countries.
I propose a different view of testing. I propose that testing is about enabling business results, not just technical quality. I propose that the tester's job goes far beyond finding issues to track, but also finding users to acquire, finding methods to succeed in the software business. Testing in my view is about making businesses succeed, not about avoid failures in software.
In this presentation I'll describe how a very simple change can profoundly transform the role of testing in a way that it directly enables and supports our businesses! Testing is about making our businesses succeed!
The road ahead is not easy, and not every tester is ready to embrace this view of testing. But the road ahead is inevitable. And we have to start on that journey now!
Presentation from putitout event at Decoded London. Outlines the change to product development process to test ideas early through Lean and UX methods.
The document describes a proposal for standardized practical skills training courses across universities. It discusses two prototypes tested to help equip students with practical skills:
1. A practical skills app that provides gamified training and badges of achievement but may have limited functionality on mobile. Feedback suggested adding job ads.
2. A practical skills portal for finding and sharing training content through search and user ratings. Feedback noted the confusing layout but liked the connection features.
Testing revealed issues unnoticed during creation and new feedback will be incorporated into revised prototypes for further testing. The final solution could be a viable resource for students transitioning to careers.
#noprojects: Live happily ever after without projectsDimitri Favre
This document discusses the concept of #noprojects, which advocates switching from a project mindset to a product mindset when developing software. It presents #noprojects as a deliberate act of continuous product management. The document outlines #noprojects in 4 stages: 1) experiments over projects, 2) stable teams over temporary endeavors, 3) products over software, and 4) outcomes over execution. It also provides 10 principles for guiding a #noprojects approach, such as funding capacity not scope, bringing work to stable teams, and ensuring roadmaps are driven by needs not features. The overall message is that organizations should stop viewing software development as projects and instead focus on continuous product management and development.
The document describes a selection process for ideas to address the problem of new university graduates needing better practical skills preparation for their first job. The most practical idea selected was to provide standardized practical skills training modules across all major industries through universities. A prototype of a practical skills app and a practical skills development portal were created and feedback was gathered. Feedback noted positives like gamification elements but also issues like confusing layouts. Next steps would involve reworking the prototypes based on the feedback and doing additional testing.
La quasi totalità degli sviluppi software è basata su un approccio per progetto. Un progetto, per definizione, è qualcosa di effimero. Ha un inizio, e soprattutto una fine, qualcosa di temporaneo. Il software non è temporaneo. Un software sopravvive fino a quando esiste almeno una persona che lo utilizza. A volte sopravvive anche più a lungo.
Perché continuiamo ad usare qualcosa di effimero per gestire qualcosa che effimero non è? Quali alternative abbiamo? Possiamo fare veramente a meno dei progetti?
Lean UX + UX Strat, from UX Strat conference, September 2013Joshua Seiden
Slides from my talk at UX Strat, 2013. (www.uxstrat.com)
How to use Lean UX methods to execute on business, product, and design strategy.
I presented a slightly altered version a few days later at Fluxible 2013. (http://www.fluxible.ca)
1430 jeff gothelf - the ladders case study - sll-conf_2011_gothelfEric Ries
This document discusses how TheLadders.com transitioned from a traditional "waterfall" development process to an Agile process. It describes three tactics they used: 1) Creating style guides to standardize design elements and reduce unnecessary work. 2) Holding collaborative "design studios" to focus on problem-solving rather than deliverables. 3) Pairing developers and designers to facilitate conversation and faster learning. The key learnings were that human collaboration is faster than paper handoffs, and that personality, attitude and trust are important for success with the new approach.
Eric Ries, Author/Speaker/Consultant, The Lean Startup500 Startups
Presentation by Eric Ries (Author/Speaker/Consultant, The Lean Startup) at the 'Lean Startup, Lean Investor' event on November 3, 2010 (Produced by 500 Startups & Nokia/Nokia Growth Partners)
Learn more in this deck about portfolio management and organization structures.
Want to attend our next webinar? Become a Shiftup Explorer: https://shiftup.work/product/explorer-agility-innovation-qualification-program/
Most organizations test their products and services as part of their UX design process, but many of them dismiss the most impactful results. Project teams often lack the flexibility to deal with test results, and decision-makers don't believe that those results need to be dealt with. This introduces unnecessary risk to the user experience and success of any product or service. This slidedeck exemplifies this risk and shows how to get project teams and decision-makers on board with test results.
This document discusses design thinking and how it relates to agile methodology. It provides an overview of the five core components of design thinking: empathize, define, ideate, prototype, and test. These components involve understanding user needs through empathy, coming up with ideas to meet those needs, building prototypes, and getting feedback to iterate designs. The document notes design thinking and agile both emphasize iterative development, getting early user feedback through demos, and focusing on solving the right problems for customers. Examples of tools used in design thinking like prototyping and empathy interviews are also presented.
The minimum viable product (MVP) is the minimum set of features needed to learn from early adopters and avoid building products that nobody wants. It maximizes learning per dollar spent and is probably much more minimum than you think. An MVP allows achieving a big vision in small increments through iteration without going in circles chasing what customers think they want. The unit of progress is validated learning about customers through techniques like smoke testing landing pages, in-product split testing, and customer discovery to minimize the total time in the build-measure-learn loop.
Cobis and Oikosofy 5 Innovation shots for the banking industryVasco Duarte
Banking is here to stay, but Banks may not. The incoming wave of technology companies dedicated to banking requires banks to consider what innovation strategy, and execution framework they will implement in the coming 5 years. SAFe - an Agile framework for the Enterprise - provides a proven approach to align teams, management, deploy strategy quickly and help teams and organizations focus on the high impact opportunities. This one-hour workshop will introduce the SAFe framework and explain how it can be used as a blueprint for building a culture of innovation that provides a proven method to implement strategies in an agile manner, and develop competitive businesses. From strategy definition to day-to-day execution.
What am I going to get from this course?
• What does a “Culture of Innovation” mean?
The Basics of what it is & how it works
• What are the Key Ingredients for building a culture of innovation?
Building teams, and teams of teams to scale adaptability and agility
Structured and proven approach, based on learnings in the banking industry all over the world
Understanding your customers wants, needs and aspirations
Measuring success and learning quickly with the right framework to speed up learning
• Creating an Innovation Strategy
From an idea to a real-life product in mere weeks. With a method that helps execute, and adapt
Innovation accounting, a radical approach to testing new products, services in a cost-effective and high impact mannero
Motivating innovation contributions at all levels of the organization with a method that empowers all employees to make a difference
Fast time-to-market with the framework to help measure the results and adapt based on near real-time market feedback
Pushing traditional manufacturers towards agile hardware manufacturing with D...Product of Things
These are the slides from Dan Comyns's workshop at Product of Things Conference in Tel Aviv on July 2018:
Who this workshop is for:
This workshop is for software product managers who find themselves in need to develop hardware components and wish to follow agile methodologies in the process of hardware manufacturing
After this workshop you will be able to:
- Define a work process that enables software companies to move at the same pace while working with hardware manufacturers
- To push hardware manufacturers to be ‘problem solvers’ and to work against product requirement rather than specs
- Start working with Chinese manufacturers
What is covered:
- How to deal with Chinese manufacturers and counterparties
- Lessons learned from working with various hardware manufacturers simultaneously
- ‘Tips and tricks’ on how to implement modern agile software development processes to traditional waterfall managed hardware companies
In this workshop, Dan will share his first-hand experience on the successful implementation of agile software development processes in traditional Chinese hardware manufacturers.
This document discusses the Lean Startup methodology. It notes that the vast majority of new products and startups fail. The Lean Startup approach was developed by Eric Ries to help startups search for a scalable and profitable business model through experimentation and customer feedback. It advocates developing a minimum viable product and using the build-measure-learn process to continually pivot based on learning. The Lean Startup principles of validating learning and innovation accounting are also summarized.
Startup Glossary - Begriffe und Methoden aus der Startupwelt. Präsentation im Rahmen der Exec I/O 2013 in Düsseldorf.
Die Präsentation gibt eine kurze Einführung rund um die wichtigsten Innovationsmethoden von Startups. Was ist das Erfolgsgeheimnis von Dropbox, Airbnb & Co? Erfahren Sie was ein Startup von einem bestehen Unternehmen unterscheidet und mit Hilfe welcher Vorgehensmodelle innovative Produkte und Dienstleistungen systematisch entwickelt und getestet werden können. Themen sind dabei unter anderem: Lean Startup, Customer Development, Design Thinking und der Business Model Canvas.
The document discusses techniques for building startups using a lean startup methodology. It advocates for building minimum viable products and rapidly iterating based on customer feedback. Key principles include continuous deployment of code, conducting split tests to validate hypotheses, and using metrics to measure progress and make decisions. The goal is to minimize the time to learn what customers want through short development cycles and frequent releases.
This document discusses the Lean Startup methodology, which advocates for an iterative process of developing minimum viable products (MVPs), getting customer feedback, and pivoting if needed to have the highest chance of success. It notes that most startups fail because they don't iterate based on learning, assume they know what customers want, or waste time building products without feedback. The Lean Startup process aims to reduce waste and uncertainty through validated learning from MVPs and constant adjustment based on feedback.
Lean startup workshop: practical ways to turn your idea into a successful pro...Made by Many
This document summarizes a Lean Startup workshop about turning ideas into successful products through a scientific and customer-centric approach. The workshop teaches rapid prototyping and testing hypotheses with minimum viable products to gain validated learning. It provides examples from Skype's classroom initiative, where initial assumptions were tested and pivoted based on customer interviews. Different types of pivots are also outlined to respond to validated learning from experiments.
The document discusses eight common predictors of project failure: 1) limited technical understanding, 2) no clearly defined strategy, 3) insufficient understanding of technical impacts, 4) discouraged collaboration, 5) a poorly structured plan, 6) not recognizing when plans are broken, 7) team leaders faking experience, and 8) being too cozy with vendors. It advises project managers to remain professional, suggest better alternatives to decision makers, and look for ways to make progress even in difficult environments.
The document provides guidance on writing clear and effective user stories from start to finish. It recommends beginning with the end in mind by focusing on who the user is, what they want to do, and why. Stories should have well-defined acceptance criteria and follow INVEST principles by being independent, negotiable, valuable, estimable, small, and testable. The document provides tips for clarifying user roles through personas, ensuring consistency across stories, properly sizing stories, and splitting large stories into smaller pieces. The overall message is that diligence is needed to hone stories from fuzzy concepts into sharp, implementable tasks.
Changing business of testing - Testing Assembly Helsinki 2014Vasco Duarte
Testing jobs will move to cheaper countries unless the role of testing changes. This is a trend that is happening already, we see large teams of testers being moved to other countries, simply because it is cheaper to do bad testing there!
Testing is a critical part of the product and software development process, and if we don't change its role it will slowly become obsolete. The fact is, that the traditional view of testing endangers testing jobs: now here, and later also in cheaper countries.
I propose a different view of testing. I propose that testing is about enabling business results, not just technical quality. I propose that the tester's job goes far beyond finding issues to track, but also finding users to acquire, finding methods to succeed in the software business. Testing in my view is about making businesses succeed, not about avoid failures in software.
In this presentation I'll describe how a very simple change can profoundly transform the role of testing in a way that it directly enables and supports our businesses! Testing is about making our businesses succeed!
The road ahead is not easy, and not every tester is ready to embrace this view of testing. But the road ahead is inevitable. And we have to start on that journey now!
Presentation from putitout event at Decoded London. Outlines the change to product development process to test ideas early through Lean and UX methods.
The document describes a proposal for standardized practical skills training courses across universities. It discusses two prototypes tested to help equip students with practical skills:
1. A practical skills app that provides gamified training and badges of achievement but may have limited functionality on mobile. Feedback suggested adding job ads.
2. A practical skills portal for finding and sharing training content through search and user ratings. Feedback noted the confusing layout but liked the connection features.
Testing revealed issues unnoticed during creation and new feedback will be incorporated into revised prototypes for further testing. The final solution could be a viable resource for students transitioning to careers.
#noprojects: Live happily ever after without projectsDimitri Favre
This document discusses the concept of #noprojects, which advocates switching from a project mindset to a product mindset when developing software. It presents #noprojects as a deliberate act of continuous product management. The document outlines #noprojects in 4 stages: 1) experiments over projects, 2) stable teams over temporary endeavors, 3) products over software, and 4) outcomes over execution. It also provides 10 principles for guiding a #noprojects approach, such as funding capacity not scope, bringing work to stable teams, and ensuring roadmaps are driven by needs not features. The overall message is that organizations should stop viewing software development as projects and instead focus on continuous product management and development.
The document describes a selection process for ideas to address the problem of new university graduates needing better practical skills preparation for their first job. The most practical idea selected was to provide standardized practical skills training modules across all major industries through universities. A prototype of a practical skills app and a practical skills development portal were created and feedback was gathered. Feedback noted positives like gamification elements but also issues like confusing layouts. Next steps would involve reworking the prototypes based on the feedback and doing additional testing.
La quasi totalità degli sviluppi software è basata su un approccio per progetto. Un progetto, per definizione, è qualcosa di effimero. Ha un inizio, e soprattutto una fine, qualcosa di temporaneo. Il software non è temporaneo. Un software sopravvive fino a quando esiste almeno una persona che lo utilizza. A volte sopravvive anche più a lungo.
Perché continuiamo ad usare qualcosa di effimero per gestire qualcosa che effimero non è? Quali alternative abbiamo? Possiamo fare veramente a meno dei progetti?
Lean UX + UX Strat, from UX Strat conference, September 2013Joshua Seiden
Slides from my talk at UX Strat, 2013. (www.uxstrat.com)
How to use Lean UX methods to execute on business, product, and design strategy.
I presented a slightly altered version a few days later at Fluxible 2013. (http://www.fluxible.ca)
1430 jeff gothelf - the ladders case study - sll-conf_2011_gothelfEric Ries
This document discusses how TheLadders.com transitioned from a traditional "waterfall" development process to an Agile process. It describes three tactics they used: 1) Creating style guides to standardize design elements and reduce unnecessary work. 2) Holding collaborative "design studios" to focus on problem-solving rather than deliverables. 3) Pairing developers and designers to facilitate conversation and faster learning. The key learnings were that human collaboration is faster than paper handoffs, and that personality, attitude and trust are important for success with the new approach.
Eric Ries, Author/Speaker/Consultant, The Lean Startup500 Startups
Presentation by Eric Ries (Author/Speaker/Consultant, The Lean Startup) at the 'Lean Startup, Lean Investor' event on November 3, 2010 (Produced by 500 Startups & Nokia/Nokia Growth Partners)
Learn more in this deck about portfolio management and organization structures.
Want to attend our next webinar? Become a Shiftup Explorer: https://shiftup.work/product/explorer-agility-innovation-qualification-program/
Most organizations test their products and services as part of their UX design process, but many of them dismiss the most impactful results. Project teams often lack the flexibility to deal with test results, and decision-makers don't believe that those results need to be dealt with. This introduces unnecessary risk to the user experience and success of any product or service. This slidedeck exemplifies this risk and shows how to get project teams and decision-makers on board with test results.
This document discusses design thinking and how it relates to agile methodology. It provides an overview of the five core components of design thinking: empathize, define, ideate, prototype, and test. These components involve understanding user needs through empathy, coming up with ideas to meet those needs, building prototypes, and getting feedback to iterate designs. The document notes design thinking and agile both emphasize iterative development, getting early user feedback through demos, and focusing on solving the right problems for customers. Examples of tools used in design thinking like prototyping and empathy interviews are also presented.
The minimum viable product (MVP) is the minimum set of features needed to learn from early adopters and avoid building products that nobody wants. It maximizes learning per dollar spent and is probably much more minimum than you think. An MVP allows achieving a big vision in small increments through iteration without going in circles chasing what customers think they want. The unit of progress is validated learning about customers through techniques like smoke testing landing pages, in-product split testing, and customer discovery to minimize the total time in the build-measure-learn loop.
Cobis and Oikosofy 5 Innovation shots for the banking industryVasco Duarte
Banking is here to stay, but Banks may not. The incoming wave of technology companies dedicated to banking requires banks to consider what innovation strategy, and execution framework they will implement in the coming 5 years. SAFe - an Agile framework for the Enterprise - provides a proven approach to align teams, management, deploy strategy quickly and help teams and organizations focus on the high impact opportunities. This one-hour workshop will introduce the SAFe framework and explain how it can be used as a blueprint for building a culture of innovation that provides a proven method to implement strategies in an agile manner, and develop competitive businesses. From strategy definition to day-to-day execution.
What am I going to get from this course?
• What does a “Culture of Innovation” mean?
The Basics of what it is & how it works
• What are the Key Ingredients for building a culture of innovation?
Building teams, and teams of teams to scale adaptability and agility
Structured and proven approach, based on learnings in the banking industry all over the world
Understanding your customers wants, needs and aspirations
Measuring success and learning quickly with the right framework to speed up learning
• Creating an Innovation Strategy
From an idea to a real-life product in mere weeks. With a method that helps execute, and adapt
Innovation accounting, a radical approach to testing new products, services in a cost-effective and high impact mannero
Motivating innovation contributions at all levels of the organization with a method that empowers all employees to make a difference
Fast time-to-market with the framework to help measure the results and adapt based on near real-time market feedback
Pushing traditional manufacturers towards agile hardware manufacturing with D...Product of Things
These are the slides from Dan Comyns's workshop at Product of Things Conference in Tel Aviv on July 2018:
Who this workshop is for:
This workshop is for software product managers who find themselves in need to develop hardware components and wish to follow agile methodologies in the process of hardware manufacturing
After this workshop you will be able to:
- Define a work process that enables software companies to move at the same pace while working with hardware manufacturers
- To push hardware manufacturers to be ‘problem solvers’ and to work against product requirement rather than specs
- Start working with Chinese manufacturers
What is covered:
- How to deal with Chinese manufacturers and counterparties
- Lessons learned from working with various hardware manufacturers simultaneously
- ‘Tips and tricks’ on how to implement modern agile software development processes to traditional waterfall managed hardware companies
In this workshop, Dan will share his first-hand experience on the successful implementation of agile software development processes in traditional Chinese hardware manufacturers.
This document discusses the Lean Startup methodology. It notes that the vast majority of new products and startups fail. The Lean Startup approach was developed by Eric Ries to help startups search for a scalable and profitable business model through experimentation and customer feedback. It advocates developing a minimum viable product and using the build-measure-learn process to continually pivot based on learning. The Lean Startup principles of validating learning and innovation accounting are also summarized.
Startup Glossary - Begriffe und Methoden aus der Startupwelt. Präsentation im Rahmen der Exec I/O 2013 in Düsseldorf.
Die Präsentation gibt eine kurze Einführung rund um die wichtigsten Innovationsmethoden von Startups. Was ist das Erfolgsgeheimnis von Dropbox, Airbnb & Co? Erfahren Sie was ein Startup von einem bestehen Unternehmen unterscheidet und mit Hilfe welcher Vorgehensmodelle innovative Produkte und Dienstleistungen systematisch entwickelt und getestet werden können. Themen sind dabei unter anderem: Lean Startup, Customer Development, Design Thinking und der Business Model Canvas.
The document discusses techniques for building startups using a lean startup methodology. It advocates for building minimum viable products and rapidly iterating based on customer feedback. Key principles include continuous deployment of code, conducting split tests to validate hypotheses, and using metrics to measure progress and make decisions. The goal is to minimize the time to learn what customers want through short development cycles and frequent releases.
This document discusses the Lean Startup methodology, which advocates for an iterative process of developing minimum viable products (MVPs), getting customer feedback, and pivoting if needed to have the highest chance of success. It notes that most startups fail because they don't iterate based on learning, assume they know what customers want, or waste time building products without feedback. The Lean Startup process aims to reduce waste and uncertainty through validated learning from MVPs and constant adjustment based on feedback.
Lean startup workshop: practical ways to turn your idea into a successful pro...Made by Many
This document summarizes a Lean Startup workshop about turning ideas into successful products through a scientific and customer-centric approach. The workshop teaches rapid prototyping and testing hypotheses with minimum viable products to gain validated learning. It provides examples from Skype's classroom initiative, where initial assumptions were tested and pivoted based on customer interviews. Different types of pivots are also outlined to respond to validated learning from experiments.
The document discusses eight common predictors of project failure: 1) limited technical understanding, 2) no clearly defined strategy, 3) insufficient understanding of technical impacts, 4) discouraged collaboration, 5) a poorly structured plan, 6) not recognizing when plans are broken, 7) team leaders faking experience, and 8) being too cozy with vendors. It advises project managers to remain professional, suggest better alternatives to decision makers, and look for ways to make progress even in difficult environments.
The document provides guidance on writing clear and effective user stories from start to finish. It recommends beginning with the end in mind by focusing on who the user is, what they want to do, and why. Stories should have well-defined acceptance criteria and follow INVEST principles by being independent, negotiable, valuable, estimable, small, and testable. The document provides tips for clarifying user roles through personas, ensuring consistency across stories, properly sizing stories, and splitting large stories into smaller pieces. The overall message is that diligence is needed to hone stories from fuzzy concepts into sharp, implementable tasks.
I am a digital project manager (and so can you!)Forum One
This document discusses the role of a digital project manager and managing projects using agile methodologies. It begins with an introduction of the presenters and an overview of the agenda. It then discusses the responsibilities of a modern digital project manager, which includes managing various technical aspects of digital projects like user experience, content management, development, and more. It also outlines the core aspects of agile project management using the Scrum framework. Finally, it covers best practices for managing risk on projects and introduces various tools that can help with project tracking and collaboration.
Roadmap to serenity - How to stay sane as a Product OwnerRian van der Merwe
Product Ownership can be fun, but it can also drive you to insanity. This talk will cover experiences, tools and tips to be an effective Product Owner when working with a variety of teams and personalities, with some specific focus on distributed teams.
Please see the blog post about this talk at
http://www.elezea.com/2010/11/product-manager-sanity/
201207 Tech Decisions: 5 Keys to Fast Successful New Deployments.pdfSteven Callahan
Article reviews how to deal with the deluge of new technological options and the aspects of a strategy for quick, high quality implementations of emerging technologies. Based on company success stories, article lays out what will work.
In this article I will explore what I believe is a good foundation for building high quality software. I will cover a wide array of different topics which have in common that I believe they all contribute to this goal.
This document provides an overview and comparison of the Agile and Waterfall software development methodologies. It discusses how Agile addresses some of the limitations of Waterfall by allowing for more flexibility and iterative development. The document also notes that hybrid approaches combining aspects of both methods are commonly used in practice. Overall, it analyzes the advantages and disadvantages of each approach and argues that education in both methods is needed, with organizations adopting aspects of each based on their specific needs and circumstances.
importance of resources allocation in formal method of software engineering ...abdulrafaychaudhry
This document discusses key concepts related to project management including resource allocation, software risks, differences between products and projects, discount factors, net present value, and net profit.
The main points are:
1) Resource allocation in project management is important for planning, scheduling, and controlling workload to improve team effectiveness. It involves identifying and tracking resources like budget, tools, and time.
2) The top five software risks are inherent schedule flaws, requirements inflation, employee turnover, specification breakdown, and poor productivity. Agile methods aim to mitigate these risks through practices like iterative planning and prioritization.
3) The key difference between a product and project is that a product is manufactured and sold while a project is built to
Hopmere, Michael Its Better Building 080410mhopmere
Short practical presentation given in Montreal in 2008 - identifying \'missing links\' in your PM organisation, assessing their impact and filling the gaps.
The document provides tips and best practices for project management of websites built with Drupal. It discusses the importance of planning, communication with clients, using an appropriate development process (agile vs waterfall), estimating timelines, scheduling tasks, prioritizing design, managing client expectations, and Drupal-specific considerations.
- Domain expertise needs to be documented before implementation begins, as a consultant with 10-15 years of experience in the domain helped a project that had been struggling for six months make progress within four months.
- User empathy is important, as simple features like grouping names were found very useful by users despite being easy for developers to implement.
- Content should be called content rather than data, as this shifts perspectives to prioritize things like user involvement and content creation tools.
- Architectures need to be understandable to executives in order to guide a project successfully rather than resulting in a "rough ride".
General introduction to agile practices like Scrum and Kanban. Also covers what situations Agile is best at, what situations Agile doesn't help with, and what an Agile team should look like. This deck is a general intro to Agile for OpenSource Connections clients.
Why Scaling Agile Doesn't Work (and What to Do About It)Jez Humble
There are now several frameworks designed to address the demand for "big agile."
In this talk Jez will explain the flaws in such frameworks, why they so often fail to produce the desired effects, and what we should do instead. He will also address some common organizational obstacles to moving fast at scale: governance, budgeting, and the project paradigm - and discuss how to address them. Warning: this talk will include liberal use of real, statistically sound data.
This document discusses the pros and cons of planning for projects. It acknowledges that the future is unpredictable and estimating is difficult, but argues that planning is still necessary to understand scope, manage complexity and resources, track progress, and adapt to changes. Without planning, projects risk failing due to unclear scope, insufficient resources, lack of baselines, and an inability to course correct. While agile approaches embrace change, they still require planning through timeboxing and prioritizing features. Modern technology may change how planning is done, but the core principles of understanding requirements and managing uncertainty through analysis and review will still apply. The document concludes that cognitive biases can undermine planning rather than a lack of knowledge, and that planning will remain crucial as projects
This document describes an agile work estimation template used to estimate the total costs of an ICD-10 initiative program across multiple systems at a healthcare provider. It outlines the challenges in getting estimates from diverse teams and developed a template inspired by a movie scene. Experts listed epics, stories, and requirements at a high level and estimated effort with reasoning and risk assumptions. The template brought transparency and allowed collaboration. Using this template, large programs can be estimated in an agile way through communication. The template has remained relevant for estimating other work and engaging stakeholders early gets buy-in.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
2. know strategies to mitigate these limitations
be able to do old-school agile release planning
understand the limitations of release planning
meet some well-known prioritization tools
understand tools for measuring progress
learning outcomes
10. stuff you didn’t know about
dependencies
stuff you didn’t think about
doesn’t actually solve the problem
it wasn’t actually what we wanted
what could possibly go wrong?
mix of skills
architecture / non-functional requirements
politics
cognitive bias
11. planning fallacy
Executives tend to “make decisions based on
delusional optimism rather than on a rational
weighing of gains, losses, and probabilities. They
overestimate benefits and underestimate costs.
They spin scenarios of success while overlooking
the potential for mistakes and miscalculations. As
a result, they pursue initiatives that are unlikely to
come in on budget or on time or to deliver the
expected returns—or even to be completed.”
Kahneman, Thinking Fast and Slow, p252.
12. If everything went exactly to plan…
It would be extremely embarrassing if we didn’t hit…
13.
14. cost
“Even in projects with very uncertain
development costs, we haven't found that
those costs have a significant information
value for the investment decision… The single
most important unknown is whether the
project will be canceled. The next most
important variable is utilization of the system,
including how quickly the system rolls out and
whether some people will use it at all.”
Douglas Hubbard | http://www.cio.com/article/119059/The_IT_Measurement_Inversion