Subtleties of Creation
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Specifics of product-based software development. Role of project manager in product development. Goals and features of a good team.
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1) Using Agile Fluency @ High Level to Set Expectations
2) Setting Team Norms & Working Agreements
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4) Creating Enablers for a Learning Organisation
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Speak at Agile ME 2017:
Collapse publications section
Publications
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publication titleAgile ME 2017 - Speak: Pimp My Agile
publication dateMar 18, 2017 publication descriptionAgile ME 2017
publication descriptionPowerpoint from my speak at Agile ME 2017, about how to optimize your agile process, by having an agile approach to your process as well as your product.
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Edit publication Agile ME 2017 - Speak: Product Ownership - A shared sport!
publication titleAgile ME 2017 - Speak: Product Ownership - A shared sport!
publication dateMar 18, 2017 publication descriptionAgile ME 2017
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Global Online PMDay
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Youtube - https://www.youtube.com/channel/UCeHtPZ_ZLZ-nHFMUCXY81RQ/featured
FB - https://www.facebook.com/edunomicaone
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So you've heard about agile, read a few blogs, attended Scrum Master training, maybe tried some agile practices...now what?
Agile is intriguing and you want to start exploring the practices , but where do you start? What things do you need to have in place to get some early wins, and where do you need support?
Join us as we discuss ideas on how to get started on your agile adventure (First nugget: it is a journey, not a destination!). We will explore the things to consider when embarking on your agile journey, and why these items are so important. This session will provide you with some foundational considerations to enable you to set your team up for success, and help you gain the momentum you need to become more agile.
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The scope - 5000 people, 500 squads, 6 regions.
The process - Think systemically, optimise locally.
The result - it's a process...
More details:
https://confengine.com/agile-india-2019/proposal/8344/from-dogma-to-pragma-helping-500-squads-on-the-road-to-agile-maturity
Conference link: https://2019.agileindia.orgAgile mindset
This document discusses the agile mindset and contrasts it with the traditional waterfall mindset. It defines mindset as a person's way of thinking and opinions. The agile mindset values individuals and interactions, customer collaboration, responding to change, and valuing working software over documentation. It also discusses agile principles, practices like Scrum and Kanban, and the differences between doing agile and having an agile mindset. The document contrasts fixed and growth mindsets and provides indicators of an agile mindset at both the team and organizational levels. It also discusses common agile pitfalls and provides resources for further reading.
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For startups, which have got unfinished or "ugly products," which are otherwise known as Minimum Viable Products (MVP), the question of the NPS is not appropriate. MVP are designed to obtain customer feedback and learn rather than increase customers. Except for early adopters or "evangelists, the NPS for MVPs would constantly be negative. It's no surprise that few or no startups use the metric of NPS especially when the only product that they have is an MVP.
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If agile is so great, why do we constrain it to software projects
This document discusses applying Agile principles and practices beyond software projects. It provides a timeline of Agile's development and defines key Agile concepts. The document advocates targeting business areas wanting change, training them in Agile techniques, and coaching them to define and measure success through iterations. Visual boards and simple messages are recommended. Adopting Agile ensures continuous optimization of investments. Key points include modeling Agile in PMOs, focusing on willing teams, and coaching the incremental learn-apply process.
How to Attract and Train Talent in Highly Competitive Markets
There is a huge talent shortage in the current IT market and with the adoption of OutSystems skyrocketing, the number of projects needing low-code expertise is increasing. In this presentation, we’ll present the top skills and behaviors Do iT Lean looks for in top talent, and then explore ways to train your team so you can avoid the five most common mistakes new developers typically make.
Product Ownership - A shared sport!
Speak at Agile ME 2017:
Collapse publications section
Publications
Edit publication Agile ME 2017 - Speak: Pimp My Agile
publication titleAgile ME 2017 - Speak: Pimp My Agile
publication dateMar 18, 2017 publication descriptionAgile ME 2017
publication descriptionPowerpoint from my speak at Agile ME 2017, about how to optimize your agile process, by having an agile approach to your process as well as your product.
See publication Agile ME 2017 - Speak: Pimp My AgileSee publication
Edit publication Agile ME 2017 - Speak: Product Ownership - A shared sport!
publication titleAgile ME 2017 - Speak: Product Ownership - A shared sport!
publication dateMar 18, 2017 publication descriptionAgile ME 2017
publication description'Product Ownership' is a multi-faceted complex function that gets more and more challenging with additional variables; product industry/project nature, market drivers, technology and functionality being examples of external variables; while distributed teams, team structure and team size being internal variables- to name a few. 'Product Ownership' function is expected to be carried out by Product Owner. In reality it becomes a shared sport of disparate stakeholders. While PO controls and drives priorities and scope, he/she highly depends on team members for effective/efficient decision making across the product/project. In this interactive talk, we will elicit audience's understanding of this function and will try to explore what skillset(s) is/are critical to ensure the success for this function.
Agile product development in big companies
Agile product development, some lessons learned and differences between doing it in a small startup and large companies
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The 21st Century Needs Radical Management
Most management methods in use today have been around for more than fifty years. During that time, the work has changed dramatically and so have the types of workers. The new ways of working that have emerged do not align well with the old ways of managing. In the 21st century, management must change to accommodate these new realities. Radical management involves changing the focus from stakeholders to customers, from controlling to enabling, from coordination to linking, from efficiency to improvement, and from telling to communicating. Radical management changes the culture of an organization by focusing on what truly drives long-term bottom line success. Bob Hartman shares an in-depth look at both the problems and solutions. Learn how to change from traditional management to radical management and develop a culture ready for business at the speed of the 21st century.
Leading with Design Thinking: What Effective PMs Do Differently
This document discusses effective design thinking strategies for product managers. It begins by defining design thinking as a methodology that centers user needs in decision making. It involves understanding users, challenging assumptions, and identifying alternative solutions through prototyping and collaboration. The document then outlines six strategies for effective design thinking: 1) Identify diverse stakeholders, 2) Get stakeholders focused on objectives, 3) Focus on outcomes not outputs, 4) Create an inspiring environment for ideation, 5) Ensure necessary supplies are available, and 6) Lead the group through the session and consolidate ideas. The document is from Product School on their design thinking training courses and corporate programs.
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Subtleties of Creation
- 1. Subtleties of Creation O R WHY HUMANS ARE BETTER THAN ROBOTS
- 2. Overview Product Development What is Groot a product? C.O. on Agile M - Management Team Spirit
- 3. Overview Создание продукта Что есть Грут продукт Кэп об Agile М – менеджмент Командный дух What is a “product”?
- 4. What we think we’re doing business
- 5. What we think we’re doing business design
- 6. What we think we’re doing business design management
- 7. What we think we’re doing business design management development
- 8. What we think we’re doing business design quality management development
- 9. What we’re actually doing
- 10. What we’re actually doing PRODUCT
- 11. How to realize it
- 12. How to realize it communicate
- 13. How to realize it
- 14. How to realize it
- 15. How to do it
- 16. How to do it Keep the goal in mind Work as a team
- 17. Overview Создание продукта Что есть Грут продукт Кэп об Agile М – менеджмент Командный дух Captain Obvious on Agile
- 18. At a glance
- 19. At a glance Delivery Chances to fail Costs
- 24. PM & Agile: reality business development
- 25. PM & Agile: reality business development CHAOS
- 26. PM & Agile: reality business development
- 27. PM & Agile: reality business development PM
- 28. Overview Создание продукта Что есть Грут продукт Кэп об Agile М – менеджмент Командный дух M - Management
- 29. Role of PM in three words Watch Teach Adjust
- 31. Audit ADJUST
- 32. Audit GD BA UX UI SA DEV QA DEP ADJUST what is the worst?
- 33. Diagnosis & Treatment Always a few reasons Find most important Enforce the solution ADJUST
- 35. Patience you must have Values Processes Tools Collaboration TEACH
- 36. Values TEACH
- 37. Values TEACH
- 38. Processes TEACH
- 39. Processes TEACH
- 41. Collaboration Clarify Unclear – ask Wrong – suggest Not listening - convince Sit next TEACH
- 46. Risks Probability of how likely Business • Changes • Reasonable time • Competitors Resources • Illnesses • Dismissals • Fatigue Technology • Development speed • Scalability • Performance WATCH
- 48. Efficiency WATCH
- 50. Efficiency «Do not know how» develop skills «Can not» remove obstacles «Do not want» raise motivation WATCH
- 51. Overview Создание продукта Что есть Грут продукт Кэп об Agile М – менеджмент Командный дух Team Spirit
- 54. Meaning Why am I here? Why am I here? Why am I here? Awareness
- 56. Initiative They dream, I do I’m tired of this… It won’t get better
- 57. Initiative OR
- 58. Initiative
- 60. «Why do I need this?» satisfaction from work
- 61. «Why do I need this?» professional development satisfaction from work
- 62. Push & Pull wait = miss opportunities
- 63. Push & Pull act = gain results wait = miss opportunities
- 64. I depend vs. I collaborate Chief Partner
- 65. Overview Создание продукта Что есть Грут продукт Кэп об Agile М – менеджмент Командный дух What is the essence?
- 66. Source of pain Direct harm My fears Obstacles
- 67. Accepting the chaos Change all I can Accept all that fits Separate from unacceptable
- 68. Get real!
- 69. Behind the scenes Integration Management Supplies Endless Meetings