A case study for a recent design project for a TEDxWoman's event in Beijing May 2015, it was an awesome project and ended up being a great way to share our three phase design process.
Product without vision is dead. A lot has been said about the importance of vision setting, but not much has been shared about how to actually do it. Atlassian has been through several vision setting projects for individual products as well as for the whole company. Throughout these experiences, we've learned a lot about how to practically do this. This talk will share a highlights reel containing the top tips you can take back to your product teams and use for your next vision setting project.
Converting physical process automation projects into a virtual setting that achieve the same or better effect requires more than the latest teleconferencing solution. Automation professionals need to rethink their approach and apply new ways of working to maintain momentum and transparency in their projects.
Although the virtual approach is already an integrated part of most automation projects, what differentiates the leaders from the rest is their ability to apply digital enablers in a way that ensures efficient project management and execution of tasks remotely. This short virtual session will provide insights and concrete tools for moving process automation projects into a virtual setting and designing virtual process assessment workshops.
A customer journey map outlines the step-by-step experience a customer has when trying to solve a problem or achieve a goal. Common pitfalls in creating customer journey maps include the map not reflecting the current state, having too many steps, and containing proposed solutions rather than just documenting the current experience. To avoid these pitfalls, teams should interview customers beforehand to gather real data, set the appropriate level of granularity, and remind the team to focus on the big picture rather than proposed solutions when creating the customer journey map.
Getting a grip on your agile maturity using the ambition chartDerk-Jan de Grood
This document discusses using an Ambition Chart to measure and improve agile maturity over time. The Ambition Chart identifies key maturity areas and allows teams to assess their current status, set incremental goals, and track progress. Examples are provided of Ambition Charts used for testing maturity and Scrum implementation. Guidance is given on identifying areas, dreaming of an ideal future state, defining small steps, using descriptive statements, and focusing on continuous improvement rather than end goals.
How to Be a Remote Product Manager by Dogtown Media PMProduct School
As a Product Manager, you play a pivotal role in steering the ship in multiple cross-functional teams at software companies. However, the prospect of doing so remotely is likely unfeasible in such a role.
Chayce Solchaga, Product Manager at Dogtown Media and a former digital nomad, provided strategies for adapting to a remote environment to drive product success.
SAP Fiori UX Cloud at New York Customer Forum Sept 2017Gavin Quinn
Gavin Quinn uses his history of hundreds of SAP digital projects and shares tips on how you can easily create innovation in your enterprise. SAP Cloud, Fiori, Agile, and Design Thinking are all discussed.
Julie Fraser is an experienced marketing and events manager launching her own freelance business. She has 12.5 years of experience working with leading brands at Atlas Gentech, where she managed marketing, events, social media, websites and more. Her services now as a freelancer include brand management, graphic design, event management, social media implementation and updates, website project management and updates, and ecommerce support. She is launching her own freelance brand called Julie Fraser Freelance to offer these services independently.
When we are planning to kick off a Design Sprint we need to make sure to have the right sprint questions! These are our prototype success metrics or checklist before the sprint, so it is key to get them right to avoid future complications... Today we are sharing with you some pro tips and tricks,
common pitfalls and how to avoid them!
Follow us to learn more about facilitating Design Sprints
Product without vision is dead. A lot has been said about the importance of vision setting, but not much has been shared about how to actually do it. Atlassian has been through several vision setting projects for individual products as well as for the whole company. Throughout these experiences, we've learned a lot about how to practically do this. This talk will share a highlights reel containing the top tips you can take back to your product teams and use for your next vision setting project.
Converting physical process automation projects into a virtual setting that achieve the same or better effect requires more than the latest teleconferencing solution. Automation professionals need to rethink their approach and apply new ways of working to maintain momentum and transparency in their projects.
Although the virtual approach is already an integrated part of most automation projects, what differentiates the leaders from the rest is their ability to apply digital enablers in a way that ensures efficient project management and execution of tasks remotely. This short virtual session will provide insights and concrete tools for moving process automation projects into a virtual setting and designing virtual process assessment workshops.
A customer journey map outlines the step-by-step experience a customer has when trying to solve a problem or achieve a goal. Common pitfalls in creating customer journey maps include the map not reflecting the current state, having too many steps, and containing proposed solutions rather than just documenting the current experience. To avoid these pitfalls, teams should interview customers beforehand to gather real data, set the appropriate level of granularity, and remind the team to focus on the big picture rather than proposed solutions when creating the customer journey map.
Getting a grip on your agile maturity using the ambition chartDerk-Jan de Grood
This document discusses using an Ambition Chart to measure and improve agile maturity over time. The Ambition Chart identifies key maturity areas and allows teams to assess their current status, set incremental goals, and track progress. Examples are provided of Ambition Charts used for testing maturity and Scrum implementation. Guidance is given on identifying areas, dreaming of an ideal future state, defining small steps, using descriptive statements, and focusing on continuous improvement rather than end goals.
How to Be a Remote Product Manager by Dogtown Media PMProduct School
As a Product Manager, you play a pivotal role in steering the ship in multiple cross-functional teams at software companies. However, the prospect of doing so remotely is likely unfeasible in such a role.
Chayce Solchaga, Product Manager at Dogtown Media and a former digital nomad, provided strategies for adapting to a remote environment to drive product success.
SAP Fiori UX Cloud at New York Customer Forum Sept 2017Gavin Quinn
Gavin Quinn uses his history of hundreds of SAP digital projects and shares tips on how you can easily create innovation in your enterprise. SAP Cloud, Fiori, Agile, and Design Thinking are all discussed.
Julie Fraser is an experienced marketing and events manager launching her own freelance business. She has 12.5 years of experience working with leading brands at Atlas Gentech, where she managed marketing, events, social media, websites and more. Her services now as a freelancer include brand management, graphic design, event management, social media implementation and updates, website project management and updates, and ecommerce support. She is launching her own freelance brand called Julie Fraser Freelance to offer these services independently.
When we are planning to kick off a Design Sprint we need to make sure to have the right sprint questions! These are our prototype success metrics or checklist before the sprint, so it is key to get them right to avoid future complications... Today we are sharing with you some pro tips and tricks,
common pitfalls and how to avoid them!
Follow us to learn more about facilitating Design Sprints
How to Deploy Digital Products by Cayan Dir. of Product Dev.Product School
Do you know how to build a product roadmap that everyone understands? Communication is key. Tcheilly walked the audience through a roadmap that can be used as a ‘conversational’ tool.
He talked about how to communicate the bigger picture and the ‘why’ behind your product/ feature decisions, product lifecycle, while translating your organization priorities into highly productive sprints, backlog trimming,.
This document discusses digital project management techniques and tools that can give digital media students an edge when seeking employment. It recommends teaching students both individual skills like content creation, marketing, and analytics, as well as team skills like using various project management systems and tools. These include Getting Things Done, 4DX, Agile methodology, and Lean techniques. The document suggests incorporating these into students' curriculum through additional readings, speakers, field trips, dedicated course units, and having students from different departments collaboratively manage a final project using one of the systems. The goal is for students to complete their programs and get hired to jobs they can retain.
Design Thinking, Lean StartUp, Business model Canvas ou Agile? Quando usar uma abordagem? Em que momento mudamos de fase? Quais perguntas devemos fazer?
How to Launch Mobile Apps by Oracle Director of Product ManagerProduct School
In the era of Google, Facebook, Uber and Amazon, enterprise users expect deeper interactions and usable interfaces with mobile apps. Suresh took the audience through his experience of the mobile app launch from concept to mature state.
Should it be a single mobile app or multiple apps? Should you first launch on iOS or on Android? Should we release every 3 months, 2 month or every week? Should you market the mobile app separately? How do we get the user feedback? Should it be free or should you price it?
What do you do when you are asked to multitask? You are faced with an impossible situation. Don't give up. Create your own project portfolio and say, "No" in a politically correct way.
Plan a project in half a day... not months! An Introduction to Impact MappingAssurity Consulting
The large-scale adoption of Agile development frameworks has forced a rethinking of traditional Enterprise Analysis practices.
In today’s world of digital disruption, innovation and speed to market are paramount. No longer can companies afford to take 6-12 months analysing and designing their product or next set of features. Yet, despite the rapid advancement in development practices enabling software to be developed faster and better than ever before, those responsible for leading projects are still often using traditional practices to determine project and product objectives. Lengthy periods of time spent doing upfront analysis are eroding organisations’ abilities to get a jump on their competitors.
Impact Mapping is a simple, but powerful visualisation technique that engages senior business and technical experts at the start of projects to create a shared understanding of scope – not from a technical perspective, but from a business one.
As simple as Impact Mapping is as a technique, effective use of Impact Mapping requires the analyst to apply their artistic and scientific talents as one cannot draw a map sequentially. Impact Mapping requires divergent and convergent thinking, and an appreciation of how project deliverables influence changes in human behaviour which in turn affect the likelihood of achieving business goals.
As presented by Luke Johnstone to BA Development Day NZ 2015
MVPS: Pitstops to Product Visions By Spotify Product OwnerProduct School
In this talk, Jori Bell discusses the MVPs: Pitstops to Product Visions. This presentation took place during #ProductCon NYC, the biggest product management conference in the world!
The document discusses using a wall as a tool for meetings and reflection. It argues that executives can use a wall to visually map out complex business issues, reduce complexity, focus discussions, and foster co-creation in a more engaging way than traditional desk-based meetings. Using a wall brings movement and allows reflection on market conditions and challenges in a visual, collaborative manner.
Deliver SharePoint Success: Achieve Organizational Buy-InDux Raymond Sy
This document discusses 5 steps to achieve organizational buy-in for a SharePoint implementation to transform an enterprise:
1. Gain executive engagement by highlighting how SharePoint can provide business value through expedited innovation, facilitated collaboration, and financial gains.
2. Educate and engage the business by identifying solutions that address their needs rather than showcasing features.
3. Collaboratively engineer solutions with the business rather than just calling it a SharePoint project.
4. Assess the enterprise's readiness and prioritize what can initially be handled.
5. Establish a SharePoint roadmap and promote sustainable adoption through a phased approach.
The document discusses strategies for improving collaboration and productivity among distributed teams. It identifies two main enablers: people and processes, and tools and infrastructure. For people and processes, it recommends establishing collective kick-off phases, regular face-to-face meetings, co-locating teams for critical phases, appointing local ambassadors, using iterative processes, and focusing on team well-being. For tools, it suggests using videoconferencing, chat platforms, electronic task boards, smart boards, online whiteboards, and continuous video for daily stand-ups. Autonomy for project managers is also deemed important for success.
How to Use Visual Graphics for User Stories by Sony Crackle PMProduct School
Michelle spoke on her experience in writing user stories using visual graphics models. Visual graphic modeling is the use of graphical and textual design notations to capture software requirements. The importance of models allows the developer team to focus on the big picture and understand how components interact and identify interfaces.
10min Talk at Bits & Pretzels 2017 on Intrapreneurship.
You´ll have learned what Innovation Managers must learn from professional poker players and how to effectively use your office walls to document, build empathy and never lose track in the innovation rollercoaster,
Content:
How to structure and measure the fuzzy frontend of innovation and how to use methods like Design Thinking, Lean Startup or Strategyzer to push your project from A to B.
20 Slides that will show you
1. Tactical stage-gate approach from an innovation manager perspective
2. The first 5 steps and important tools to use during your first days from an intrapreneur perspective
The document discusses a new approach to project management training and coaching. It proposes kicking off each project with a 3-5 day workshop/training to develop a confirmed business case, full project plan, and obtain management and team commitment. This aims to give projects a good start rather than confronting them with problems from day one. The training would use the actual project as a case study. Regular coaching would also be provided during project execution to support both the team and management. Standard training and certification may be suitable for some, but generic training is ineffective for most who only occasionally work on projects.
Presentation from putitout event at Decoded London. Outlines the change to product development process to test ideas early through Lean and UX methods.
Agile marketing techniques can meet the ‘always on, always connected’ need for unprecedented speed and flexibility. Hear how agile marketing allows agencies and brands to work more collaboratively on their marketing campaigns; and how to use metrics to learn and adapt, instead of 12-month plans.
Program Management: Collaborating across the OrganizationTechWell
To be most effective when managing a large program, the component projects should limit their batch size, create networks of people, and report status in a way that works for the entire program. For those of you who are not quite ready for agile, Johanna Rothman explains how to use staged delivery, release trains, or RUP as lean(er) alternatives to waterfall and agile. Johanna explains how to encourage project teams to create communities of practice using their social networks—start with the existing rumor mill and build on it more formally. If you have managed programs in the past, you know you can never believe the Gantt chart, but we persist in using them. Instead, consider a product backlog burnup chart or a cumulative flow diagram. Join Johanna to discover how to use alternative measures of the program status including storyboards and alternative metrics to monitor your program's state.
Workshop with an introduction to Scaling Agile, the different axes when scaling, risks on scaling Agile and a compact solution to a transparant, flexible and easy-to-use format for Program, Portfolio and Project management within a Scalig Agile context. We called this the Submay map:)
Learning from a Culture of Collaboration: Engineers do it better. What can de...Intuit Inc.
Intuit's Yvonne So talks about how designers can implement Agile engineering principles into their work at the 2015 Grace Hopper Celebration of Women in Computing Conference.
Agile Design Sprints - Testing new ideas and answer essential questions in just 5 days
When and why to use design sprints
How they work
Why they are worthwhile being used
Deliver SP Success: Achieve Organisational Buy-inDux Raymond Sy
This document outlines 5 steps to achieve organizational buy-in for SharePoint implementations:
1. Gain executive engagement by highlighting financial gains, innovation, and collaboration opportunities.
2. Educate and engage the business by identifying solutions rather than just showcasing features.
3. Collaboratively engineer solutions and establish a SharePoint roadmap through pilot projects.
4. Promote sustainable adoption through phased rollouts and addressing readiness.
5. Transform the enterprise intentionally with SharePoint as a flexible business platform.
In the masterclass customer-journey mapping and innovation, service design plays a major role. Service designer Caroline Beck takes you through a quick course in customer journey thinking, which puts the customer at the center in a practical and applicable way.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
How to Deploy Digital Products by Cayan Dir. of Product Dev.Product School
Do you know how to build a product roadmap that everyone understands? Communication is key. Tcheilly walked the audience through a roadmap that can be used as a ‘conversational’ tool.
He talked about how to communicate the bigger picture and the ‘why’ behind your product/ feature decisions, product lifecycle, while translating your organization priorities into highly productive sprints, backlog trimming,.
This document discusses digital project management techniques and tools that can give digital media students an edge when seeking employment. It recommends teaching students both individual skills like content creation, marketing, and analytics, as well as team skills like using various project management systems and tools. These include Getting Things Done, 4DX, Agile methodology, and Lean techniques. The document suggests incorporating these into students' curriculum through additional readings, speakers, field trips, dedicated course units, and having students from different departments collaboratively manage a final project using one of the systems. The goal is for students to complete their programs and get hired to jobs they can retain.
Design Thinking, Lean StartUp, Business model Canvas ou Agile? Quando usar uma abordagem? Em que momento mudamos de fase? Quais perguntas devemos fazer?
How to Launch Mobile Apps by Oracle Director of Product ManagerProduct School
In the era of Google, Facebook, Uber and Amazon, enterprise users expect deeper interactions and usable interfaces with mobile apps. Suresh took the audience through his experience of the mobile app launch from concept to mature state.
Should it be a single mobile app or multiple apps? Should you first launch on iOS or on Android? Should we release every 3 months, 2 month or every week? Should you market the mobile app separately? How do we get the user feedback? Should it be free or should you price it?
What do you do when you are asked to multitask? You are faced with an impossible situation. Don't give up. Create your own project portfolio and say, "No" in a politically correct way.
Plan a project in half a day... not months! An Introduction to Impact MappingAssurity Consulting
The large-scale adoption of Agile development frameworks has forced a rethinking of traditional Enterprise Analysis practices.
In today’s world of digital disruption, innovation and speed to market are paramount. No longer can companies afford to take 6-12 months analysing and designing their product or next set of features. Yet, despite the rapid advancement in development practices enabling software to be developed faster and better than ever before, those responsible for leading projects are still often using traditional practices to determine project and product objectives. Lengthy periods of time spent doing upfront analysis are eroding organisations’ abilities to get a jump on their competitors.
Impact Mapping is a simple, but powerful visualisation technique that engages senior business and technical experts at the start of projects to create a shared understanding of scope – not from a technical perspective, but from a business one.
As simple as Impact Mapping is as a technique, effective use of Impact Mapping requires the analyst to apply their artistic and scientific talents as one cannot draw a map sequentially. Impact Mapping requires divergent and convergent thinking, and an appreciation of how project deliverables influence changes in human behaviour which in turn affect the likelihood of achieving business goals.
As presented by Luke Johnstone to BA Development Day NZ 2015
MVPS: Pitstops to Product Visions By Spotify Product OwnerProduct School
In this talk, Jori Bell discusses the MVPs: Pitstops to Product Visions. This presentation took place during #ProductCon NYC, the biggest product management conference in the world!
The document discusses using a wall as a tool for meetings and reflection. It argues that executives can use a wall to visually map out complex business issues, reduce complexity, focus discussions, and foster co-creation in a more engaging way than traditional desk-based meetings. Using a wall brings movement and allows reflection on market conditions and challenges in a visual, collaborative manner.
Deliver SharePoint Success: Achieve Organizational Buy-InDux Raymond Sy
This document discusses 5 steps to achieve organizational buy-in for a SharePoint implementation to transform an enterprise:
1. Gain executive engagement by highlighting how SharePoint can provide business value through expedited innovation, facilitated collaboration, and financial gains.
2. Educate and engage the business by identifying solutions that address their needs rather than showcasing features.
3. Collaboratively engineer solutions with the business rather than just calling it a SharePoint project.
4. Assess the enterprise's readiness and prioritize what can initially be handled.
5. Establish a SharePoint roadmap and promote sustainable adoption through a phased approach.
The document discusses strategies for improving collaboration and productivity among distributed teams. It identifies two main enablers: people and processes, and tools and infrastructure. For people and processes, it recommends establishing collective kick-off phases, regular face-to-face meetings, co-locating teams for critical phases, appointing local ambassadors, using iterative processes, and focusing on team well-being. For tools, it suggests using videoconferencing, chat platforms, electronic task boards, smart boards, online whiteboards, and continuous video for daily stand-ups. Autonomy for project managers is also deemed important for success.
How to Use Visual Graphics for User Stories by Sony Crackle PMProduct School
Michelle spoke on her experience in writing user stories using visual graphics models. Visual graphic modeling is the use of graphical and textual design notations to capture software requirements. The importance of models allows the developer team to focus on the big picture and understand how components interact and identify interfaces.
10min Talk at Bits & Pretzels 2017 on Intrapreneurship.
You´ll have learned what Innovation Managers must learn from professional poker players and how to effectively use your office walls to document, build empathy and never lose track in the innovation rollercoaster,
Content:
How to structure and measure the fuzzy frontend of innovation and how to use methods like Design Thinking, Lean Startup or Strategyzer to push your project from A to B.
20 Slides that will show you
1. Tactical stage-gate approach from an innovation manager perspective
2. The first 5 steps and important tools to use during your first days from an intrapreneur perspective
The document discusses a new approach to project management training and coaching. It proposes kicking off each project with a 3-5 day workshop/training to develop a confirmed business case, full project plan, and obtain management and team commitment. This aims to give projects a good start rather than confronting them with problems from day one. The training would use the actual project as a case study. Regular coaching would also be provided during project execution to support both the team and management. Standard training and certification may be suitable for some, but generic training is ineffective for most who only occasionally work on projects.
Presentation from putitout event at Decoded London. Outlines the change to product development process to test ideas early through Lean and UX methods.
Agile marketing techniques can meet the ‘always on, always connected’ need for unprecedented speed and flexibility. Hear how agile marketing allows agencies and brands to work more collaboratively on their marketing campaigns; and how to use metrics to learn and adapt, instead of 12-month plans.
Program Management: Collaborating across the OrganizationTechWell
To be most effective when managing a large program, the component projects should limit their batch size, create networks of people, and report status in a way that works for the entire program. For those of you who are not quite ready for agile, Johanna Rothman explains how to use staged delivery, release trains, or RUP as lean(er) alternatives to waterfall and agile. Johanna explains how to encourage project teams to create communities of practice using their social networks—start with the existing rumor mill and build on it more formally. If you have managed programs in the past, you know you can never believe the Gantt chart, but we persist in using them. Instead, consider a product backlog burnup chart or a cumulative flow diagram. Join Johanna to discover how to use alternative measures of the program status including storyboards and alternative metrics to monitor your program's state.
Workshop with an introduction to Scaling Agile, the different axes when scaling, risks on scaling Agile and a compact solution to a transparant, flexible and easy-to-use format for Program, Portfolio and Project management within a Scalig Agile context. We called this the Submay map:)
Learning from a Culture of Collaboration: Engineers do it better. What can de...Intuit Inc.
Intuit's Yvonne So talks about how designers can implement Agile engineering principles into their work at the 2015 Grace Hopper Celebration of Women in Computing Conference.
Agile Design Sprints - Testing new ideas and answer essential questions in just 5 days
When and why to use design sprints
How they work
Why they are worthwhile being used
Deliver SP Success: Achieve Organisational Buy-inDux Raymond Sy
This document outlines 5 steps to achieve organizational buy-in for SharePoint implementations:
1. Gain executive engagement by highlighting financial gains, innovation, and collaboration opportunities.
2. Educate and engage the business by identifying solutions rather than just showcasing features.
3. Collaboratively engineer solutions and establish a SharePoint roadmap through pilot projects.
4. Promote sustainable adoption through phased rollouts and addressing readiness.
5. Transform the enterprise intentionally with SharePoint as a flexible business platform.
In the masterclass customer-journey mapping and innovation, service design plays a major role. Service designer Caroline Beck takes you through a quick course in customer journey thinking, which puts the customer at the center in a practical and applicable way.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
This document discusses implementing PRINCE2 for project management. It covers 4 key areas: 1) general project performance and factors that influence success, 2) how performance relates to maturity levels, 3) critical success factors for implementation, and 4) an effective approach to implementing PRINCE2 through project governance, leadership, dedicated processes, role execution, and managing organizational change. The implementation requires setting the stage, deciding the approach, driving change, and institutionalizing the new practices.
The document outlines the six phases of project management: initiation, definition, design, development, implementation, and follow-up. The initiation phase involves exploring the idea for a project and determining its feasibility. In the definition phase, the requirements for the project results are specified. The design phase involves developing one or more designs to achieve the project goals. Next, the development phase arranges all resources needed to implement the project. During the implementation phase, the project is constructed. Finally, the follow-up phase brings the project to completion through activities like training and evaluations.
Save Time, Money and Bloodshed with Soft System DiscoveryBrightEdge
This document discusses using Soft Systems Methodology (SSM) to improve the client discovery process. SSM takes a more holistic approach that accounts for real-world complexities like unpredictable user behavior and multiple stakeholders. It is presented as an alternative to the traditional linear discovery process. SSM involves discovering each client's unique views and context through structured stages. This reveals interacting systems and defines the problems to be solved. Iterating SSM throughout the engagement allows adapting to changing conditions. The outcomes of SSM discovery include client-specific models of the key elements like customers, activities and environmental influences. It also produces purposeful activity models, milestone plans and action items to guide the project. Using SSM is proposed to save time and
The document discusses key aspects of project development and validation for startup success. It covers topics like lean startup methodology, customer development, minimum viable products, running experiments, metrics, and pitching ideas. The goal is to help students learn processes for developing and testing concepts before large-scale execution to identify problems early and increase the chances of success.
EssayStatement of purpose in 500 words, state your purpose .docxdebishakespeare
Essay
Statement of purpose: in 500 words, state your purpose in undertaking graduate study at The George Washington University; describe your academic objectives, research interests, and career plans; and discuss your related qualifications, including collegiate, professional, and community activities, and any other substantial accomplishments not already mentioned
1
Unit 10 – Emerging Practices 2
PMGT 574
2
Recap Last Unit
n Lean Startup
n MVP
n Lean Change Management
n Kotter's Change Process
3
Opening Discussion
Discussion on previous unit assignments
4
Emerging Practices 2
5
Emerging Practices
Lean
Startup
LeanUX Lean
Change
Lean
Canvas
6
LeanUX
7
8
Lean UX
https://www.youtube.com/watch?v=F4Mry7L-vwM&t=92s
6 mins
9
1. Collaboration over Silos
2. Problem-focused over Feature-driven
3. Outcomes over Outputs
Lean UX: 3 Key Mind Shifts
10
n Small, cross-functional teams
n Product, UX, Dev, QA
n Other supporting groups where appropriate
n Engaged from project inception through completion
n No Egos, ninjas, or rock stars
n All team members are equally important
n All ideas equally worthy of consideration
n Shared product knowledge and customer understanding
Collaboration Over Silos
11
n Many teams immediately jump from a customer concern, or request, to
prescribing a solution. Lean UX asks us to step back and focus on the
problem:
n What are the users’ challenges?
n What problem(s) should we solve for the user? For the business?
n Being problem-focused:
n Shows trust in the team
n Builds shared understanding and investment
n Reduces waste
n Focuses on the customer
n Delivers innovative solutions not incremental change
Problem-focused Over Feature-driven
12
n Features = Outputs
n User Needs + Business Goals = Outcomes
n Deliver measurable results
n Analytics: we can’t validate success if we aren’t measuring
Outcomes over Outputs
13
1. Reduces waste
2. Builds shared understanding
3. Small experiments deliver rapid customer insight
Lean UX: 3 Key Benefits
14
Traditional UX
Lean UX
15
#!
16
Lean UX Process
17
1. Product identifies a project to be worked from Roadmap
2. Product and UX write problem statement
3. Gather team and Conduct Assumptions Workshop:
• Declare all assumptions embedded in problem statement
• Prioritize assumptions
• Write Hypothesis Statement
• Identify features, functionality, tactics that may satisfy the targeted outcomes
Lean UX Process: Assumptions, Hypotheses, & Outcomes
18
Learner Assignments was designed to provide Learners with access to their
required assignments. Through the Assignments screen, Learners can find
assignments based on assignment status, module or name. We have
observed that the interface does not display assignment information in a
manner that drives Learners to take action and complete assigned work. The
Assignments screen does not meet accessibility requirements nor is it mobile-
friendly. These fact.
Goodpatch Berlin, Boris Milkowski - Guest Talk @EINSICHTEN, HTW BERLIN
Das Thema Prototyping ist aus der Welt des digitalen Designs kaum noch wegzudenken. Häufig wird dabei vergessen, dass es nicht nur um den Prozess selber geht, sondern darum, diesen als Werkzeug zu verstehen, um schneller bessere Ergebnisse zu erzielen. Boris Milkowski und Jan Bisson berichten in ihrem Vortrag darüber, wie sie versuchen iterative Prozesse in alle Bereiche des Agenturalltags zu integrieren: angefangen beim UX/UI-Design, über die Kommunikation im Team bis hin zur Arbeit mit den Auftraggebern. Außerdem geben sie einen Einblick in das Prototyping Tool Prott, das sie für ihre eigenen Agenturbedürfnisse entwickelt haben.
Projectmanagementconceptscases Amit PayalAMIT PAYAL
The document provides an overview of key project management concepts including defining a project, the project life cycle, and the core project management processes. It discusses that a project is a temporary endeavor undertaken to create a unique product, service, or result. It describes the five process groups that make up the project life cycle: initiating, planning, executing, monitoring and controlling, and closing. It also outlines the ten knowledge areas that are the core processes of project management, including integration, scope, schedule, cost, quality, human resources, communications, risk, procurement, and stakeholder management.
The document discusses project management in a digital environment. It notes that digital technologies like mobile, cloud, social media, etc. are now core drivers of business success. As a result, more digital projects are being set up and demand for project managers is increasing to effectively deliver these projects. It emphasizes that project management must align with business requirements and strategies to ensure projects deliver value and return on investment. Both traditional and agile project management approaches can be combined based on the project needs. The role of the digital project manager is also discussed.
21 ways to break assumptions in the event-conference-businessCyriel Kortleven
The document outlines 21 ways to break assumptions in the event planning business. Some key ideas include having multiple simultaneous speakers, non-traditional event locations like museums or parks, crowdsourcing aspects like the agenda or speaker selection, incorporating more interactive elements beyond presentations, and using technology to enable remote or multi-location events. The overall message is to challenge conventions and continuously evolve events to create novel experiences for participants.
This document summarizes the key points from a session on the ideation phase of a design challenge focused on Covid-19. It outlines the main activities of the ideation phase, including developing value propositions with insight statements and "How Might We" questions, solution brainstorming, creating a user journey map, developing a communication strategy, and sketching and prototyping ideas. It also lists deliverables for each activity and provides example resources and collaboration tools.
One out of ten startups is successful. The Lean Innovation approach improves the success rate of Startups. Entrepreneurs and Investors learn earlier what works and what does not and hence can act faster. Lean Innovation starts to unfold its potential from the early stage of a Startup even long before it has a sellable product.
However, just using the tools does not result in increased effectiveness. Lean Innovation requires a fundamental mindset change of Entrepreneurs and Investors: Away from unproven assumptions to facts through creative experiments. In this training we show the essentials of the lean innovation framework and which aspects and metrics you the investor should request from the Entrepreneurs to make sure the Startup measures real progress daily and continuously adapts the path forward based on their latest learning to generate more value in shorter time.
As an introduction we recommend to read the Harvard Business Review article ”Why the Lean Start-up Changes Everything”.
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3. MOUNTAINSOFIMAGINATION
In Phase 01 we work together with the
client to discover as much about the
project as possible, we:
1.Define the desired outcomes;
2.Clearly highlight all of the moving
parts.
3.Ensure all wants and needs of
project stakeholders have been
identified so we can generate as
much value as possible.
3
Phase 01
4. MOUNTAINSOFIMAGINATION
4
Phase 01
Project Description:
Create an event visual for the next TEDxWoman’s
Event in Beijing with the overarching theme of
momentum that communicates the following
ideas and concepts:
1 时代 / Shi Dai = Time / Big time / Our time / big picture
2 契机 / Qi Ji = Opportunity / Grab an opportunity / Right now
3 动量 / Dong Liang = Momentum / Energy / Power
5. MOUNTAINSOFIMAGINATION
The event is seen through a woman’s lense, stance, posture and point of
view - but is not exclusively all women speakers and needs to appeal to a
wide audience which relates to inspiration and innovation.
The design needs to be:
1.Strong/ Mindful/ Modern/ Fearless
2.Absent of cliches of weak girly pink flowers
3.Creating an image which fits in an stands out in the TEDx visual world
4.Bold, eye catching; it must work well as a backdrop to a presentation,
not be distracting during the talks, and can be printed large scale and
is visible small scale on digital platforms.
5.Not revolutionary or controversial in any way"
5
Phase 01
7. MOUNTAINSOFIMAGINATION
Phase 02 is the design phase where
we start with a set of three options and
provide directions to help the client to
choose from amongst those options.
7
Phase 02
10. MOUNTAINSOFIMAGINATION
After discussion and feedback, we then refine
the design, in most cases generating three
iterations.We provide the client with regular
updates explaining our design decisions and
overall rationale in order to design the best
possible outcome to meet the requirements
defined in Phase 01.
10
Phase 02
13. MOUNTAINSOFIMAGINATION
Phase 03 is the final phase where we prepare the completed
files for production and delivery.We deliver error-free files
and consult with the printer/producer to clearly define the
handover process, but normally do not oversee final
production beyond that.
All updates throughout all three phases are presented as PDF
files that can be easily shared via email, Dropbox,WeiYun and
WeChat.The client can check in, share and update the
project at any time, allowing us to complete all work in good
time before the deadline.
13
Phase 03
27. MOUNTAINSOFIMAGINATION
贺婧 | HE Jing
Art critic / Curator / TEDxWoman Organiser
“Martin delivered us such a original
proposal with passion, energy and
creativity. He gave this event a strong
image, which not only represented
perfectly the spirit of TEDxWomen, but also
shared its rich significations to our public.”
27