Wouldn't it be great if no one could argue with your roadmap? Wouldn't it just rock if you could cut through the endless debates and circular arguments, get to consensus, and just execute?
I'm Bruce McCarthy, VP of Product at NetProspex and Chief Product Person at UpUp Labs. In 17 years as a product person, I've built a roadmapping methodology on 5 pillars:
* Strategic goals
* Objective prioritization
* Shuttle diplomacy
* Transparent themes
* Punctuated equilibrium
At last year's ProductCamp, my standing-room-only session on prioritization was a huge hit with product people. This year I will focus on translating your priorities into a roadmap that will inspire your whole team to buy-in, stick with it, and over-deliver.
This presentation was delivered at ProductCamp Boston, May 4, 2013 by Bruce McCarthy
Prioritization 301 - Advanced Roadmapping Class, Bruce McCarthyProductCamp Boston
Veteran Product Person Bruce McCarthy's funny and insightful presentation on how to make fanboys out of all your stakeholders by using objective criteria to prioritize your requirements and drive consensus.
As seen at ProductCamp Boston, June 2012.
Visit www.reqqs.com/resources for a Scorecard template in Excel and information on Reqqs - The Smart Roadmap Tool for Product People.
Sales & Marketing Development Plan - a template for the CROFan Foundry
This playbook helps you build, measure, learn and adjust your sales and marketing leadership plan. It addresses many topics under Sales and Distribution, Customer Development, Strategic Marketing Frameworks and Integrated marketing Plans, including sample metrics for measuring progress.
This presentation talks about how you can address the 3 root causes of bad marketing: Not understanding what you do and don't know about your prospects, poor marketing execution and failure to measure, analyze and improve.
Debbie Baxter helps entrepreneurs develop a winning business development strategy. For leaders of start-up teams who want to demystify the selling process.
Learn four things in this session:
1. How to develop your value proposition
2. How to organize your sales process
3. Options for deal structure
4. Tips on closing techniques.
Part of the MaRS Best Practices Series
http://www.marsdd.com/events/details.html?uuid=3b743f00-3696-4c71-91e3-887306c275e1
Prioritization 301 - Advanced Roadmapping Class, Bruce McCarthyProductCamp Boston
Veteran Product Person Bruce McCarthy's funny and insightful presentation on how to make fanboys out of all your stakeholders by using objective criteria to prioritize your requirements and drive consensus.
As seen at ProductCamp Boston, June 2012.
Visit www.reqqs.com/resources for a Scorecard template in Excel and information on Reqqs - The Smart Roadmap Tool for Product People.
Sales & Marketing Development Plan - a template for the CROFan Foundry
This playbook helps you build, measure, learn and adjust your sales and marketing leadership plan. It addresses many topics under Sales and Distribution, Customer Development, Strategic Marketing Frameworks and Integrated marketing Plans, including sample metrics for measuring progress.
This presentation talks about how you can address the 3 root causes of bad marketing: Not understanding what you do and don't know about your prospects, poor marketing execution and failure to measure, analyze and improve.
Debbie Baxter helps entrepreneurs develop a winning business development strategy. For leaders of start-up teams who want to demystify the selling process.
Learn four things in this session:
1. How to develop your value proposition
2. How to organize your sales process
3. Options for deal structure
4. Tips on closing techniques.
Part of the MaRS Best Practices Series
http://www.marsdd.com/events/details.html?uuid=3b743f00-3696-4c71-91e3-887306c275e1
Lean Startup Methods & Thinking: apply it in hackathon Taavi Lindmaa
Lean how to apply leans startup methods to weekend hackathons, your startup, your enterprise or daily work. You will find practical tools and examples of how to start with customer validation from day 1 and get, validate idea and get your product hypothesis feedback in hours.
Presentation I have done in a Sloan software class on sales, sales management, and sales strategy. Particularly applicable to companies doing b2b selling.
How to develop an effective Business Development StrategyHein Roth
In this presentation, the visitor is introduced to the essentiality of developing a balanced Business Development Strategy for any business. Strong focus is given to the importance of having an effective Inbound Marketing Strategy, some Outbound Marketing Strategies, all with the aim to generate better leads and to drive more business through the front door of one's business. Attention is also given on how to convert leads into actual long-term business relationships.
Download the Sales Strategy Template
fourquadrant.com/product/strategic-account-plan-template/
Sales Strategy Template - The outline for s sales strategy plan should include an assessment of the customer’s business, opportunities that are prioritized, a summary of the team’s capabilities, an evaluation of relationships and a sales action plan.
Strategic Market Planning - Assessing a customer’s business is a fundamental element of strategic market planning. Start with a basic SWOT and then drill down to develop value statements that specific to specific business initiatives.
Sales Strategy Plan - The sales strategy plan should be centered around the opportunity area that provides high value to both the account and the vendor. Other opportunities may exist but win / win’s are the best possible outcome.
Marketing & Sales Strategy - Document the sales strategies and capabilities required to penetrate and or expand into the account.
Sales Tactics - The identification of key customer contacts required to advance the strategic and tactical aspects of the sales are key sales tactics. Formalize the collection of this information for the entire account team to leverage.
Market Development Strategy - The market development strategy must document the tangible, objective, quantitative measures of success. These sales metrics are typically expressed as subscription, bookings or revenue.
Download the Sales Strategy Template
fourquadrant.com/product/strategic-account-plan-template/
Wouldn't it be great if no one could argue with your roadmap? Wouldn't it just rock if you could cut through the endless debates and circular arguments, get to consensus, and just execute?
I'm Bruce McCarthy, Founder and Chief Product Person at UpUp Labs. In 20 years as a product person, I've built a roadmapping methodology on 7 pillars:
* Strategic Goals
* Generate Ideas
* Objective Prioritization
* Shuttle Diplomacy
* Benefit-oriented Themes
* Appropriate Format & Cadence
* Punctuated Equilibrium
At last year's ProductCamp, my standing-room-only session on prioritization was a huge hit with product people. This year I've focused on translating your priorities into a roadmap that will inspire your whole team to buy-in, stick with it, and over-deliver.
This PPT is about a sales playbook. It is a systematic organization of all marketing and sales assets. Each asset is mapped to the buyer’s position in the sales cycle. It serves as a GPS for the channel partners.
Sales leader Derek Draper shares the Stage Management Guide that boosted his team's performance metrics across the board. Read the rest of the story on First Round Review: http://firstround.com/review/this-sales-plan-moves-the-needle-on-every-success-metric/
An intro to Product Management and the steps in the process. Use this to talk to senior stakeholders about making customers the core of product decisions, how to validate ideas, create value propositions, UX & UI.
These are four proven formats for your product roadmap, including:
- A traditional customer-facing roadmap
- A lean customer-facing roadmap
- An internal coordination roadmap for one product
- An internal product portfolio roadmap
Use the right template for yoru situation to build your own roadmap.
Prioritization 301: An Advanced Roadmapping Class for Product PeopleUpUp Labs
Veteran Product Person Bruce McCarthy's funny and insightful presentation on how to make fanboys out of all your stakeholders by using objective criteria to prioritize your requirements and drive consensus.
As seen at ProductCamp Boston, June 2012.
Visit www.reqqs.com/resources for a Scorecard template in Excel and information on Reqqs - The Smart Roadmap Tool for Product People.
Lean Startup Methods & Thinking: apply it in hackathon Taavi Lindmaa
Lean how to apply leans startup methods to weekend hackathons, your startup, your enterprise or daily work. You will find practical tools and examples of how to start with customer validation from day 1 and get, validate idea and get your product hypothesis feedback in hours.
Presentation I have done in a Sloan software class on sales, sales management, and sales strategy. Particularly applicable to companies doing b2b selling.
How to develop an effective Business Development StrategyHein Roth
In this presentation, the visitor is introduced to the essentiality of developing a balanced Business Development Strategy for any business. Strong focus is given to the importance of having an effective Inbound Marketing Strategy, some Outbound Marketing Strategies, all with the aim to generate better leads and to drive more business through the front door of one's business. Attention is also given on how to convert leads into actual long-term business relationships.
Download the Sales Strategy Template
fourquadrant.com/product/strategic-account-plan-template/
Sales Strategy Template - The outline for s sales strategy plan should include an assessment of the customer’s business, opportunities that are prioritized, a summary of the team’s capabilities, an evaluation of relationships and a sales action plan.
Strategic Market Planning - Assessing a customer’s business is a fundamental element of strategic market planning. Start with a basic SWOT and then drill down to develop value statements that specific to specific business initiatives.
Sales Strategy Plan - The sales strategy plan should be centered around the opportunity area that provides high value to both the account and the vendor. Other opportunities may exist but win / win’s are the best possible outcome.
Marketing & Sales Strategy - Document the sales strategies and capabilities required to penetrate and or expand into the account.
Sales Tactics - The identification of key customer contacts required to advance the strategic and tactical aspects of the sales are key sales tactics. Formalize the collection of this information for the entire account team to leverage.
Market Development Strategy - The market development strategy must document the tangible, objective, quantitative measures of success. These sales metrics are typically expressed as subscription, bookings or revenue.
Download the Sales Strategy Template
fourquadrant.com/product/strategic-account-plan-template/
Wouldn't it be great if no one could argue with your roadmap? Wouldn't it just rock if you could cut through the endless debates and circular arguments, get to consensus, and just execute?
I'm Bruce McCarthy, Founder and Chief Product Person at UpUp Labs. In 20 years as a product person, I've built a roadmapping methodology on 7 pillars:
* Strategic Goals
* Generate Ideas
* Objective Prioritization
* Shuttle Diplomacy
* Benefit-oriented Themes
* Appropriate Format & Cadence
* Punctuated Equilibrium
At last year's ProductCamp, my standing-room-only session on prioritization was a huge hit with product people. This year I've focused on translating your priorities into a roadmap that will inspire your whole team to buy-in, stick with it, and over-deliver.
This PPT is about a sales playbook. It is a systematic organization of all marketing and sales assets. Each asset is mapped to the buyer’s position in the sales cycle. It serves as a GPS for the channel partners.
Sales leader Derek Draper shares the Stage Management Guide that boosted his team's performance metrics across the board. Read the rest of the story on First Round Review: http://firstround.com/review/this-sales-plan-moves-the-needle-on-every-success-metric/
An intro to Product Management and the steps in the process. Use this to talk to senior stakeholders about making customers the core of product decisions, how to validate ideas, create value propositions, UX & UI.
These are four proven formats for your product roadmap, including:
- A traditional customer-facing roadmap
- A lean customer-facing roadmap
- An internal coordination roadmap for one product
- An internal product portfolio roadmap
Use the right template for yoru situation to build your own roadmap.
Prioritization 301: An Advanced Roadmapping Class for Product PeopleUpUp Labs
Veteran Product Person Bruce McCarthy's funny and insightful presentation on how to make fanboys out of all your stakeholders by using objective criteria to prioritize your requirements and drive consensus.
As seen at ProductCamp Boston, June 2012.
Visit www.reqqs.com/resources for a Scorecard template in Excel and information on Reqqs - The Smart Roadmap Tool for Product People.
Transitioning from Tech to Product ManagementUpUp Labs
Many product managers have a technical background, but how do you get that first gig? And once you've got the job, what special struggles do technical people have in a role that combines technical with business and customer understanding? Learn from Bruce McCarthy, a 20-year product person who has coached and mentored many technical people to become great at product management.
Not all of the fonts display correctly on Slideshare, so apologies there. Download the slides to see the speaker notes and de-mystify the images!
These slides are my own point of view on what product management is about, how it works in the real world, what I look for when hiring, and how to land that first gig.
I’ve started 3 companies, raised money, and been through 3 acquisitions (on both sides of the table). I’ve got 20 years product management experience in roles from PM to Business Development to VP of Product to Chief Product Person at companies from just me to 100k+, including Oracle, ATG, D&B, NetProspex, and now UpUp Labs, where I work with product management teams to provide coaching and tools to help them with their roadmaps.
Everybody knows that teams of engaged people can accomplish amazing things, but how to capture that feeling of "awesomeness," and how to know what to do when it's not there?
Satisfaction surveys, agile retrospectives, happiness metrics -- all are designed to get at this. What if there were a way to combine the best of all these approaches into one simple technique? What if you could get the qualitative and the quantitative information you need to help your teams be more awesome?
Awesomeness is that technique. Check out the slides for the details and go to www.awesomeness.team for tools to help your team become more awesome.
You’re about to show the product roadmap you’ve slaved over to your executives, your key customers or your sales team. What could possibly go wrong?
In the presentation voted most informative at ProductCamp DC 2014, Bruce McCarthy, Chief Product Person at UpUp Labs, Vice President and Chief Evangelist for the BPMA, and popular speaker, explores the myriad mistakes product people make when developing product roadmaps.
He outlines what happens when you:
* Focus on features
* Try too hard to please
* Don't get buy-in
* Prioritize on gut
* Fail to tell a story
Voted most informative presentation at ProductCamp DC 2014, here Bruce tells you what you can do to avoid the dirty dozen roadmap roadblocks.
Does your organization suffer from Shiny Object Syndrome? This is the tendency to pursue every idea that seems good without prioritizing, seeing it through to a reasonable return on investment, or deciding to abandon it when it doesn’t deliver. Sound familiar?
In this presentation, I'll walk you through the 4-part cure for this disease with examples of how we did it at my company and ended up selling for $125 million.
These are the slides from a talk given on March 4, 2012 at the Harvard Business School Entrepreneurship Conference. It summarizes ten key lessons in being a great product leader from over a decade of experience in consumer software.
It is based on a lecture given on the same topic on August 31, 2011 at LinkedIn.
The Impedance Mismatch in Integrated Engineering Design Systems is an issue in the Integration of commercial off the shelf (COTS) components.
This issue is a member of the Impedance Mismatch
problems found when commercial off the shelf
components are assembled into systems.
This mismatch occurs when event, control sequence,
or data semantics of two or more participating application
domains are mismatched.
During the system integration process the impedance
mismatch must be addressed through some means,
either through an integration layer which hides the
mismatch or through an integrating service, such as
CORBA, which facilitates the impedance adaptation
between the applications.
Una pequeña reflexión sobre diferentes maneras de evitar que los perros manchen la calle con sus necesidades. Nos encontramos desde avisos procedentes de las autoridades, tanto apelando a la ley como premiando actitudes positivas, hasta carteles hechos por particulares.
Delivering programs with less capability than promised, while exceeding the cost and planned durations, distorts decision making, contributes to increasing cost growth to other programs, undermines the Federal government’s credibility with taxpayers and contributes to the public’s negative support for these programs.
Many reasons have been hypothesized and documented for cost and schedule growth. The authors review some of these reasons, and propose that government and contractors use the historical variability of the past programs to establish cost and schedule estimates at the outset and periodically update these estimates with up-to-date risks, to increase the probability of program success. For this to happen, the authors recommend changes to estimating, acquisition and contracting processes.
When we hear that a proposed process, tool, method or any ideas is all about "risk management," check to see if it covers these areas. If not, the suggestion is not really about risk management.
Avoid software project horror stories - check the reality value of the estima...Harold van Heeringen
Many large software projects turn into software horror stories, resulting in newspaper headlines and even political issues. Often, the project costs and schedule were estimated unrealistically optimistic, using immature estimation techniques. A relatively simple way to avoid many problems is to perform a reality check on the estimate. This presentation was given on the conference of the International Cost Estimating and Analysis Association (ICEAA2014), June 2014 (Denver, USA)
Slides as given for the Feb. 12, 2014 talk at Bay Area Software Testers.
(btw, I failed to give credit for the "Stand Back!" t-shirt image, it was from the XKCD T-shirt here: http://store-xkcd-com.myshopify.com/products/try-science)
Also forgot reference to the paper on Fibonacci numbers in planning poker affecting estimates: http://simula.no/publications/Simula.simula.1282/simula_pdf_file
Motarme Customer Development workshop provided to participants of Trinity Launchbox, July 2015. Includes a definition of Customer Development, some techniques for testing and validating a new product, leading into a process for Customer Acquisition. Also quick review of Agile principles. Includes list of recommended links / books.
Why And How to Transition into Product Management by Google PMProduct School
Nabil Shahid walks through their journey to Product Management in the world of tech, talking about how to market your skills and how to get into the industry. He also touches on balancing knowledge and personal experience with what's best for a wider user group.
Highest quality code in your SaaS project. Why should you care about it as a ...The Codest
We are launching a SaaS report dedicated to the whole SaaS market.
It is a useful pill of knowledge for the non-technical founders who are struggling with many challenges, especially the technological ones. In the report, we cover the specific problems/dilemmas such as:
- Is it worth making SaaS start-up if you are a non-technical founder?
- What are the biggest challenges to a non-technical founder?
- MVP as the most popular way to deliver product time to market
- Useful tips on how to build a SaaS product in 6 simple steps
Check out the report and make sure to eliminate common mistakes that can hurt your business. Are you a non-technical founder? Don’t worry!
In the short tutorial, you will learn how to successfully build a SaaS product with no programming skills.
Designing Successful International Go-To-Market StrategiesHans Bech
This white paper describes some of the challenges associated with international market penetration for software companies with long value chains. Further, it gives two real life examples of how companies have overcome these challenges using very different approaches.
Company XYZ changed from a channel-based approach to internationalization through acquisitions. Company ABC chose an international joint venture strategy to compensate for lack of staff and funds.
Placemat - exercises in power point style #5timiti
This PowerPoint deck is part of a collection. PowerPoint can accommodate many different communication styles. Each deck in this collection models a different style. Some models focus on visual display, others strictly on organizing information.
This collection is inspired by Exercises In Style, the classic book by Raymond Queneau. In Exercise In Style, Queneau retells the same very simple story 99 times in 99 different styles.
This deck uses the "Placemat" style, intended to be printed out and used as a resource during an in-person conversation.
How to manage successfully a Consulting ProjectAsen Gyczew
Managing Consulting Projects is extremely difficult. You work in a hostile environment, long hours on difficult things. On top of that the bill for your services for the customer is pretty high so he will want to squeeze out of you as much as possible. At the same time his people may dislike you as you are an outsider that in their point of view pretends to know better. Therefore, many Project Managers fail on deadlines or cannot deliver value for the customer. Luckily there is a way to do a consulting project on time, get your customer and his people happy with the result as well as get well paid for your work. This course will help you drastically improve your knowledge and skills in managing consulting project. It is designed for project managers, especially those working in consulting. After finishing the course you will know:
1. How to prepare for the project to make your customer and your team happy as well to finish the project much earlier than your competitors
2. How to create value for your customer
3. How to deliver the project within the budget and way ahead of deadlines
4. How to execute the project without having to work 7 days a week 15 hours a day
5. How to overdeliver and get buy-in from your customer
6. How to build strong foundation for future projects
7. What tools to use
8. How to be efficient as a team
The course is based on my 12 years of experience as a Project Manager in top consulting companies and as a Board Member responsible for strategy, improvements and turn-arounds in biggest companies in Retail, FMCG, SMG, B2B sectors that I worked for. On the basis of what you will find in this course I have trained over 100 consultants, business analysts and managers who now are CEO, Operational Directors, COO, Investment Directors, Directors in Consulting Companies, Board Members, Customer Insight Managers, Data Science Managers
Presenter: Christian Bonilla
Product managers overwhelmingly reported to use that not having time for strategy or proper market validation as their #1 problem. As product managers it’s our job to make sure we're building the right product, but many (possibly a majority) of us don’t think we’re doing that. We'll discuss the root causes of the problem and how PMs can enforce market validation in their organizations when prioritizing new features and products in the roadmap.
Christian is the founder of UserMuse, a market research service for product managers and marketers that launched in March 2017. Before founding UserMuse, he was the Director of SaaS Product Management at Resonate, a consumer intelligence and audience measurement firm. He writes regularly for Mind the Product, Fast Company and other publications and is an unabashed Quora addict.
Despite $ billions spent understanding the market, product managers in B2B software don't know what to build most of the time. Here's how you can do better as a product manager and leader.
The six step guide to practical project managementMindGenius
The six step guide to practical project management
If you think managing projects is too difficult, think again.
We’ve stripped back project management processes to the
basics – to make it quicker and easier, without sacrificing
the vital ingredients for success.
“If you’re looking for some real-world guidance, then The Six Step Guide to Practical Project Management will help.”
Dr Andrew Makar, Tactical Project Management
ProductCamp Boston is the world's largest and most exciting crowd-sourced one-day event for product people. It's organized by and for product managers, product marketers and entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product management and product marketing, product discovery, product development & design, go-to-market, product strategy and lifecycle management, and product management 101, startups, and career development.
www.ProductCampBoston.org
ProductCamp Boston is the world's largest and most exciting crowd-sourced one-day event for product people. It's organized by and for product managers, product marketers and entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product management and product marketing, product discovery, product development & design, go-to-market, product strategy and lifecycle management, and product management 101, startups, and career development.
www.ProductCampBoston.org
Building a Weatherproof Framework - How to Survive the Product Launch Storm i...ProductCamp Boston
ProductCamp Boston is the world's largest and most exciting crowd-sourced one-day event for product people. It's organized by and for product managers, product marketers and entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product management and product marketing, product discovery, product development & design, go-to-market, product strategy and lifecycle management, and product management 101, startups, and career development.
www.ProductCampBoston.org
ProductCamp Boston is the world's largest and most exciting crowd-sourced one-day event for product people. It's organized by and for product managers, product marketers and entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product management and product marketing, product discovery, product development & design, go-to-market, product strategy and lifecycle management, and product management 101, startups, and career development.
www.ProductCampBoston.org
ProductCamp Boston is the world's largest and most exciting crowd-sourced one-day event for product people. It's organized by and for product managers, product marketers and entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product management and product marketing, product discovery, product development & design, go-to-market, product strategy and lifecycle management, and product management 101, startups, and career development.
www.ProductCampBoston.org
ProductCamp Boston is the world's largest and most exciting crowd-sourced one-day event for product people. It's organized by and for product managers, product marketers and entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product management and product marketing, product discovery, product development & design, go-to-market, product strategy and lifecycle management, and product management 101, startups, and career development.
www.ProductCampBoston.org
113 -Product Marketing and the Collaboration with Product Management - sessio...ProductCamp Boston
ProductCamp Boston is the world's largest and most exciting crowd-sourced one-day event for product people. It's organized by and for product managers, product marketers and entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product management and product marketing, product discovery, product development & design, go-to-market, product strategy and lifecycle management, and product management 101, startups, and career development.
www.ProductCampBoston.org
ProductCamp Boston is the world's largest and most exciting crowd-sourced one-day event for product people. It's organized by and for product managers, product marketers and entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product management and product marketing, product discovery, product development & design, go-to-market, product strategy and lifecycle management, and product management 101, startups, and career development.
www.ProductCampBoston.org
ProductCamp Boston is the world's largest and most exciting
crowd-sourced one-day event for product people. It's
organized by and for product managers, product marketers and
entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product
management and product marketing, product discovery,
product development & design, go-to-market, product strategy
and lifecycle management, and product management 101,
startups, and career development.
www.ProductCampBoston.org
ProductCamp Boston is the world's largest and most exciting
crowd-sourced one-day event for product people. It's
organized by and for product managers, product marketers and
entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product
management and product marketing, product discovery,
product development & design, go-to-market, product strategy
and lifecycle management, and product management 101,
startups, and career development.
www.ProductCampBoston.org
ProductCamp Boston is the world's largest and most exciting
crowd-sourced one-day event for product people. It's
organized by and for product managers, product marketers and
entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product
management and product marketing, product discovery,
product development & design, go-to-market, product strategy
and lifecycle management, and product management 101,
startups, and career development.
www.ProductCampBoston.org
107 - It's not easy starting new: career transitioning to product, starting ...ProductCamp Boston
ProductCamp Boston is the world's largest and most exciting
crowd-sourced one-day event for product people. It's
organized by and for product managers, product marketers and
entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product
management and product marketing, product discovery,
product development & design, go-to-market, product strategy
and lifecycle management, and product management 101,
startups, and career development.
www.ProductCampBoston.org
ProductCamp Boston is the world's largest and most exciting
crowd-sourced one-day event for product people. It's
organized by and for product managers, product marketers and
entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product
management and product marketing, product discovery,
product development & design, go-to-market, product strategy
and lifecycle management, and product management 101,
startups, and career development.
www.ProductCampBoston.org
ProductCamp Boston is the world's largest and most exciting
crowd-sourced one-day event for product people. It's
organized by and for product managers, product marketers and
entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product
management and product marketing, product discovery,
product development & design, go-to-market, product strategy
and lifecycle management, and product management 101,
startups, and career development.
www.ProductCampBoston.org
ProductCamp Boston is the world's largest and most exciting crowd-sourced one-day event for product people. It's organized by and for product managers, product marketers and entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product management and product marketing, product discovery, product development & design, go-to-market, product strategy and lifecycle management, and product management 101, startups, and career development.
www.ProductCampBoston.org
163 - Customer Centric Product Management - How To Be AwesomeProductCamp Boston
ProductCamp Boston is the world's largest and most exciting crowd-sourced one-day event for product people. It's organized by and for product managers, product marketers and entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product management and product marketing, product discovery, product development & design, go-to-market, product strategy and lifecycle management, and product management 101, startups, and career development.
www.ProductCampBoston.org
ProductCamp Boston is the world's largest and most exciting crowd-sourced one-day event for product people. It's organized by and for product managers, product marketers and entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product management and product marketing, product discovery, product development & design, go-to-market, product strategy and lifecycle management, and product management 101, startups, and career development.
www.ProductCampBoston.org
158 - Product Management for Enterprise-Grade platforms ProductCamp Boston
ProductCamp Boston is the world's largest and most exciting crowd-sourced one-day event for product people. It's organized by and for product managers, product marketers and entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product management and product marketing, product discovery, product development & design, go-to-market, product strategy and lifecycle management, and product management 101, startups, and career development.
www.ProductCampBoston.org
153- Experience Maps: Essential Tool in Product Innovation StrategiesProductCamp Boston
ProductCamp Boston is the world's largest and most exciting crowd-sourced one-day event for product people. It's organized by and for product managers, product marketers and entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product management and product marketing, product discovery, product development & design, go-to-market, product strategy and lifecycle management, and product management 101, startups, and career development.
www.ProductCampBoston.org
ProductCamp Boston is the world's largest and most exciting crowd-sourced one-day event for product people. It's organized by and for product managers, product marketers and entrepreneurs, so attendees get the most out of the day.
Attendees learn about and discuss topics in product management and product marketing, product discovery, product development & design, go-to-market, product strategy and lifecycle management, and product management 101, startups, and career development.
www.ProductCampBoston.org
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
[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.
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2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
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
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Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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How to Build Roadmaps that Stick - Roadmapping 301 (Bruce McCarthy) ProductCamp Boston may 2013
1. Roadmapping 301
Advanced Roadmapping Class
Bruce McCarthy
Chief Product Person, Reqqs
bruce@reqqs.com
www.reqqs.com
@d8a_driven
1
I’m Bruce McCarthy, Founder and CPP of Reqqs - the smart roadmap tool for product people. I’ve been in product
management for 17 years at companies like iMarket (bought by Dun & Bradstreet) and ATG (bought by Oracle). My
day job currently is VP of Product at NetProspex in Waltham.
I’m here to talk about how to develop roadmaps that stick. This is the advanced class because you guys are well
beyond the basics of H-M-L.
I developed this methodology over time in various jobs. I’ve seen it work over and over again where gut instinct or
endless meetings fail. In talking with other product people, I’ve found the good ones usually develop something
similar. I’ve really just tried to standardize it and genericize it a bit so everyone can benefit.
2. Do roadmaps still
matter?
2
In today’s agile world, do roadmaps still matter? Aren’t we allowed to change direction after each sprint? Actually,
I think roadmaps are needed even more in an agile world. Yes, you can correct course after each sprint, but you
should be correcting course toward something - toward a vision of where you want your product or your company
to be in a year or 2 or 3. You need to stake out that vision and then you need to work out what you think is the
best path to get there. That’s your roadmap.
3. R
3
Your roadmap is also a shield against the constant onslaught of potentially diverting requests from all quarters.
4. “Did [Previous PM] send you his
spreadsheet of [5 trillion un-
prioritized] feature requests?”
- VP Product Management
4
In my experience, large spreadsheets of past feature requests are not usually worth the time to review. Anything
really important will come out in customer or other stakeholder conversations
5. “We need this to close
[big deal] this quarter!”
- Key Sales Person
5
I know a VP of Product who reserves about 5% of his dev team’s capacity just for these things.
6. “37% of our Support calls are about
[oldest, hairiest part of the code].
Can’t we fix it?”
- Support Manager
6
This is a tough one because it’s so reasonable. Look at the ROI on these requests carefully, though, as they won’t
help with new customer acquisition and they will suck up your most senior resources for an extended period.
7. “[Shiny tech thing] will make
[your top priority] much easier!”
- Tech Lead
7
Make them prove it with a schedule for your top priority with and without the shiny tech thing.
8. “[Previously irrelevant competitor]
just shipped [shiny feature]. How are
we going to leapfrog them?”
- VP Marketing
8
I’ve always preferred to solve market problems before marketING problems. Your prospects may not pay nearly as
much attention to your competition as you do.
9. “We gotta drop everything and work
on [meaningless buzzword]. It’s
gonna be huge!”
- VP Sales
9
I’ll talk in a little while about how to roadmap around “transformational items”
10. “If you don’t support [obscure
platform] I can’t buy your stuff.”
- Key Customer CTO
10
Just say no. I used to have the job of determining which 3rd parties to support. It’s really a very simple job. I
figured out that it cost about $1 million per year to add a new supported platform to our testing matrix. That
made the ROI decision really easy. We only ever made an exception once for a multi-million dollar deal.
11. “You can’t add [my pet idea] without
dropping something else? What, is
your whole team lazy?”
- CEO
11
This is my favorite - actually heard - CEO quote. And *proof* that CEOs are bad at math.
12. Roadmaps Inspire
Buy-in from execs
Stick-to-itiveness and over-
delivery from your team
Confidence from Salespeople &
customers
12
A lot of that confidence is about your company and your product, but a lot is also confidence that *you* know
what you’re doing
14. Strategic Goals
“A strategic goal is used
to define the desired
end-state of a war or a
campaign.”
From Wikipedia, the free encyclopedia
14
15. SMART Goals
Specific
Measurable
Attainable
Relevant
Time-bound
15
Your goals usually come from your CEO or your executive team. Strategic goals help you prioritize projects. More
tactical goals are what gets your projects approved. Revenue is nearly always on the list. It’s your job to take what
they give you and translate them into “SMART” goals.
SMART goals are: Specific, Measurable, Attainable, Relevant, Time-bound
16. Typical Goals
Grow the user base
Increase customer satisfaction
Improve performance
Increase referrals
Validated learning
Increase revenue this year
Transformation (revenue in future years)
Generate buzz
16
A tip for when your CEO asks what you are doing that’s “transformative” or “paradigm-shifting” is to think of it as
things that won’t generate significant revenue this year but have a chance to grow it a lot in future years by
entering new markets or serving new needs.
I’ve never been able to get away without including some kind of “coolness” or “buzz factor” goal for anything but
internal projects. If you skip that, someone always complains that we’re not taking into account that we need to
generate excitement in the market to be successful.
17. Pick 2-4 goals
17
If you try to pick one goal, there will always be people (including you) wanting to cram in “just one or two other
little things.” If you pick too many, there is no focus to your project and it’s really hard to prioritize.
But if you pick somewhere around 3 goals, you get a more balanced view and it’s easier to prioritize.
19. Popularity
Your CEO’s Gut
Sales Requests
Analyst Opinions
Most of your customers are
small
He’s no longer in touch with
the market
These change every week
These are mostly backward-
looking
Objective
Prioritization is NOT
19
21. Value / Effort = Priority
21
A simple equation. It’s really the familiar ROI calculation. Effort is the investment you make to generate value in
return. The items in your backlog that have the highest ROI are the ones you should do first, right?
22. Value / Effort = Priority
Value = Estimated
Contribution to Defined
Goals
22
23. Feature G1 G2 E P
A 1 1 2 1
B 1 0 2 0.5
C 2 -1 1 1
(Goal1+Goal2)/Effort = Priority
23
Removing the QA step to ship early means negative numbers for quality (G2)
There is a lot more detail on this prioritization methodology in my Prioritization 301 presentation on SlideShare
and at www.reqqs.com/resources
25. 25
Henry Kissinger was Nixon’s Secretary of State and famously settled things down in the Middle East after the 1967
war using shuttle diplomacy.
26. Shuttle Diplomacy
“Serving as an
intermediary among
principals in a dispute,
without direct principal-to-
principal contact.”
From Wikipedia, the free encyclopedia
26
This is probably THE most important part of the process. You need to get buy-in from your key stakeholders for
your roadmap to be approved and to stick over time. The best way I have found to do this is to meet with them
individually.
28. “I’ve got a draft set of
priorities. Would you
help me refine it?”
28
Don’t go to them with a finished set of goals and priorities, but ask for their HELP and INPUT in the process. Make
the process transparent to them, invite them into it and you’ll get a much better reaction.
30. “I’ll present our
priorities to the executive
team on Friday”
Collaboration
30
When you collaborate on the development of your plan with your key stakeholders, a magical thing happens.
“Your” plan becomes their plan, too. This makes the big review meeting with the execs to approve your roadmap
more of a formality because everyone around the table had a hand in putting together the plan.
32. Transparent Themes
“A group of features tied
together by a simple, clear
benefit, usually to the user”
From Bruce’s Product Person Dictionary
32
You’ll see in a minute what I mean by
“usually”
33. Themes Are Vague
High-level, few words
Make the benefit obvious
Many details rolled up
Cut features & still declare
victory!
33
Yes, they are vague on purpose. Clear in benefit - but vague in implementation.
You can decide to cut specific features within a theme without dropping the theme itself. This helps you manage
expectations and preserve the roadmap in the face of shrinking budgets, shifting resources and slipping
schedules. It allows you to publish a roadmap months out that you can show to execs and even to customers and
still feel confident you can deliver.
If someone asks about a specific feature within a theme (does Easier Scheduling include popup calendars?), your
answer should be: “We’re looking at the best way to make scheduling easier as soon as we can. Popup calendars is
something we’re looking at but I don’t want to pre-judge exactly how it will come out.” It’s like the President
saying “all options are on the table” about Iran.
34. Typical Themes
Simpler Workflow
Faster Checkout
Better Scheduling
Social Connections
Referral Program
New Platform
34
Benefits to customers are things like the first three. Many individual features or tweaks to the UI would roll up into
these themes.
The next two are more like epics, large features with lots of parts you might keep or cut depending on how the
schedule goes. These are valid for the roadmap, too, as long as your stakeholders see the value in them.
Something infrastructure or engineering-oriented like a new platform, API or refactoring can appear on your
roadmap. My bias for customer benefit would argue against it, but if it’s going to leave a large hole in your
roadmap because it’s necessary and it eats up a lot of time, then you should include it on an internal roadmap
(never an external one). At worst, it will prompt a healthy discussion of whether the work is worth the investment.
35. Cutting a theme
needs an explanation
35
The essential difference between a feature and a theme is that you can usually cut a feature without drama, but
cutting a theme requires an explanation at the executive or customer level. A theme is what’s visible on your
roadmap, so publish that with caution.
36. Q1 Q2 Q3 Q4
Theme A Theme C Theme D
Theme E,
Phase II
Theme B
Theme E,
Phase I
Theme F
Theme G
Weaselly Safe Harbor Statement
36
38. Punctuated Equilibrium
“A theory that evolution
proceeds with long periods of
relative stability interspersed
with rapid change.”
Webster's College Dictionary
38
40. Roadmap Change
People expect it
You probably didn’t ship
everything you wanted to
The market situation has changed
You have more information
Execs have ADD
40
42. 5 Roadmap Pillars
1. Strategic goals
2. Objective prioritization
3. Shuttle diplomacy
4. Transparent themes
5. Punctuated equilibrium
PPPPP
42
Ask if your strategic goals are still correct then re-prioritize the things you haven’t yet done, get buy-in, roll up to
themes... and you’ve got a revised roadmap to publish.