This document outlines exercises for teams to develop a product vision, including creating a vision statement, developing a product vision board detailing the target market, needs addressed, product features and value, and designing a vision box to "sell" the product vision. The exercises guide teams through collaboratively defining the overarching goal or reason for the product to inspire and guide its development.
An introduction to the product vision board. The product vision board has originally been created by Roman Pichler. In the light of the courses we teach at Ghent University I added some changes.
The notes can be found in the ppt.
A/B Testing for New Product Launches by Booking.com Sr PMProduct School
Main takeaways:
-There is no one right way of validating a product, A/B testing is just one of them
-Get your product 'qualitatively' validated before 'quantitatively' validating
-Use holdouts to measure the long term success of your new products, while running A/B test in parallel
Focus On What Matters - From Product Vision to Product RoadmapOneUp Vitamins
Focus on what matters when going from product vision to product roadmap. Held at the Agile Product Delivery meetups and one of the favourites for our Lunch & Learn sessions..
A comprehensive introduction to Product Management that will teach you the difference between a product and service, feature and benefit, product management vs. project management, will introduce the product life cycle, product development process and the three core concepts of Product Management – UX, business and tech. Get ready for some amazing examples on how companies like Google, Facebook, AirBnB, Shopify, Apple build everlasting products. While other companies like Blackberry fail to innovate. Get a glimpse into future products such as self driving cars, Google Glass and the kitchen robot.
Practical Steps in Determining Your Product Vision (Product Tank Bristol - Oc...cxpartners
In this talk that I gave at ProductTank Bristol I created a product vision for a global health insurance client, including a new workshop format that you can use yourself to determine your own product vision statement.
Roadmapping the Product Roadmap (ProductCamp Boston 2016)ProductCamp Boston
Ask 10 people what a product roadmap is and you will get 10 different answers! This little artifact is an often misunderstood component of product development, but an incredibly important one to get right. Creating a great one is part art and part science. In this session we will talk through the real purpose of a roadmap and how it can be used to get the most out of your project and team. We'll unpack the key steps in the process and shed more light on the tools and frameworks that can be used to ensure a successful roadmapping effort. If all goes well we'll even get a chance to practice a bit so we can see what it means to actually translate this stuff into real-life scenarios.
About C. Todd Lombardo
C. Todd is a leader who wears many hats, all at once: Author, designer, scientist, professor, and visualizer. After originally beginning his career in science, C. Todd shifted his focus to product and design, ultimately innovating, designing, and managing products for countless companies large and small. A teacher and speaker at heart, he frequently speaks at conferences and has directed five TEDx events in two countries. C. Todd serves as Adjunct Faculty at IE Business School in Madrid, and co-authored the book "Design Sprint," published by O'Reilly. Not only is he a chemistry Ph.D. dropout, but he also founded ProductCamp Boston. Those two facts may or may not be related.
An introduction to the product vision board. The product vision board has originally been created by Roman Pichler. In the light of the courses we teach at Ghent University I added some changes.
The notes can be found in the ppt.
A/B Testing for New Product Launches by Booking.com Sr PMProduct School
Main takeaways:
-There is no one right way of validating a product, A/B testing is just one of them
-Get your product 'qualitatively' validated before 'quantitatively' validating
-Use holdouts to measure the long term success of your new products, while running A/B test in parallel
Focus On What Matters - From Product Vision to Product RoadmapOneUp Vitamins
Focus on what matters when going from product vision to product roadmap. Held at the Agile Product Delivery meetups and one of the favourites for our Lunch & Learn sessions..
A comprehensive introduction to Product Management that will teach you the difference between a product and service, feature and benefit, product management vs. project management, will introduce the product life cycle, product development process and the three core concepts of Product Management – UX, business and tech. Get ready for some amazing examples on how companies like Google, Facebook, AirBnB, Shopify, Apple build everlasting products. While other companies like Blackberry fail to innovate. Get a glimpse into future products such as self driving cars, Google Glass and the kitchen robot.
Practical Steps in Determining Your Product Vision (Product Tank Bristol - Oc...cxpartners
In this talk that I gave at ProductTank Bristol I created a product vision for a global health insurance client, including a new workshop format that you can use yourself to determine your own product vision statement.
Roadmapping the Product Roadmap (ProductCamp Boston 2016)ProductCamp Boston
Ask 10 people what a product roadmap is and you will get 10 different answers! This little artifact is an often misunderstood component of product development, but an incredibly important one to get right. Creating a great one is part art and part science. In this session we will talk through the real purpose of a roadmap and how it can be used to get the most out of your project and team. We'll unpack the key steps in the process and shed more light on the tools and frameworks that can be used to ensure a successful roadmapping effort. If all goes well we'll even get a chance to practice a bit so we can see what it means to actually translate this stuff into real-life scenarios.
About C. Todd Lombardo
C. Todd is a leader who wears many hats, all at once: Author, designer, scientist, professor, and visualizer. After originally beginning his career in science, C. Todd shifted his focus to product and design, ultimately innovating, designing, and managing products for countless companies large and small. A teacher and speaker at heart, he frequently speaks at conferences and has directed five TEDx events in two countries. C. Todd serves as Adjunct Faculty at IE Business School in Madrid, and co-authored the book "Design Sprint," published by O'Reilly. Not only is he a chemistry Ph.D. dropout, but he also founded ProductCamp Boston. Those two facts may or may not be related.
Product Roadmap Prioritization by Amazon Principal PMProduct School
Main Takeaways:
- Helps you build your own frameworks as per your business and the stage of growth
- Make unbiased decisions while prioritization - convincing partner teams for central platforms specifically
- Formulate metrics for prioritization given a variety of constraints
Building an Amazing Relationship Between Product Management and MarketingProductPlan
It's not unusual for friction to exist between product and marketing teams — especially because "product manager" and "product marketing manager" are often loosely defined job functions. In this webinar, we'll share five practical tips for how product managers and marketers can work better together.
Introduction to Product Management. You will understand what product management is and what does a product manager do.
Product Manager is a job position highly demanded in tech companies. They assure to deliver great quality products.
How to Think Big as a Product Manager by Amazon Sr PMProduct School
Main Takeaways:
- The problem you think you are solving for customers might not be the right problem
- When there is a ton of ambiguity and complexity, finding the product/market fit often involves trial and error
This is my deck on Who a product manager is.
This is been built on the basis on my readings and finding of Product Management with 6 years of experience practicing in mid size and start ups
All content are not mine and have been inspired and taken from other posts in the social world.
As a product manager, your entire job revolves around deciding what you need to do next, in other words, having a product strategy. Successful product strategy means balancing all factors such as internal capabilities, competitive landscape, user needs and available opportunities. Moharyar discusses these challenges and provides a few simple frameworks one can apply to assess which direction to take to ensure the overall success of their product.
Moharyar has over 5 years’ experience as a product manager, working for companies such as Apple, Bell and Loblaw Digital. Moharyar is passionate about early stage start-ups and is a lead instructor for Product Management at BrainStation. His background in engineering, combined with his Master's in Business Administration from Queen's University, has allowed him to develop a deep understanding of product management. Moharyar blogs on popular Product concepts and at one point was the number 1 “Most Viewed Author” on Minimum Viable Product on Quora.
You can find Moharyar on Twitter @MoeAli454
---------------------------------
Join us in the #toronto channel on Slack: http://slack.mindtheproduct.com/
2017 Workshop at Stanley Black & Decker Digital Summit on how to de-risk product development using rapid prototyping and real world testing with customers early in the product development lifecycle
Creating Actionable Product Strategy by Turo Director of ProductProduct School
Main Takeaways:
- Measure what matters – Establishing the right metrics and KPIs early on can provide tremendous clarity. Driving towards the wrong goals can result in team misalignment, at best, and a failed product strategy, at worst.
- Distinguish the highest impact ideas from the good ideas
- Most companies have lots of good ideas. PMs must separate the great from the good, and craft product strategies that yield the highest impact outcomes for their customers and business.
Iterate, based on customer feedback & data – Great product strategies should evolve over time, with the ongoing incorporation of customer feedback, data, and stakeholder input. Strategies developed in a vacuum are unlikely to succeed, as are strategies that fail to evolve with the changing needs of customers.
The Product Visioning Workshop: A Proven Method for Product Planning and Prio...Perfetti Media
Is your team looking for new product concepts to capture a new market? Do you need to establish a long-term product strategy? Are you working to set a direction to drive roadmap decisions?
In this presentation, we will share a proven approach for creating a long-term product vision that your team can understand and rally behind. We will share all of the techniques you'll need to successfully run a Product Visioning Workshop with your product team and business stakeholders.
You will learn how to create a long-term vision for your product, establish consensus and buy-in across your organization, and prioritize features for the product roadmap. Your product managers will come away equipped to create roadmaps that align with your long-term product strategy.
Let's talk about the job of a product manager and how to do it really well. Based off of this post: https://medium.com/@joshelman/a-product-managers-job-63c09a43d0ec#.v0kdyf816
Sachin Rekhi shares the 4 dimensions of product management (vision, strategy, design, execution), discusses where product managers fit in the R&D organization, and how product management roles differ across and within companies.
Product Marketing: Moving the Needle (ProductCamp Boston 2016)ProductCamp Boston
The other "products" group... Product Management is probably better understood and more established at most companies than Product Marketing. Everyone in Product Marketing has to explain that "no, we don't own the product roadmap", Product Management does that (involves a lot of heavy lifting), we are working on the "go-to-market" strategies/tactics, guiding marketing and sales to make the most of what Development and Product Management has created. Also, want to cover the three basic ways that Product Marketing can "move the needle" beyond a company's day-to-day run rate...
About Larry Concannon
From engineering degree to sales engineering position to MBA to product management to product marketing... what a long strange trip it has been...
“Teamwork is the ability to work together towards a common vision. The ability to direct individual accomplishments towards organizational objectives. It is the fuel that allows common people to attain uncommon results.” – Andrew Carnegie
Research has proven that a key ingredient of any successful team is a shared vision. When each team member knows that they are doing something of value and that their individual contribution is essential for the success of the team, they are more committed to the result.
Join us for an interactive session where you will learn how to create and communicate a company, product or project vision using the following tools and techniques (and more):
Elevator Statement: communicate the vision in less than 30 seconds (the average time span of an elevator ride)
Product Vision Board : Validate your ideas and assumptions about the target group, user needs, key product features and value the product should deliver
Vision Box: If your product or initiative were marketed in a box, what would it look like?
These tools and techniques are suitable for teams in both an Agile and Waterfall environment and will encourage participation from even the most challenging stakeholder!
Main takeaways
Get practical hands-on experience using all of the above techniques
Discover the OMG (Object Management Group) Business Motivation Model and learn the difference between “Mission” and “Vision” and how “Courses of Action” help to attain “Desired Results”.
Defining the business need and vision is a key task of the BABOK Enterprise Analysis knowledge area and a critical part of any business analysis effort. Use these techniques as an alternative to the options available in the BABOK.
So, inspiration has struck you with a great idea. But how do you then build a successful business...
This presentation contains practical experience from both my successes and failures as an entrepreneur in Africa's largest economy.
The thoughts shared in this presentation have largely been influenced by the Lean Start-up, Customer Discovery and Business Model Innovation movements led by Eric Ries, Steven Blank and Alex Osterwalder
Product Roadmap Prioritization by Amazon Principal PMProduct School
Main Takeaways:
- Helps you build your own frameworks as per your business and the stage of growth
- Make unbiased decisions while prioritization - convincing partner teams for central platforms specifically
- Formulate metrics for prioritization given a variety of constraints
Building an Amazing Relationship Between Product Management and MarketingProductPlan
It's not unusual for friction to exist between product and marketing teams — especially because "product manager" and "product marketing manager" are often loosely defined job functions. In this webinar, we'll share five practical tips for how product managers and marketers can work better together.
Introduction to Product Management. You will understand what product management is and what does a product manager do.
Product Manager is a job position highly demanded in tech companies. They assure to deliver great quality products.
How to Think Big as a Product Manager by Amazon Sr PMProduct School
Main Takeaways:
- The problem you think you are solving for customers might not be the right problem
- When there is a ton of ambiguity and complexity, finding the product/market fit often involves trial and error
This is my deck on Who a product manager is.
This is been built on the basis on my readings and finding of Product Management with 6 years of experience practicing in mid size and start ups
All content are not mine and have been inspired and taken from other posts in the social world.
As a product manager, your entire job revolves around deciding what you need to do next, in other words, having a product strategy. Successful product strategy means balancing all factors such as internal capabilities, competitive landscape, user needs and available opportunities. Moharyar discusses these challenges and provides a few simple frameworks one can apply to assess which direction to take to ensure the overall success of their product.
Moharyar has over 5 years’ experience as a product manager, working for companies such as Apple, Bell and Loblaw Digital. Moharyar is passionate about early stage start-ups and is a lead instructor for Product Management at BrainStation. His background in engineering, combined with his Master's in Business Administration from Queen's University, has allowed him to develop a deep understanding of product management. Moharyar blogs on popular Product concepts and at one point was the number 1 “Most Viewed Author” on Minimum Viable Product on Quora.
You can find Moharyar on Twitter @MoeAli454
---------------------------------
Join us in the #toronto channel on Slack: http://slack.mindtheproduct.com/
2017 Workshop at Stanley Black & Decker Digital Summit on how to de-risk product development using rapid prototyping and real world testing with customers early in the product development lifecycle
Creating Actionable Product Strategy by Turo Director of ProductProduct School
Main Takeaways:
- Measure what matters – Establishing the right metrics and KPIs early on can provide tremendous clarity. Driving towards the wrong goals can result in team misalignment, at best, and a failed product strategy, at worst.
- Distinguish the highest impact ideas from the good ideas
- Most companies have lots of good ideas. PMs must separate the great from the good, and craft product strategies that yield the highest impact outcomes for their customers and business.
Iterate, based on customer feedback & data – Great product strategies should evolve over time, with the ongoing incorporation of customer feedback, data, and stakeholder input. Strategies developed in a vacuum are unlikely to succeed, as are strategies that fail to evolve with the changing needs of customers.
The Product Visioning Workshop: A Proven Method for Product Planning and Prio...Perfetti Media
Is your team looking for new product concepts to capture a new market? Do you need to establish a long-term product strategy? Are you working to set a direction to drive roadmap decisions?
In this presentation, we will share a proven approach for creating a long-term product vision that your team can understand and rally behind. We will share all of the techniques you'll need to successfully run a Product Visioning Workshop with your product team and business stakeholders.
You will learn how to create a long-term vision for your product, establish consensus and buy-in across your organization, and prioritize features for the product roadmap. Your product managers will come away equipped to create roadmaps that align with your long-term product strategy.
Let's talk about the job of a product manager and how to do it really well. Based off of this post: https://medium.com/@joshelman/a-product-managers-job-63c09a43d0ec#.v0kdyf816
Sachin Rekhi shares the 4 dimensions of product management (vision, strategy, design, execution), discusses where product managers fit in the R&D organization, and how product management roles differ across and within companies.
Product Marketing: Moving the Needle (ProductCamp Boston 2016)ProductCamp Boston
The other "products" group... Product Management is probably better understood and more established at most companies than Product Marketing. Everyone in Product Marketing has to explain that "no, we don't own the product roadmap", Product Management does that (involves a lot of heavy lifting), we are working on the "go-to-market" strategies/tactics, guiding marketing and sales to make the most of what Development and Product Management has created. Also, want to cover the three basic ways that Product Marketing can "move the needle" beyond a company's day-to-day run rate...
About Larry Concannon
From engineering degree to sales engineering position to MBA to product management to product marketing... what a long strange trip it has been...
“Teamwork is the ability to work together towards a common vision. The ability to direct individual accomplishments towards organizational objectives. It is the fuel that allows common people to attain uncommon results.” – Andrew Carnegie
Research has proven that a key ingredient of any successful team is a shared vision. When each team member knows that they are doing something of value and that their individual contribution is essential for the success of the team, they are more committed to the result.
Join us for an interactive session where you will learn how to create and communicate a company, product or project vision using the following tools and techniques (and more):
Elevator Statement: communicate the vision in less than 30 seconds (the average time span of an elevator ride)
Product Vision Board : Validate your ideas and assumptions about the target group, user needs, key product features and value the product should deliver
Vision Box: If your product or initiative were marketed in a box, what would it look like?
These tools and techniques are suitable for teams in both an Agile and Waterfall environment and will encourage participation from even the most challenging stakeholder!
Main takeaways
Get practical hands-on experience using all of the above techniques
Discover the OMG (Object Management Group) Business Motivation Model and learn the difference between “Mission” and “Vision” and how “Courses of Action” help to attain “Desired Results”.
Defining the business need and vision is a key task of the BABOK Enterprise Analysis knowledge area and a critical part of any business analysis effort. Use these techniques as an alternative to the options available in the BABOK.
So, inspiration has struck you with a great idea. But how do you then build a successful business...
This presentation contains practical experience from both my successes and failures as an entrepreneur in Africa's largest economy.
The thoughts shared in this presentation have largely been influenced by the Lean Start-up, Customer Discovery and Business Model Innovation movements led by Eric Ries, Steven Blank and Alex Osterwalder
VicHealth Physical Activity Innovation Challenge Concept Development Workshop...Doing Something Good
Our slides from the Concept Development Workshop with VicHealth Wed 10 September 2014. Participants, 12 teams, were finalists in the Physical Activity Innovation Challenge. They included representatives from sporting clubs and associations, health and fitness professionals, policy makers, entrepreneurs and change makers. The Concept Development Workshop was the third of a three-part workshop series to build capability in the sector to generate and implement innovative ideas to get Victorians active, and to help applicants for the VicHealth Innovation Challenge to develop their ideas to get the inactive active and reach the hard to reach. Participants were led through the development of a Business Model Canvas for their concept. Learn more about the VicHealth Innovation Challenge here: http://challenge.vichealth.vic.gov.au/
Introduction to Lean Startup tools - Bank of IrelandRaomal Perera
This is an introductory talk on the value of some of the tools we use in Lean Startup such as Business Model Canvas, Value Proposition Design & Mapping the Environment.
How product culture drives organizational impact by Tony Fadel [Engineerex]TonyFadel2
We discuss what a product culture is, how it benefits your organization and we share a framework of simple steps to implement a strong product culture in your org
Indian Product Manager with global stakeholders, how to make that work? by Go...Pinkesh Shah
Gopal Shenoy, a 14 year veteran of software product management in the United States. A frequently sought after speaker at several product management conferences and a featured product manager at institutes like Pragmatic Marketing, Gopal runs one of the best ranked product management blog in the world at productmanagementtips.com Gopal is currently the Director of Product Management at Gazelle.com in Boston, USA where he is leading the product efforts to enable consumers to trade-in over 250,000 used electronic gadgets for cash.
Whether you are currently a product manager or if you are aspiring to become a Product Manager, this seminar is for you! Join us to listen to Gopal deliver an inspirational seminar on the changing role of a Product Manager in a distributed ecosystem of customers and stakeholders, influence of social media on behaviors of prospective customers and how Indian Product Managers can position themselves for success in such a global business environment.This is your opportunity to ask one of the industry’s accomplished practitioners on how to go about building products that will succeed in the marketplace.
For more info you can visit www.adaptivemarketing.in
The product roadmap is a plan of action that outlines of tactical steps to execute the product strategy pushing the product ahead in the trajectory of planned direction in alignment with the product vision while accomplishing short-term and long-term product objectives
We give you a framework for creating a B2B Sales Playbook - section by section, with key info about questions to consider when writing your own Sales Playbook.
Find out more about how to create your own Sales Playbook at: https://contemsa.com/sales-playbook/
Finding Product/Market Fit is the holy grail for each early-stage founder. In this presentation we share our learnings from the signals Pre-Seed Program (hellosignals.com/pre-seed) with hands-on examples and tools on how to prototype, validate your hypotheses, market need and business model.
Regional Scrum Gathering Nov 2018 - Agile Armies as a supporting model for se...IQ Business - agility@IQ
A fundamental ingredient for high-performing teams is self-organisation. And what better example of high-performance teams in action than the Navy SEALs!
Many see the military as a bureaucratic, command and control, top-down organisation. Yet, elements of military leadership align to Agile principles, like: small teams, decentralised decision making, discipline as a mechanism for autonomy, a common shared vision and purpose
Join me as we walk through practical application of how to:
- Recognise the importance of clarity and direction for teams
- Determine the boundaries and constraints required to operate as a self-organised team
- Apply practices and tools to create the environment needed for high-performance
Are you ready to become a Servant Leader Navy SEAL style? HOOYAH!
HOW IT AND TALENT CAN WORK TOGETHER TO DRIVE ORGANISATIONS TO BE MORE AGILEIQ Business - agility@IQ
FORWARD-THINKING AFRICAN EMPLOYERS ARE MOVING AWAY FROM ‘LEGACY THINKING’ TOWARDS ‘AGILE THINKING’. BUT WHAT EXACTLY DOES THIS MEAN? HOW CAN YOU MAKE THE MOVE TOWARDS AGILE WORK PROCESSES?
LEARN ABOUT WHAT IT MEANS TO WORK IN AN AGILE WAY, INCLUDING:
Principles of lean thinking and agile methodologies in HR
How can HR support IT departments to be more agile and vice versa?
Driving adaptability, innovation, collaboration and speed in your organisation
This talk was presented at the Regional Scrum Gathering in India on the 6th and 7th of September in Bengalore. The SA Agile index report provided an opportunity to share experiences, observations and research into the state of Agile in South Africa and share these with our Indian colleagues and friends
Over the last 7 years of being involved in Agile adoptions in South Africa, primarily, at large financial services organisations, I have observed trends that have made the adoption of Agile particularly challenging. These are as follows:
Lack of business engagement – most Agile adoptions are driven by IT and ignore business
Program execution – coordination of large programmes
Team delivery – delivery teams are provided with the necessary constraints, conditions and purpose
Lack of systems thinking – extending agility to all the supporting functions in the organisation
Lack of Change management – typically mandated from executives to deliver the promise of Agile, however, leaders underestimate the impact on people
The talk is aimed at individuals and organisations that are currently on or starting an Agile adoption by discussing each of these challenges identified and validated through the research as well as providing some options in addressing these challenges.
Are we Agile or Fragile? Agile Africa 2017 - Reflections from the IQbusiness ...IQ Business - agility@IQ
IQbusiness and agility@IQbusiness conducted an inaugural State of Agile research report. The attached presentation presents our findings through both quantitative and qualitative research
We perceive military organisations such as Navy seals or the army to be bureaucratic, command-and-control, top-down organisations - on some occasions resembling our traditional corporates, however, high-performing teams in the military apply leadership principles at all levels. The talk outlines these leadership principles required to create high-performing teams in any context using anecdotes and stories from authors such as Jocko Willken and David Marquet. Ultimately, individuals and teams need to take Extreme Ownership of what they do in order to drive success
An Agile NDP - Agile in Government (Time to talk, Time to act).5.2. SUGSA 04 NovIQ Business - agility@IQ
Agile has been around for many years in the private enterprise primarily in IT (Software). However, is there an opportunity to use Agile principles, specifically, Radical Management Principles from Steve Denning to government initiatives. In this context, could it be applied to the National Development Plan that is a set of great visionary outcomes for South Africa in 2030.
Time to talk, Time to act - LeaderEx 2016 by Adam Craker and Biase De GregorioIQ Business - agility@IQ
It’s time to speak, it’s time to act
In preparation of the SmartGrowth 2016 conference in September, we have researched the key imperatives to stimulate an economy that is not growing. One of the recommended actions is to implement an Agile NDP.
I have worked in many organisations (mainly large financial institutions) where they are embarking on Agile transformation. They typically have the best intent, but as teams start going through the journey, they get blocked by all the organisational impediments that exist. For teams, this is mainly related to high-levels of bureaucratic processes, governance to get Software released into the production environment. This typically leads to a Water-Scrum-Fall environment, where teams build features in sprints, but can only deploy in a big-bang approach as the environment doesn’t support them. Over and above, they then need to handover to a production team that will support the software. Ultimately, the customer suffers as they have to wait months to obtain valuable features.
“Continuous Delivery (CD) and DevOps are both complementary ways of working. The former assists with shipping quality software quickly, the latter helps harmonize the teams that deliver and support said software. Both approaches can help you to optimize, streamline, and improve the way you work. Ultimately, both will help you ship quality software” – Continuous Delivery and DevOps - A quickstart Guide (2nd Edition) – Paul Swartout
The adoption and growth of DevOps is accelerating and I believe this is as a result of organisations adopting Agile and struggling implementing the principles and practice that the Agile Manifesto promotes – E.g. early and continuous delivery of valuable software, deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
I have been assisting a large financial institution with their Enterprise Agile transformation and they have acknowledged the importance of DevOps to enable their teams to be more ‘Agile’ and ultimately change the way they work.
My talk will introduce important concepts and understanding of the following:
- Introducing CD and DevOps,
- What are the common myths about DevOps,
- How Agile and DevOps are highly complementary to deliver valuable, working software
- Practical experience and story of how we approached the adoption of DevOps in a large financial institution and lessons learned
CA Symposium - Be more like that start-up you’re trying to avoid being disrup...IQ Business - agility@IQ
In a digital world, startups are challenging established enterprises that should have a head start due to their existing customer base, data and money. Startups have the passion, accountability and motivation that may be lacking in these established organisations.
The focus for the enterprise to remain ahead is to be customer obsessed, be digitally savvy and adopt an agile mindset, whilst changing the culture of the organisation to allow people to drive purpose, autonomy and mastery.
Presented by Biase De Gregorio and Rafael Rodriguez
Have you ever facilitated a workshop or meeting, but felt like something was missing? Do you find your workshop notes or meeting minutes are a long list of action points, with little to remind you about the conversations you had? Have you ever wanted to be more creative in your facilitation style?
A core skill of any Business Analyst, whether in a traditional or agile environment, is the ability to effectively facilitate meetings and workshops. Often, we rely on a scribe (or our memory) to record the details of the workshop or meeting, placing emphasis on written word rather than on the conversation that took place. Why not use something everyone can understand? Pictures!
Luckily, you don’t have to be an artist to make your meetings and workshops more stimulating and engaging. Join me as we create a visual vocabulary to use during facilitation sessions. We will also learn new ways to put your flip chart to good use – it’s not just for parking lots anymore!
Looking Beyond Agile - Using Customer Experience Management (CEM) To Build th...IQ Business - agility@IQ
Customer Experience management (CEM) and Agile are two current buzz words in the industry that everyone is talking about. This presentation will describe the key principles of both philosophies and demonstrate how these two approaches align.
Agile is about delivering customer value frequently and early. However, it is not only about doing Agile really well, but ensuring that we are delivering the product that meets customer expectations.
Gartner defines CEM as “the practice of designing and reacting to customer interactions to meet or exceed customer expectations and, thus, increase customer satisfaction, loyalty and advocacy.” Therefore, using CEM, it allows organisations to determine what true customer value really is, and enables you to prioritise features and items on the product backlog based on this value. This approach ensures that you are truly meeting your customer needs, and in doing so, providing a competitive advantage for your organisation.
The presentation is a 45 minute talk that will focus on how these two levers align to deliver true customer value as well as introducing practical techniques to derive a product backlog that meets your customer needs.
Using Scrum and Experiments to industrialise and Scale DevOps in a Large BankIQ Business - agility@IQ
All super heroes need tools… like thor’s hammer or iron man’s suit, scrum teams require dev ops to make them powerful
All Super heroes have awesome gadgets, tools and support to allow them to be as powerful as they are. For example, Thor has the hammer, Iron Man has the suit and Batman has Lucius Fox that supports Batman with running his business and provides the car, weapons and gadgets.
Scrum teams also require the necessary support, tools and gadgets to make them Super Heroes. This is where DevOps fits in.
I have worked in many organisations (mainly large financial institutions) where they are embarking on Agile transformation. They typically have the best intent, but as teams start going through the journey, they get blocked by all the organisational impediments that exist. For teams, this is mainly related to high-levels of bureaucratic processes, governance to get Software released into the production environment. This typically leads to a Water-Scrum-Fall environment, where teams build features in sprints, but can only deploy in a big-bang approach as the environment doesn’t support them. Over and above, they then need to handover to a production team that will support the software. Ultimately, the customer suffers as they have to wait months to obtain valuable features.
“Continuous Delivery (CD) and DevOps are both complementary ways of working. The former assists with shipping quality software quickly, the latter helps harmonize the teams that deliver and support said software. Both approaches can help you to optimize, streamline, and improve the way you work. Ultimately, both will help you ship quality software” – Continuous Delivery and DevOps - A quickstart Guide (2nd Edition) – Paul Swartout
The adoption and growth of DevOps is accelerating and I believe this is as a result of organisations adopting Agile and struggling implementing the principles and practice that the Agile Manifesto promotes – E.g. early and continuous delivery of valuable software, deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
I have been assisting a large financial institution with their Enterprise Agile transformation and they have acknowledge the importance of DevOps to enable their teams to be more ‘Agile’ and ultimately change the way they work.
My talk will introduce important concepts and understanding of what is CD and DevOps by my practical experience and story of how we are using Scrum to build the DevOps capability; with the objective of industrialising DevOps within the organisation allowing the teams to then deliver working software frequently.
Alignment between CEM and Agile - Building the Right product - BASSA2015IQ Business - agility@IQ
Alignment between CEM and Agile - Building the Right product - BASSA2015
Using Agile and CEM to ensure that you are building the right product.
Customer Experience management (CEM) and Agile are two current buzz words in the industry that everyone is talking about. This presentation will describe the key principles of both philosophies and demonstrate how these two approaches align.
Agile is about delivering customer value frequently and early. However, it is not only about doing Agile really well, but ensuring that we are delivering the product that meets customer expectations.
Gartner defines CEM as “the practice of designing and reacting to customer interactions to meet or exceed customer expectations and, thus, increase customer satisfaction, loyalty and advocacy.” Therefore, using CEM, it allows organisations to determine what true customer value really is, and enables you to prioritise features and items on the product backlog based on this value. This approach ensures that you are truly meeting your customer needs, and in doing so, providing a competitive advantage for your organisation.
The presentation will focus on how these two levers align to deliver true customer value as well as introducing practical techniques to derive a product backlog that meets your customer needs.
Pavel Dabrytski - Agile Africa 2015 - Agile Economics - budgets, contacts, ca...IQ Business - agility@IQ
How to budget and capitalise your Agile projects. Interactive posters used in the Agile Africa Conference 2015. Great feedback from the attendees at the conference.
Ignore middle managers at your peril!!!. Why middle managers hold the key to ...IQ Business - agility@IQ
Lack of Executive buy-in is known to be one the leading causes of failed Agile transformations! But what about another level of management buy-in that can either make or break your agile transformation efforts… Middle management!
Based on my experience in large corporate organisations undergoing an agile transformation, I have encountered massive support and buy-in from senior leadership and executives. Yet, still some of these transformations have failed to see the significant improvement in results that there were expecting. Middle management are often overlooked in Agile transformation initiatives, yet they are the people most effected by the change… and therefore the most likely to resist.
TransUnion, the leading credit bureau in South Africa is constantly looking to maintain its leader position through continuous improvements. The organisation wanted their
development teams to improve their time to market, be more productive and improve the quality of the development teams’ work. TransUnion planned to achieve this by replacing their traditional software development methodology with Scrum. In order to achieve the
objective, IQ Business, through the Agile service offering (agility@IQ) was tasked with taking 3 of TransUnion’s development teams through an Agile transformation journey.
SUGSA JHB 10 Agile anti-patterns in distributed teams 2014 - Pavel DabrytskiIQ Business - agility@IQ
Presentation at the Scrum User Group presented by Pavel Dabrytski (IQ Agile coach and trainer)
Discussion around common agile anti-patterns and the way to ensure that your team does not fall into this cycle
Ensuring you extract all the value from Scrum
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
3. 3
“Would you tell me, please, which way I ought to go from here?“
"That depends a good deal on where you want to get to," said the Cat.
"I don't much care where -" said Alice.
"Then it doesn't matter which way you go," said the Cat.
“As long as I get somewhere," Alice added as an explanation.
"Oh, you're sure to do that," said the Cat, "if you only walk long enough.“
Lewis Carroll -Alice's Adventures in Wonderland
4. 4
the business motivation model
END
MEANS
Vision
Mission
Course of Action
Desired Result
Goal
Objective
Strategy
Tactic
The Business Motivation Model –Object Management Group v 1.0
Channels efforts towards
5. 5
what is a vision?
A Vision acts as the overarching goal, galvanizing and guiding people, it is the product or project’s reason for being…
A good vision will answer the following questions:
1.Who is choosing? Who is using?
2.What needs will the project address? What value will it add?
3.What attributes are critical for success?
4.What are the unique selling points?
5.How are we going to make money?
6.Is it feasible?
6. 6
how can a vision help us?
•Establish a common goal
•Set the building blocks for innovation
•Ensure we build the right things
•Create focus
•Tell a story, inspire people
8. 8
what’s in it for me?
•Reduce rework
•Increase collaboration
•Increase outcome / value
•Increase customer satisfaction
•Help with making decisions
•Intrinsic motivator
•Self-organised teams
9. 9
exercise 1: create a new product
In your teams, decide on a product that you will use for the practical vision exercises during this workshop
•It can be a new product, or a concept you are currently working on
•If you are stuck for an idea, let us know!
11. 11
the product vision board
Vision Statement
Target Group
-Which market segment does the product address?
-Who do we believe we are trying to serve?
-Who is buying?
-Who is buying in?
Needs
-Which needs doesthe product fulfil?
-What problems and pain points does the product remove?
-What benefits or gains does it create?
Product
-What are the 3 to 5 top features?
-Features must address needs identified!
-What are it’s unique selling points?
Value
-How is the product goingto benefit the company?
e.g. Increase Revenue, enter a new market, develop the brand, reduce cost
Crisp, clear, concise summary of the vision/ idea. Say a lot in a few words!!
www.romanpichler.com
12. 12
exercise 2: product vision board
As a team, discuss and complete the following two sections of the Product Vision Board:
Target Market
•Which market segment does the product address?
•Who do we believe we are trying to serve?
•Who is buying?
•Who is buying in?
Needs
•Which needs does the product fulfil?
•What problems and pain points does the product remove?
•What benefits or gains does it create?
13. 13
the product vision board
Vision Statement
Target Group
-Which market segment does the product address?
-Who do we believe we are trying to serve?
-Who is buying?
-Who is buying in?
Needs
-Which needs doesthe product fulfil?
-What problems and pain points does the product remove?
-What benefits or gains does it create?
Product
-What are the 3 to 5 top features?
-Features must address needs identified!
-What are it’s unique selling points?
Value
-How is the product goingto benefit the company?
e.g. Increase Revenue, enter a new market, develop the brand, reduce cost
Crisp, clear, concise summary of the vision/ idea. Say a lot in a few words!!
www.romanpichler.com
15. 15
the vision statement
•Shared and unifying
•Everyone in the project team should buy into it
•“A vision is truly shared when you and I have a similar picture and are committed to one another having it, not just to each of us, individually having it” –Peter Senge 2006
•Broad and engaging
•It needs to inspire
•It needs to provide direction, but leave enough room for creativity
•It needs to be descriptive, but not specific
•Short and sweet
•Less is more
•Keep it brief and concise
•Clear and visible
16. 16
To provide access to the world’s information in one click Google
18. 18
Our vision is to put joy in kids’ hearts and a smile on parents’ faces Toys 'R' Us
19. 19
Reebok is dedicated to providing each and every athlete -from professional athletes to recreational runners to kids on the playground -with the opportunity, the products, and the inspiration to achieve what they are capable of. Everyone has the potential to do great things. As a brand, Reebok has the unique opportunity to help consumers, athletes and artists, partners and employees fulfil their true potential and reach heights they may have thought un- reachable.
20. 20
A computer on every desktop in every home Microsoft (1970’s)
21. 21
A computer in the hands of everyday people Apple Computers (1970’s)
23. 23
the elevator pitch
•Ask a question
“Do you know how millions of people search Google every day using keywords to find what they are looking for?”
•Say what it is you do
“Well what I do is help business owners get their website ranked in the top position on Google for keywords people would use to find their business online.”
•List the main benefit you give
“This helps increase their revenue by bringing targeted leads directly to them.”
24. 24
As a team, describe the vision for your product using either a vision statement or Elevator pitch format.
Remember to update your Product Vision Board with the vision statement!
exercise 3: craft your vision statement
25. 25
the product vision board
Vision Statement
Target Group
-Which market segment does the product address?
-Who do we believe we are trying to serve?
-Who is buying?
-Who is buying in?
Needs
-Which needs doesthe product fulfil?
-What problems and pain points does the product remove?
-What benefits or gains does it create?
Product
-What are the 3 to 5 top features?
-Features must address needs identified!
-What are it’s unique selling points?
Value
-How is the product goingto benefit the company?
e.g. Increase Revenue, enter a new market, develop the brand, reduce cost
Crisp, clear, concise summary of the vision/ idea. Say a lot in a few words!!
www.romanpichler.com
27. 27
How to Play
•Product Name
•Who’s choosing?
•Who’s using?
•What’s the product?
Fill the Box
•Tagline or slogan?
•Compelling features?
•Benefits?
•Language
Make the Box
•The team “sells” the product back to the rest of group
Sell the Box
28. 28
As a team, design the front and back of your vision box
Don’t forget to work on your sales pitch!
•Back
•Detailed features on the back
•Operating Requirements
exercise 4: design the box
•Front:
•Product Name
•Some sort of graphic
•3 key bullet points
•Include a short and snappy vision statement
29. 29
the product vision board
Vision Statement
Target Group
-Which market segment does the product address?
-Who do we believe we are trying to serve?
-Who is buying?
-Who is buying in?
Needs
-Which needs doesthe product fulfil?
-What problems and pain points does the product remove?
-What benefits or gains does it create?
Product
-What are the 3 to 5 top features?
-Features must address needs identified!
-What are it’s unique selling points?
Value
-How is the product goingto benefit the company?
e.g. Increase Revenue, enter a new market, develop the brand, reduce cost
Crisp, clear, concise summary of the vision/ idea. Say a lot in a few words!!
www.romanpichler.com
30. 30
the product vision board
Vision Statement
Target Group
-Which market segment does the product address?
-Who do we believe we are trying to serve?
-Who is buying?
-Who is buying in?
Needs
-Which needs doesthe product fulfil?
-What problems and pain points does the product remove?
-What benefits or gains does it create?
Product
-What are the 3 to 5 top features?
-Features must address needs identified!
-What are it’s unique selling points?
Value
-How is the product goingto benefit the company?
e.g. Increase Revenue, enter a new market, develop the brand, reduce cost
Crisp, clear, concise summary of the vision/ idea. Say a lot in a few words!!
www.romanpichler.com