The document discusses strategies for product managers to get products out of the middle of the bell curve and exceed expectations. It recommends asking for forgiveness rather than permission, avoiding "pet projects" by understanding customer problems, adapting the Lean Canvas methodology, focusing on key metrics like retention, using sketching and prototyping to test ideas with users early, and iterating based on what is learned from customers rather than just building features. The overall message is that product success comes from solving customer problems rather than just delivering features.
Running a Successful Innovation Center at a Fortune 50 Company by Preston Sma...Lean Startup Co.
Running a Successful Innovation Center at a Fortune 50 Company by Preston Smalley
@prestons Comcast
The Lean Startup Conference 2013
http://leanstartup.co/
How to Build What Customers Want: the Story of Atlassian's Growth TeamAtlassian
Move fast and learn quickly (but let's not break things!). That is the mission of Atlassian's Product Growth team. Using a continuous program of experimentation and measurement, they are able quickly find out which ideas resonate with customers and which ideas don't. Graeme Smith (Development Manager – Product Growth) will share how Atlassian has successfully built its Product Growth team. Come and hear about some of the mistakes we have made along the way and how the culture has now shifted towards continual optimisation and more informed decision making when building product. At the end of the session, you’ll be armed with practical techniques that you can apply to your own organisation to start your own Product Growth team and get it firing on all cylinders.
Products covered:
JIRA Software, HipChat, Confluence
Do Agile Right - Lessons Learned from an Atlassian Product Manager - Sherif M...Atlassian
Great products start with great planning. At Atlassian we take a multitude of approaches to plan our feature releases. Learn how you can take some of the practices the Confluence Product Management Team makes use of – such as product requirements, prototypes, customer interviews, and user journeys – to deliver great solutions for your customers.
LaMetric. Leadership principles on the way to the successful product company Nazar Bilous
Leadership principles which laid the foundation during creating the product direction of Lemberg Solutions service company and inventing of the Kickstarter and Red Dot Winner – LaMetric TIME. It will be interesting to people with service background who would like to move into product development and seek for best practices in creating the team who reaches results
Eric Ries, Author/Speaker/Consultant, The Lean Startup500 Startups
Presentation by Eric Ries (Author/Speaker/Consultant, The Lean Startup) at the 'Lean Startup, Lean Investor' event on November 3, 2010 (Produced by 500 Startups & Nokia/Nokia Growth Partners)
RUFing it out with Customer Feedback: Knowing the “Why”Atlassian
On one hand, Net Promoter Scores (NPS) are great for gauging how customers feel – but they don’t provide any specific insights. On the other hand, unstructured comments from support tickets and similar sources are rich with detail – but with 15,000 comments per week coming in, it was impossible to categorize and understand what that information actually meant. We needed a better way. Join the head of our Voice of the Customer team, Sean Cramer, to learn about the innovative system Atlassian has built: RUF (Reliability, Usability, Functionality). RUF categorizes, measures, and prioritizes issues gleaned from not just Net Promoter feedback, but from all our sources of customer feedback. Come learn how your organization can take Atlassian’s learnings, and use them to build a similar system for your organization.
Closing the Deal: How Atlassian Partners Help Grow Your User BaseAtlassian
Solution Partners deliver and implement customer solutions through consulting, sales, and technical services for Atlassian products. They should be an integral part of your add-on marketing strategy. In this talk, you’ll learn how to reach these influential partners and how best to get your product in front of their customers.
A few years ago, Brikit decided to leverage the Atlassian Solution Partners to drive additional customer reach and revenue. Darryl Duke, Brikit CEO and Founder, worked closely over several months with Steve Cross, Americas Channel Manager, to share ideas, structure an approach for Brikit, and build a go-to-market strategy for Partner acquisition and conversion.
Brikit then implemented a Partner Program that now drives 45-50% of product revenue through Atlassian Solution Partners. Come and find out how they did it, what were the wins, and more importantly, the pitfalls along the way.
Steve Cross, Channel Manager, Americas, Atlassian
Darryl Duke, Co-founder and CEO, Brikit
How Atlassian's User Research Went Agile (and So Can Yours)Atlassian
In late 2015, we set up Atlassian Atlab: a low-budget customer research space that tightly integrates into the Agile sprint process. What began as an experiment quickly became an indispensable part of our company’s design process. Atlab is now international, run in all of our offices, gathering input from about 200 customers every month.
In this talk, we will teach you why agile research is a crucial part of building great customer experiences, how to create stakeholder buy-in for your efforts, best practices for conducting research, and what to do with your findings. We will also teach you how to set up your very own Atlab. Warning: it’s very cheap, and easier than you may expect!
Products covered:
JIRA Software, JIRA Core, JIRA Service Desk, Confluence, HipChat, Bitbucket, Bamboo, Fisheye / Crucible, Portfolio for JIRA
Running a Successful Innovation Center at a Fortune 50 Company by Preston Sma...Lean Startup Co.
Running a Successful Innovation Center at a Fortune 50 Company by Preston Smalley
@prestons Comcast
The Lean Startup Conference 2013
http://leanstartup.co/
How to Build What Customers Want: the Story of Atlassian's Growth TeamAtlassian
Move fast and learn quickly (but let's not break things!). That is the mission of Atlassian's Product Growth team. Using a continuous program of experimentation and measurement, they are able quickly find out which ideas resonate with customers and which ideas don't. Graeme Smith (Development Manager – Product Growth) will share how Atlassian has successfully built its Product Growth team. Come and hear about some of the mistakes we have made along the way and how the culture has now shifted towards continual optimisation and more informed decision making when building product. At the end of the session, you’ll be armed with practical techniques that you can apply to your own organisation to start your own Product Growth team and get it firing on all cylinders.
Products covered:
JIRA Software, HipChat, Confluence
Do Agile Right - Lessons Learned from an Atlassian Product Manager - Sherif M...Atlassian
Great products start with great planning. At Atlassian we take a multitude of approaches to plan our feature releases. Learn how you can take some of the practices the Confluence Product Management Team makes use of – such as product requirements, prototypes, customer interviews, and user journeys – to deliver great solutions for your customers.
LaMetric. Leadership principles on the way to the successful product company Nazar Bilous
Leadership principles which laid the foundation during creating the product direction of Lemberg Solutions service company and inventing of the Kickstarter and Red Dot Winner – LaMetric TIME. It will be interesting to people with service background who would like to move into product development and seek for best practices in creating the team who reaches results
Eric Ries, Author/Speaker/Consultant, The Lean Startup500 Startups
Presentation by Eric Ries (Author/Speaker/Consultant, The Lean Startup) at the 'Lean Startup, Lean Investor' event on November 3, 2010 (Produced by 500 Startups & Nokia/Nokia Growth Partners)
RUFing it out with Customer Feedback: Knowing the “Why”Atlassian
On one hand, Net Promoter Scores (NPS) are great for gauging how customers feel – but they don’t provide any specific insights. On the other hand, unstructured comments from support tickets and similar sources are rich with detail – but with 15,000 comments per week coming in, it was impossible to categorize and understand what that information actually meant. We needed a better way. Join the head of our Voice of the Customer team, Sean Cramer, to learn about the innovative system Atlassian has built: RUF (Reliability, Usability, Functionality). RUF categorizes, measures, and prioritizes issues gleaned from not just Net Promoter feedback, but from all our sources of customer feedback. Come learn how your organization can take Atlassian’s learnings, and use them to build a similar system for your organization.
Closing the Deal: How Atlassian Partners Help Grow Your User BaseAtlassian
Solution Partners deliver and implement customer solutions through consulting, sales, and technical services for Atlassian products. They should be an integral part of your add-on marketing strategy. In this talk, you’ll learn how to reach these influential partners and how best to get your product in front of their customers.
A few years ago, Brikit decided to leverage the Atlassian Solution Partners to drive additional customer reach and revenue. Darryl Duke, Brikit CEO and Founder, worked closely over several months with Steve Cross, Americas Channel Manager, to share ideas, structure an approach for Brikit, and build a go-to-market strategy for Partner acquisition and conversion.
Brikit then implemented a Partner Program that now drives 45-50% of product revenue through Atlassian Solution Partners. Come and find out how they did it, what were the wins, and more importantly, the pitfalls along the way.
Steve Cross, Channel Manager, Americas, Atlassian
Darryl Duke, Co-founder and CEO, Brikit
How Atlassian's User Research Went Agile (and So Can Yours)Atlassian
In late 2015, we set up Atlassian Atlab: a low-budget customer research space that tightly integrates into the Agile sprint process. What began as an experiment quickly became an indispensable part of our company’s design process. Atlab is now international, run in all of our offices, gathering input from about 200 customers every month.
In this talk, we will teach you why agile research is a crucial part of building great customer experiences, how to create stakeholder buy-in for your efforts, best practices for conducting research, and what to do with your findings. We will also teach you how to set up your very own Atlab. Warning: it’s very cheap, and easier than you may expect!
Products covered:
JIRA Software, JIRA Core, JIRA Service Desk, Confluence, HipChat, Bitbucket, Bamboo, Fisheye / Crucible, Portfolio for JIRA
MVP: Minimum Viable Product vs. Maximum Value Product with Adam SmithFITC
Save 10% off ANY FITC event with discount code 'slideshare'
See our upcoming events at www.fitc.ca
OVERVIEW
The talk will be primarily focussed on the native (mobile & tablet) apps market, split evenly between net-new products and substantial relaunches, however the philosophies, practices and processes are equally valuable on any interactive project, across any medium, where dealing with clients and external pressures.
The unique pressures placed on new product launches in a market with unprecedented competition, constant new entrants, low discoverability, and speed of replication/ emergence of copy-cats such as the Apps Market has a tendency to make stakeholders and decision makers squirmy in the 10th & 11th hours, persuading them to opt for the shortest road to release, resulting in incomplete, lower quality, or simply half-assed products.
This talk will arm you with the tools to be the advocate for quality, experience, and feature-completeness in the face of pushback from up top – whether that be a client, or your boss
The Product Journey: How Customer-Centric Feedback Loops Can Evolve Your Prod...Aggregage
Join Nickey Skarstad, Director of Product at Duolingo, as she discusses why it’s important to actively gather customer feedback, how to build customer feedback loops into your product planning, the best ways to decipher different types of feedback, and different frameworks for how/when to apply feedback processes.
How to build a startup if you are not technicalEdward Liu
Busting the misconception that you must need a product for your startup. Start building the next billion dollar business without a line of code written.
A session from Ben Rowe at Product Camp Melbourne / October 2014.
We've all accepted that creating an MVP is the smart way to build digital products. The problem with MVPs, though, is there’s a danger in rushing to market with something that’s viable, but misses the ‘delight’ factor. See more of the talk details at http://pcampmelbourne.com
Marty talks about the hard parts of Product Management - People, Process, Product and Culture. For more detail about the talk, see our Meetup page here:
https://www.meetup.com/ProductTank-Auckland/events/248013722/
Want to sharpen your Product Management Skills and network with awesome people from the Auckland Product Management Community? Then join us at ProductTank Auckland:
https://www.meetup.com/ProductTank-Auckland/
Enterprise Day 2015 - beyond software teams (Atlassian)Riada AB
Behind every great human achievement, there is a team.
That’s why Atlassian’s mission is to unleash the potential in every team – from Software teams: who are changing how they work and communicate, to IT teams: who are under pressure to enable teams across the business, to business teams: who are quickly adopting the tools that have made Software and IT teams successful.
Learn how to build a minimum viable product using the Lean Startup methodology. Intended for people with no business background or familiarity with the Lean Startup Methodology.
Experimentation, as the gold standard to measure new product initiatives, has become an indispensable component of product development cycles in the online world. The ability to automatically collect user interaction data online has given companies an unprecedented opportunity to run many experiments at the same time, allowing them to iterate rapidly, fail fast, and deliver the highest user value.
In this talk, i spoke about the approach of experimentation and how it fits into the development process of products.
http://agileimpact.id/
#AICON18
Fast then Faster - a Retrospective on RetrospectivesAtlassian
So, you’re agile. You’ve got a healthy backlog, you understand your team’s velocity, and you’re holding retrospectives. You’re in a good place – right? Maybe not. You may have a handle on the quality of your stories & their output, but what about that of your team and those around you? Or your agile processes themselves?
Retrospectives are a great way to get feedback, but they are often both undervalued and underutilized as a tool for improvement. Agile gets you fast, but retrospectives get you faster.
We’ll walk you through what good and bad retrospectives look like, how to tell when they’re failing, and (more importantly) how to uncover what's lurking behind bias, ego, and protocol.
If you’re in doubt if this session is for you, suggest a team under pressure skips the retrospective this week, and see just how quickly they drop the most important part of the agile cycle!
Products covered:
JIRA Software, Confluence, Bitbucket, Bamboo, Fisheye / Crucible
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
Slides from Lean Startup Israel meeting - Lessons learned from building MVP (min. viable product) for validating product roadmap and features in a B2B environment. by Oren Raboy
Atlassian has been in hyper-growth for the last 5 years, exploding from 200 employees to over 1700. We've worked tirelessly to implement strategic planning while staying true to our agile roots and upholding our culture and values. To the surprise of no-one, it ain't easy. Learn about three practices we developed – and scaled – to help our teams deliver more compelling stories, and the strategic framework they all feed into.
From Go to Whoa: How to Make a Difference with JIRA Service DeskAtlassian
In 2015 BAE Systems implemented JIRA Service Desk for 4,700 staff and 250 agents across IT, human resources and business improvement. But a successful project isn't just about technology – that's actually the easy part! Since this affected every employee at every level, they had to nail the people, process, and internal marketing, too. JIRA Service Desk is saving BAE Systems $600,000 this year and $1.62m over 5 years. Join Greg Warner as he takes you through the journey from the initial pitch to ongoing support, and highlights what your team needs to know for a successful implementation.
Product Processing & Market Development. Soy Dairies, medium to large scale. Soy Physics and Economics. This presentation explains Comparative Dimensional Analysis freaming soty dimensions and variables into understandable information.
MVP: Minimum Viable Product vs. Maximum Value Product with Adam SmithFITC
Save 10% off ANY FITC event with discount code 'slideshare'
See our upcoming events at www.fitc.ca
OVERVIEW
The talk will be primarily focussed on the native (mobile & tablet) apps market, split evenly between net-new products and substantial relaunches, however the philosophies, practices and processes are equally valuable on any interactive project, across any medium, where dealing with clients and external pressures.
The unique pressures placed on new product launches in a market with unprecedented competition, constant new entrants, low discoverability, and speed of replication/ emergence of copy-cats such as the Apps Market has a tendency to make stakeholders and decision makers squirmy in the 10th & 11th hours, persuading them to opt for the shortest road to release, resulting in incomplete, lower quality, or simply half-assed products.
This talk will arm you with the tools to be the advocate for quality, experience, and feature-completeness in the face of pushback from up top – whether that be a client, or your boss
The Product Journey: How Customer-Centric Feedback Loops Can Evolve Your Prod...Aggregage
Join Nickey Skarstad, Director of Product at Duolingo, as she discusses why it’s important to actively gather customer feedback, how to build customer feedback loops into your product planning, the best ways to decipher different types of feedback, and different frameworks for how/when to apply feedback processes.
How to build a startup if you are not technicalEdward Liu
Busting the misconception that you must need a product for your startup. Start building the next billion dollar business without a line of code written.
A session from Ben Rowe at Product Camp Melbourne / October 2014.
We've all accepted that creating an MVP is the smart way to build digital products. The problem with MVPs, though, is there’s a danger in rushing to market with something that’s viable, but misses the ‘delight’ factor. See more of the talk details at http://pcampmelbourne.com
Marty talks about the hard parts of Product Management - People, Process, Product and Culture. For more detail about the talk, see our Meetup page here:
https://www.meetup.com/ProductTank-Auckland/events/248013722/
Want to sharpen your Product Management Skills and network with awesome people from the Auckland Product Management Community? Then join us at ProductTank Auckland:
https://www.meetup.com/ProductTank-Auckland/
Enterprise Day 2015 - beyond software teams (Atlassian)Riada AB
Behind every great human achievement, there is a team.
That’s why Atlassian’s mission is to unleash the potential in every team – from Software teams: who are changing how they work and communicate, to IT teams: who are under pressure to enable teams across the business, to business teams: who are quickly adopting the tools that have made Software and IT teams successful.
Learn how to build a minimum viable product using the Lean Startup methodology. Intended for people with no business background or familiarity with the Lean Startup Methodology.
Experimentation, as the gold standard to measure new product initiatives, has become an indispensable component of product development cycles in the online world. The ability to automatically collect user interaction data online has given companies an unprecedented opportunity to run many experiments at the same time, allowing them to iterate rapidly, fail fast, and deliver the highest user value.
In this talk, i spoke about the approach of experimentation and how it fits into the development process of products.
http://agileimpact.id/
#AICON18
Fast then Faster - a Retrospective on RetrospectivesAtlassian
So, you’re agile. You’ve got a healthy backlog, you understand your team’s velocity, and you’re holding retrospectives. You’re in a good place – right? Maybe not. You may have a handle on the quality of your stories & their output, but what about that of your team and those around you? Or your agile processes themselves?
Retrospectives are a great way to get feedback, but they are often both undervalued and underutilized as a tool for improvement. Agile gets you fast, but retrospectives get you faster.
We’ll walk you through what good and bad retrospectives look like, how to tell when they’re failing, and (more importantly) how to uncover what's lurking behind bias, ego, and protocol.
If you’re in doubt if this session is for you, suggest a team under pressure skips the retrospective this week, and see just how quickly they drop the most important part of the agile cycle!
Products covered:
JIRA Software, Confluence, Bitbucket, Bamboo, Fisheye / Crucible
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
Slides from Lean Startup Israel meeting - Lessons learned from building MVP (min. viable product) for validating product roadmap and features in a B2B environment. by Oren Raboy
Atlassian has been in hyper-growth for the last 5 years, exploding from 200 employees to over 1700. We've worked tirelessly to implement strategic planning while staying true to our agile roots and upholding our culture and values. To the surprise of no-one, it ain't easy. Learn about three practices we developed – and scaled – to help our teams deliver more compelling stories, and the strategic framework they all feed into.
From Go to Whoa: How to Make a Difference with JIRA Service DeskAtlassian
In 2015 BAE Systems implemented JIRA Service Desk for 4,700 staff and 250 agents across IT, human resources and business improvement. But a successful project isn't just about technology – that's actually the easy part! Since this affected every employee at every level, they had to nail the people, process, and internal marketing, too. JIRA Service Desk is saving BAE Systems $600,000 this year and $1.62m over 5 years. Join Greg Warner as he takes you through the journey from the initial pitch to ongoing support, and highlights what your team needs to know for a successful implementation.
Product Processing & Market Development. Soy Dairies, medium to large scale. Soy Physics and Economics. This presentation explains Comparative Dimensional Analysis freaming soty dimensions and variables into understandable information.
From strategy centers to maker spaces, learn how brands like PBJS clients PayPal, eBay and Coupons.com can plan, design and build dedicated venues for fostering the collaboration and experimentation they need to keep ahead of the proverbial curve.
Serendipity, Microsoft Oslo and the Office Graph (London SUGUK)Antony Clay
A conceptual, relatively non-tech session on Serendipity, Microsoft Oslo and most importantly the Office Graph presented at the London SharePoint User Group, June 2014
Defining a Minimum Viable Product (MVP)Eric Swenson
So you’ve begun the product development process. But there’s more to consider as a product manager. How do you know when you’ve built something sufficient as the initial product launch? How can you manage to continually iterate improvements to that product, once it’s been launched? Session Two addresses the challenge of delivering functionality with integrity!
This presentation was provided by Eric Swenson of Swensonia Consulting, during Session Two of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 21, 2020.
Tips for would-be founders, technical or non-technical, before rolling up their sleeves and develop their products! From various ways of "pretotyping" to accurately gauge target customer's response, lean method, minimum viable product, feature selection, planning a product with robust data cycle, coping with delays, and guiding a team of rockstar engineers to build the right product and build the product right. Some personal experienced shared at the end as case studies.
Mark Geene, CEO/Co-founder of Cloud Elements, presented "Lean Product Development" at Fort Collins Startup Week 2014. Check out the presentation for information on how to build a Lean startup. Based on principles from 'Lean Startup' by Eric Ries, 'Running Lean' by Ash Maurya and '500 Startups' by Dave McClure.
Couples Counseling for Product DevelopmentJoe Stump
An introduction to Non-Blocking Development and how to get your entire business, from sales to software development, aligned to ship more product more quickly.
GROWtalks - Couples Counseling for Software Development - Joe Stump Sprint.lyDealmaker Media
Joe Stump is a seasoned technical leader and serial entrepreneur who has cofounded three venture-backed startups, was Lead Architect of Digg, and has invested in and advised dozens of companies. He is passionate about development processes, iterative product development, and building scalable web infrastructure.
Measure what matters for your agile projectMunish Malik
While working with Agile projects, we simply can't get away from tracking and showcasing the progress of the project. A typical Agile project would be working with estimates, story points, velocities, burn-up or burn-down charts.
I have witnessed numerous sprint reviews and showcases where the business is only waiting to see those few slides of the presentation where there is the "actual" red worm, running against the "planned" green worm, trying to catch-up. If the red worm is ahead, I have seen a smile on the faces of the stakeholders. If it matches the green one, there is a sigh of relief. And as a development team you should just pray that the poor red guy is not falling behind the green one, lest it might lead to a lot of questions starting with why, how, what etc.
There have also been times where there have been some unfortunate heated discussions that last forever on why did the team end up not claiming a few points that they had committed. What gets lost is what the team accomplished in the sprint that adds good value to the product. There have also been times where the estimates are being questioned by the product owner or account managers. If you are working in a distributed setup where the product owner is working out of a different country, the problem is even bigger.
Let us think about a scenario where the project gets completed on time, budget and scope. Majority (or all) of estimates were correct. However, when the product went live to the market it failed big time. What is the use of building such a product?
Are we focusing too much on numbers and points and overlooking the other important aspects of Agile software development such as producing software that delights the customers and looking for ways on how we can measure that? Are we measuring if we are creating a solid, robust and a scalable platform that is ready for future developments and enhancements? Are we measuring the outcomes of the time we are spending in the shoes of the people who will actually use the software?
The objective of this presentation is to promote the thinking of measuring what matters for your project. To measure the goals that your software development wants to achieve. I don't plan to showcase an exhaustive list of measurements that can solve all your problems, however, I instead want to highlight some samples that I have used in my projects with the help of my team, that helped us to measure things that add value to the business and development v/S simply creating burn down charts.
Majorly, I want to encourage thinking out of the box to identify what measurements will really matter for your projects. Perhaps from the eyes of the users and business and see what things if measured will add a lot more value than simply estimates, and will help in creating a valuable product that will truly delight the business and the users of the product.
Lean Startup Tools for Scrum Product OwnersTechWell
In just a few years, the Lean Startup movement has gained influence by promoting a powerful but simple agile product management toolset—one that complements agile software development approaches such as Scrum and kanban. Arlen Bankston explores the tools and techniques product owners at startup companies and others are employing today for project visioning, experimental design, evaluating new feature impact, prototyping, split testing, and gaining early customer feedback. He demonstrates tools like Google Analytics and reveals where to find and how to exploit "pirate metrics." With case studies, Arlen illustrates how these approaches have been applied on large and small projects. Because the Scrum Product Owner role is often oversimplified yet difficult to execute well, these techniques have been welcomed in organizations ranging from Silicon Valley startups to the US government and its contractors. Join Arlen and add your name to the list!
My keynote from the UX South Africa 2014 conference in Cape Town, South Africa
It's a look at the state of play including:
- It's still easy to find poor website UX in South Africa
- Informing digital strategy by making and launching things
- Problems that executives of traditionally non-digital companies face as software slowly eats the word - and some solutions: Proactive research, digital product management, agile...
- Some of the skills and talents that unicorn UX designers need to have
What problem are you try to solve. For a variety of reasons agile teams often face situations where product leaders and business stakeholders are handed solutions and requests for features. Problem Canvas is a facilitation method based on LEAN UX to help teams ensure they understand the problem they are trying to solve.
Nailing Distributed Development With Effective Collaboration - Matt RyallAtlassian
Distributed teams put additional strains on what is fundamentally a communication and collaboration challenge in building software. Matt Ryall, senior development manager for Confluence, shares his experience on how Atlassian and several of our clients are using collaboration tools like Confluence and HipChat to help overcome geographic boundaries, and ship great software on time.
[CXL Live 16] How To Present Your Testing Results to Get Results by Lea PicaCXL
Are your executives and clients falling asleep during your testing presentations? Chances are your slide design and data visualizations are obscuring your valuable insights. With her special blend of neuroscience-based visualization principles, practical hands-on design techniques, and entertaining “tough love”, Lea will equip you with a fresh new toolbox that will get you and your data presentations remembered and acted upon.
The Minimum Loveable Product: Go Beyond the Minimum Viable ProductDialexa
Minimum Viable Products (MVP) rarely make "good" products. We discuss an alternative: the Minimum Loveable Product. In the world of platform engineering, coordinating your software (and perhaps hardware teams) to deliver a valuable product that your target audience will use is critical to success.
http://by.dialexa.com/beyond-the-minimum-viable-product-why-you-should-build-a-minimum-loveable-product
Similar to Getting Products out from under the MIDDLE of the Bell Curve and Exceeding Expectations (SVPMA) (20)
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Getting Products out from under the MIDDLE of the Bell Curve and Exceeding Expectations (SVPMA)
1. Getting Products
out from under the
MIDDLE of the Bell Curve
and Exceeding Expectations
Preston Smalley
SVPMA September Meeting!
!
Comcast Silicon Valley
Innovation Center!
!
prestonsmalley.com
@prestons
6. Frequently heard when products
aren’t exceeding expectations:
• My team often ends up building “pet” features
requested by our <big shot execs>.
• We can’t agree on what we should be building OR my
designers/engineers don’t support me.
• We can’t get analytics support OR we track everything
—but it doesn’t impact decisions.
• We don’t have time to sketch or prototype and are
actually already behind in building v1.
7. If you give a good idea to a mediocre team,
they will screw it up.
If you give a mediocre idea to a brilliant
team, they will either fix it or throw it away
and come up with something better.
- Ed Catmull
“
9. Avoiding Exec “Pet” projects
• Exec: “I think you should build <feature>”
• PM follow up questions:
1. What customer problem does it solve for?
2. What key metric would that feature drive?
3. May I work with the team to look at other
solutions to that problem to drive that metric?
4. How does this compare to <top priority y>?
10.
11. How the “why” helps you as a PM
• Aligns UX Design on the purpose behind
the customer problem they’re solving
• Motivates engineers on why they should
care about your project
• Helps you as the PM stay focused on what
matters to your product
13. Adapt Ash Maurya’s Lean Canvas
to fit within your company
Problem
Solution
Unique
Value
Prop
Customer
Segments
Unfair
Advantage
Metrics
Channels
Cost
(adapted)
Revenue
(adapted)
Strategic
Fit
(added)
14. Life is too short to keep
building something nobody
(or not enough people) want.”
- Ash Maurya
“
15. EX: Plaxo Personal Assistant
• Started out okay… User Research in
indicated customers wanted help
keeping their address books current.
• A series of engineering setbacks
turned a 4 mth project into > 1 year
Missed opportunities:
• Gauging customer value early (pay $)
• Understanding product “substitution”
• Focusing on an easier MVP
16. Measuring customer value
How would you feel if you could no
longer use this <product/feature> ?!
1. Very Disappointed "2. Somewhat Disappointed!
3. Not disappointed (it isn’t that useful) 4. N/A I don’t use!
Keep using this !
<product>?!
OR!
Question #1 by Ash Maurya (Running Lean)!
17. Don’t just swing for homeruns
Ideation
? “Seed”
? “Series A”
“Series B”
or
“Acquisition”
?
Hack Days
19. Mediocre Approaches to Metrics
OR
?!
• Our analytics team is “busy”!
• We’re adding metrics… next sprint!
• I don’t know, that’s another team!
• We already track EVERYTHING!
• We just added Google Analytics tags
to every page, figure it out later!
20. PMs cannot “outsource” analytics
• You must define your key metrics. !
• You must know how they are doing and
what did or did not impact them.!
• You must share these metrics with your
team and your execs. !
24. EX: Storyboarding @ eBay
24
• Integrated dozens of plans
across org to create one vision
• Leverage comic sketching to
communicate actual fidelity
• Shared with VPs across corp.!
and 600 employee all hands
RESULT: Alignment on the “Why”
25. Sketching as a core competency
INFORMAL! FORMAL!
Lots of Pens!
& Paper!
Part of Job!
Professional tools!
Sketch as Deliverable!
(scanned / wireframes)!
Software: Comic Life!
26. Sketching to Prototyping
LOW FIDELITY! HIGH FIDELITY!
Sketched !
Storyboards!
Mockups !
Linked Together!
Interactive!
Prototype!
MVP!
“Test”!
COST!
29. Testing your ideas with real users
is probably the single most
important activity in your job
as product manager.
- Marty Cagan
“
30. Avoiding the MIDDLE of the Bell Curve
1. Ask for forgiveness, not permission
2. Avoid “pet” projects—start with “why” !
3. Adapt Lean Canvas for your company
4. Don’t just swing for homeruns
5. Create focus using AARRR metrics
6. Leverage Sketching & Prototyping
prestonsmalley.com!
31. Success is not delivering a feature;
success is learning how to solve the
customer’s problem.
- Eric Ries
“
32. Getting Products
out from under the
MIDDLE of the Bell Curve
and Exceeding Expectations
Preston Smalley
SVPMA September Meeting!
!
Comcast Silicon Valley
Innovation Center!
!
prestonsmalley.com
@prestons
Editor's Notes
Comcast ranked #46 ($62B in Revenue, $6B in profits)
You probably know Comcast for offering the #1 TV subscription service in the country but over the last few years we’re really now at the Intersection of technology and media. We provide everything from managing the 3rd largest IP network after the DOD and China and with the acquisition of NBCU from GE now dozens of programmers including NBC to Universal Pictures and Parks.
I run product management at an Innovation Center for Comcast I helped cofound out in Silicon Valley.
But you may be wondering how to get something like that setup at your company so I’ll share 6 pieces of advice.
An example from time running user experience design at eBay
How we started the Comcast Silicon Valley Innovation Center (from one of its founders)
Adaptations of lean at a big company and what to watch out for
Comcast ranked #46 ($62B in Revenue, $6B in profits)
You probably know Comcast for offering the #1 TV subscription service in the country but over the last few years we’re really now at the Intersection of technology and media. We provide everything from managing the 3rd largest IP network after the DOD and China and with the acquisition of NBCU from GE now dozens of programmers including NBC to Universal Pictures and Parks.
I’m a product management leader here at the Innovation Center for Comcast.
But you may be wondering how to get something like that setup at your company so I’ll share 6 pieces of advice.
An example from time running user experience design at eBay
How we started the Comcast Silicon Valley Innovation Center (from one of its founders)
Adaptations of lean at a big company and what to watch out for
Share how eBay mobile app launching with the iPhone App Store nearly didn’t happen.
eBay was asked to be a launch partner but the mobile team had recently been disbanded by executives for other priorities. This was when most were concluding it wasn’t worth it to invest in “smartphone” apps.
It took the foresight of several middle managers at the time that knew we couldn’t pass up this opportunity. Talk about how we “hide” resources for a few months to make it happen.
Alan Lewis, Ken Sun, Me (Karlyn Neal)
http://alanlewis.typepad.com/weblog/2011/01/ebay-for-iphone-why-it-almost-didnt-happen.html
Ask for forgiveness not permission
- Importance of mid-level leadership @ big companies
- MVP can actually be a BETTER product / actually led many to consider how we could simplify the core website experience too
- $6B business today
Ask for forgiveness not permission
- Importance of mid-level leadership @ big companies
- MVP can actually be a BETTER product / actually led many to consider how we could simplify the core website experience too
- $6B business today
Creativity, Inc. (2014)
Simon Sinek on starting with the “why”
Talk about how we’ve modified the lean canvas for large companies
Cost – Often reflects the internal resources committed (e.g. 2 engineers for 6 weeks)
Revenue – Can benefit an existing product by improving retention
Strategic Fit – Why would your board or exec team care about this concept if it took off? Who would champion it there
Plaxo example also showed that you don’t put all your eggs in one basket.
First decision is based on CSV Management. Second decision based on innovation steering committee.
Importance of finding a partner to support scaling or incorporation.
Mix of products you can scale vs. other that get incorporated
How Hack Days can generate ideas which we run every few weeks with a longer one week version each quarter
Many of remember drawing as kids… I know I really enjoy seeing what my son, 8, draws. So if a child can do it, shouldn’t everyone in this room? And yet as we grow up we learn to tell ourselves that “I’m not good at sketching” but we’re more comparing ourselves to what a professional sketch artist might do. And yet I’ve found that if you democratize sketching and in fact encourage everyone… engineers, business analysts, and not just designers… you’re able iterate and co-create the solution much faster than you would otherwise.
We even created a comic book in 2008 that was distributed throughout the organization. Not only was it fun… it captured the attention and focus of the organization in a way that bullets on a page never could.
There’s a full spectrum of ways to integrate sketching into your company. Everything from simple pens (I like Flair) to comic storyboards to it being part of the job description for one person on my team.
Bill Buxton talks a lot about this concept that as the fidelity increases in fidelity, the cost (both the real cost and opportunity cost) increases.
Product Vision inspires the MVP Test which ultimately becomes the MVP
Live-Data Prototype shows what’s possible today and validates that your proposed concept can work in at least a limited way.
Live-Data Prototype ≠ Production Software
Talk about how we use this methodology to know when to move onto the next stage.
Comcast ranked #46 ($62B in Revenue, $6B in profits)
You probably know Comcast for offering the #1 TV subscription service in the country but over the last few years we’re really now at the Intersection of technology and media. We provide everything from managing the 3rd largest IP network after the DOD and China and with the acquisition of NBCU from GE now dozens of programmers including NBC to Universal Pictures and Parks.
I run product management at an Innovation Center for Comcast I helped cofound out in Silicon Valley.
But you may be wondering how to get something like that setup at your company so I’ll share 6 pieces of advice.
An example from time running user experience design at eBay
How we started the Comcast Silicon Valley Innovation Center (from one of its founders)
Adaptations of lean at a big company and what to watch out for