Too often, product development teams are stocked with talent and great ideas, but they fail to fulfill their ambitions.
It’s just not enough to have great ideas. It’s not even enough to have great people. There are scores of product development teams that have both, but they come up short all too often.
The key is in aligning team and vision with the right tools, methodologies, and mindset. In this session, we’ll discuss how to do just that, covering the basics of agile, roadmaps, metrics, staffing, and more. We’ll also tell you how to work well with other department leaders and your Board.
The two presenters will be Apto’s VP of Product, Jeremy Dillingham and VP of Engineering, Steve Neely. They each have extensive experience building and scaling product and engineering teams, and bringing disruptive products to the market. Together they have refocused Apto’s product development efforts and unleashed the creativity and efficiency of the Apto product development function. They believe very strongly in building successful teams by hiring the right people, putting the right systems in place, and giving the team autonomy to create and adapt.
Webinar Slides: 5 Reasons to Rethink the LMSAxonify
There’s no question that the LMS has become synonymous with corporate learning across small and large companies alike, and organizations are entrenched in it. But the reality is that many corporate learning management systems remain slow, hard to use, and fall short when it comes to improving employee capability and on-the-job behaviors that impact business objectives. There’s a lot of “wasted learning” taking place and it’s costing organizations millions of dollars every year.
Join David Wentworth, Principal Analyst with the Brandon Hall Group, and JD Dillon, Principal Learning Strategist at Axonify, as they explore some of the ways in which the traditional LMS falls short and new ways organizations should be thinking about learning and learning technology.
60-minute webinar exploring the needs of virtual team members and how virtual leaders can lead better with calibration, collaboration, and celebration.
CXPA 2016 Keynote: Designing for Collaboration and DeliberationLuke Hohmann
In this 2016 CXPA (www.cxpa.org) keynote, Conteneo founder and CEO Luke Hohmann explores the many factors that distinguish designing for collaboration and deliberation from designing for communication, coordination or other forms of solo tasks. Sadly, SlideShare doesn't enable you to experience the interactive frameworks Luke used to illustrate these points - but you can see these at the end of the presentation.
Webinar Slides: 5 Reasons to Rethink the LMSAxonify
There’s no question that the LMS has become synonymous with corporate learning across small and large companies alike, and organizations are entrenched in it. But the reality is that many corporate learning management systems remain slow, hard to use, and fall short when it comes to improving employee capability and on-the-job behaviors that impact business objectives. There’s a lot of “wasted learning” taking place and it’s costing organizations millions of dollars every year.
Join David Wentworth, Principal Analyst with the Brandon Hall Group, and JD Dillon, Principal Learning Strategist at Axonify, as they explore some of the ways in which the traditional LMS falls short and new ways organizations should be thinking about learning and learning technology.
60-minute webinar exploring the needs of virtual team members and how virtual leaders can lead better with calibration, collaboration, and celebration.
CXPA 2016 Keynote: Designing for Collaboration and DeliberationLuke Hohmann
In this 2016 CXPA (www.cxpa.org) keynote, Conteneo founder and CEO Luke Hohmann explores the many factors that distinguish designing for collaboration and deliberation from designing for communication, coordination or other forms of solo tasks. Sadly, SlideShare doesn't enable you to experience the interactive frameworks Luke used to illustrate these points - but you can see these at the end of the presentation.
Timeline Infographic Presentation Template
If you want to buy this presentation template, please visit http://madlis.com
Good design gets out of the way of the content you are sharing. It helps your audience focus on the content itself instead of the design.
But, it's no secret that most people dislike giving presentations. The dread of public speaking consistently ranks among the greatest fears in public surveys.
This presentation slides can help you reduce the anxiety involved with giving a presentation. Well-designed slides not only build your own confidence, they make your key points clearer to the audience.
Making UX research happen: the impact of a User Centred DesignOps ApproachPatrizia Bertini
We all know that designers spent a lot of time in mundane, non-design tasks. But how much time?
What is DesignOps and ResearchOps and how can these disciplines help your team and designers to work smarter and better?
What are the bottlenecks and inefficiencies that are compromising your design teams' ability to deliver excellence?
This presentation is a story about inefficiencies and how understanding and analysing problems can have an impact on design teams, design leaders, and the business.
This is the story of how designops looked at the research participants' recruitment problem across seven globally distributed teams and turned a problem into an opportunity, creating both spending and operational efficiencies.
In one year DesignOps generated 60% in cost savings and saved 430+ working days to the teams while increasing the number of user testing and research participants by 4 times.
Because this is what DesignOps does: create spending and operational efficiencies.
Mindset Matters: How to Improve Your Virtual Facilitation StyleCynthia Clay
60-minute webinar introducing six virtual facilitation styles: the News Anchor, the Energizer Bunny, the Podcaster, the Tech Guru, the Airplane Pilot, and the Guide on the Side
Virtual Leadership: Calibrate, Collaborate and CelebrateCynthia Clay
60-minute webinar about the needs of virtual team members and the actions required of virtual leaders to maximize productivity and effectiveness in the virtual workplace.
Use Learning to Make Friends and Influence PeopleDoceboElearning
Docebo & Brandon Hall Group discuss how to use extended enterprise training to improve relationships with customers & partners. Start a free 14-day trial of Docebo to see how training can be a business advantage.
Efficient Teams Do Not Happen. They are Designed. It's called DesignOpsUXDXConf
There's an art behind happy and efficient teams and it's called DesignOps. Several studies demonstrate that designers spend up to 60% of their time doing non-design work.
But do you know where your team is spending their time instead of working on doing great design? Have you ever thought to measure your teams' inefficiencies?
DesignOps is the facilitating function that supports design teams to scale by improving ways of working, x-functional collaboration and processes so that designers can focus 100% on doing design.
This talk, based on first-hand experiences and learnings, will focus on key best practices to help position DesignOps at the right altitude, identify the right allies, and assess design teams’ performance and opportunities.
The Agile Activity based Seating Report 2018 - PresentationMia Kolmodin
There is an increasing trend in Sweden to move in to something commonly called Activity Based Seating, what we discovered is often confused with Flexible Seating. We couldn’t find any data on the actual impact of these kind of seatings for Agile Teams. Thats why we did a survey to uncover the “truth” with 177 people answering and an open space session to learn more about what learnings are out there from people working Agile.
The survey was presented at Agila Sverige 2018 and can be found here > At an Open Space session we got together to share experiences people had around ABS. The result of both is shared in this free infographic and we hope this information can bring value to you and your organization so that you can find better solutions together. Please feel free to use the content in any way you like. We would though be happy if you would refer to Dandy People if you take any content out of context.
You can see the video presentation here (Swedish): https://dandypeople.com/blog/aktivitetsbaserade-kontor-agile-superbra-eller-video-fran-agila-sverige/
And download the Free Infographic here: https://dandypeople.com/blog/get-seated-for-agile-free-infographic/
Kandis O'Brien- Productized Masterclasses.pptxProductized
1. How to Redesign Your Organization for Innovation Delivery is hard and staying aligned is even harder especially as companies scale.
2.Methods of design and vision sprints In order to co-create more adaptive and resilient organizations, you will learn tactics on how to use certain methods with focus on companies and discuss effective collaboration.
3. Faster decision making in vision sprints In this Masterclass, you will learn how to achieve shared goals and improve ways of working and amplify your teams’ ability.
4. Tools to help you Organizations are constantly evolving human networks. To shape their direction and momentum, leaders must address: the five essential dimensions of organizational design and Balancing Alignment and Autonomy.
5. And many more strategies Squads? Tribes? Two Pizza Pies? Come learn how to design the right operating model for your company’s context and culture.
Customer Focus and an Agile Mindset to Navigate in ComplexityMia Kolmodin
Organizations today need to find new ways to organize to faster deliver customer and business value. In this presentation I share with you some of the symptoms you might see if your'e not organized for complexity and without a customer focus, why this happens and what you can do about it.
Discover how you can get organized around customer value instead of in silos and around systems and how much more value and happiness you can create then.
I also share some examples of activities and results from the clients we at Dandy People have been coaching the past years to do this transformation.
Target group: Curious Leaders, Management and Change Makers
This presentation in English was originally held at Agile Days Istanbul, April 2018, but its based on a Swedish presentation first presented at Sundsvall 42 in September 2017.
Creating Irresistible Products in 4 Steps by Google Product LeaderProduct School
Main Takeaways:
- Why do some products die off and others take off?
- What are the 4 key disciplines of product management and how do they maximize the chance that your product will deliver value?
- How can you master the 4 key disciplines and become in the top 10% of PMs?
More often than not, the problem underlying valuation issues for small businesses is lack of strategic clarity. That’s not surprising, since one of the major challenges during Stage 2 is the need for more defined strategy coupled with deliberate planning processes that engage the entire organization — a big change from what was needed during Stage 1.
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.
Convincing Your Boss(es) to Confidently Spend (more) on AdvertisingKevin Dieny
My Presentation from my Session at HeroConf 2019, in Philadelphia.
This presentation is for anyone who wants to invoke data-decision making and business transformation learning:
1) How to convince your boss to spend more budget on advertising so it benefits your entire organization.
2) How to conquer the proper success metrics, "The Golden Metrics" linked to Customer Lifetime Value (CLV).
3) How to confidently use your data to transform your business to be more customer-centric.
Timeline Infographic Presentation Template
If you want to buy this presentation template, please visit http://madlis.com
Good design gets out of the way of the content you are sharing. It helps your audience focus on the content itself instead of the design.
But, it's no secret that most people dislike giving presentations. The dread of public speaking consistently ranks among the greatest fears in public surveys.
This presentation slides can help you reduce the anxiety involved with giving a presentation. Well-designed slides not only build your own confidence, they make your key points clearer to the audience.
Making UX research happen: the impact of a User Centred DesignOps ApproachPatrizia Bertini
We all know that designers spent a lot of time in mundane, non-design tasks. But how much time?
What is DesignOps and ResearchOps and how can these disciplines help your team and designers to work smarter and better?
What are the bottlenecks and inefficiencies that are compromising your design teams' ability to deliver excellence?
This presentation is a story about inefficiencies and how understanding and analysing problems can have an impact on design teams, design leaders, and the business.
This is the story of how designops looked at the research participants' recruitment problem across seven globally distributed teams and turned a problem into an opportunity, creating both spending and operational efficiencies.
In one year DesignOps generated 60% in cost savings and saved 430+ working days to the teams while increasing the number of user testing and research participants by 4 times.
Because this is what DesignOps does: create spending and operational efficiencies.
Mindset Matters: How to Improve Your Virtual Facilitation StyleCynthia Clay
60-minute webinar introducing six virtual facilitation styles: the News Anchor, the Energizer Bunny, the Podcaster, the Tech Guru, the Airplane Pilot, and the Guide on the Side
Virtual Leadership: Calibrate, Collaborate and CelebrateCynthia Clay
60-minute webinar about the needs of virtual team members and the actions required of virtual leaders to maximize productivity and effectiveness in the virtual workplace.
Use Learning to Make Friends and Influence PeopleDoceboElearning
Docebo & Brandon Hall Group discuss how to use extended enterprise training to improve relationships with customers & partners. Start a free 14-day trial of Docebo to see how training can be a business advantage.
Efficient Teams Do Not Happen. They are Designed. It's called DesignOpsUXDXConf
There's an art behind happy and efficient teams and it's called DesignOps. Several studies demonstrate that designers spend up to 60% of their time doing non-design work.
But do you know where your team is spending their time instead of working on doing great design? Have you ever thought to measure your teams' inefficiencies?
DesignOps is the facilitating function that supports design teams to scale by improving ways of working, x-functional collaboration and processes so that designers can focus 100% on doing design.
This talk, based on first-hand experiences and learnings, will focus on key best practices to help position DesignOps at the right altitude, identify the right allies, and assess design teams’ performance and opportunities.
The Agile Activity based Seating Report 2018 - PresentationMia Kolmodin
There is an increasing trend in Sweden to move in to something commonly called Activity Based Seating, what we discovered is often confused with Flexible Seating. We couldn’t find any data on the actual impact of these kind of seatings for Agile Teams. Thats why we did a survey to uncover the “truth” with 177 people answering and an open space session to learn more about what learnings are out there from people working Agile.
The survey was presented at Agila Sverige 2018 and can be found here > At an Open Space session we got together to share experiences people had around ABS. The result of both is shared in this free infographic and we hope this information can bring value to you and your organization so that you can find better solutions together. Please feel free to use the content in any way you like. We would though be happy if you would refer to Dandy People if you take any content out of context.
You can see the video presentation here (Swedish): https://dandypeople.com/blog/aktivitetsbaserade-kontor-agile-superbra-eller-video-fran-agila-sverige/
And download the Free Infographic here: https://dandypeople.com/blog/get-seated-for-agile-free-infographic/
Kandis O'Brien- Productized Masterclasses.pptxProductized
1. How to Redesign Your Organization for Innovation Delivery is hard and staying aligned is even harder especially as companies scale.
2.Methods of design and vision sprints In order to co-create more adaptive and resilient organizations, you will learn tactics on how to use certain methods with focus on companies and discuss effective collaboration.
3. Faster decision making in vision sprints In this Masterclass, you will learn how to achieve shared goals and improve ways of working and amplify your teams’ ability.
4. Tools to help you Organizations are constantly evolving human networks. To shape their direction and momentum, leaders must address: the five essential dimensions of organizational design and Balancing Alignment and Autonomy.
5. And many more strategies Squads? Tribes? Two Pizza Pies? Come learn how to design the right operating model for your company’s context and culture.
Customer Focus and an Agile Mindset to Navigate in ComplexityMia Kolmodin
Organizations today need to find new ways to organize to faster deliver customer and business value. In this presentation I share with you some of the symptoms you might see if your'e not organized for complexity and without a customer focus, why this happens and what you can do about it.
Discover how you can get organized around customer value instead of in silos and around systems and how much more value and happiness you can create then.
I also share some examples of activities and results from the clients we at Dandy People have been coaching the past years to do this transformation.
Target group: Curious Leaders, Management and Change Makers
This presentation in English was originally held at Agile Days Istanbul, April 2018, but its based on a Swedish presentation first presented at Sundsvall 42 in September 2017.
Creating Irresistible Products in 4 Steps by Google Product LeaderProduct School
Main Takeaways:
- Why do some products die off and others take off?
- What are the 4 key disciplines of product management and how do they maximize the chance that your product will deliver value?
- How can you master the 4 key disciplines and become in the top 10% of PMs?
More often than not, the problem underlying valuation issues for small businesses is lack of strategic clarity. That’s not surprising, since one of the major challenges during Stage 2 is the need for more defined strategy coupled with deliberate planning processes that engage the entire organization — a big change from what was needed during Stage 1.
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.
Convincing Your Boss(es) to Confidently Spend (more) on AdvertisingKevin Dieny
My Presentation from my Session at HeroConf 2019, in Philadelphia.
This presentation is for anyone who wants to invoke data-decision making and business transformation learning:
1) How to convince your boss to spend more budget on advertising so it benefits your entire organization.
2) How to conquer the proper success metrics, "The Golden Metrics" linked to Customer Lifetime Value (CLV).
3) How to confidently use your data to transform your business to be more customer-centric.
In This Webinar You Will Learn:
*How to establish a strong value proposition with a video.
*How to create a powerful distribution strategy.
*How to establish the credibility that creates consistent viewer engagement.
*How to create repeatable training.
*How to create your story, passion, why you’re in business
video.
*How to create a testimonial video.
*SEO visibility for videos
Patrick Campbell — Our Fundamental Strategy of Building a Business is Broken ...Turing Fest
We've reached the point in the market where the "best practices" we've been taught are no longer applicable when it comes to growth. Using data from millions of customers and thousands of companies, Patrick will debunk much of the dogma that drives our mental models around building a business, before offering up a practical guide around pricing, building the right product, retention, and targeting the right customers - all to ensure we're building a sustainable, thriving business.
Agenda Course 6: Marketing Matrix - Communication Matrix
Course Objectives:
Build a humanized brand connected with the Purpose
Build an Ideal Customer Persona (ICP)
Build a Lead Generation Cycle that engages, generates, and qualifies leads
Build a Lead Conversion Cycle that produces sales, repeated sales, and brand ambassadors.
Community Program: 15 Min.
Frame the community project with an accountable action plan.
Work group session: Validate the Solution, Business Model, and Sales Pitch. 45 min.
Marketing Matrix Introduction 5 Min.
Canvases: Solution - Business Model - Marketing Matrix
Graph Theory for Small Businesses
Brand Matrix Matrix 10 Min.
Graph Theory for Small Businesses
Brand Persona and Brand’s Assets
Marketing Matrix: 15 Min.
Lead Generation Cycle
Lead Conversion Cycle
Marketing KPIs
B2C Flow
Bright Business Model —Solution Matrix - You do not sell a service or a product. You sell an experience.
As business owners and execs, as product managers and sales people, we are surrounded by big data. Yet, we have big questions about our customers that we still don't have the answers to. We know a lot about what people are doing but not really the underlying reasons why. To get at that why you need to leverage the power of SMALL data.
Presentation delivered to JiveWorld13 to help Jive Customers with value models proving both employee (internal) and customer (external) community programs.
Convincing Your Boss(es) to Confidently Spend (more) on AdvertisingHanapin Marketing
Could your business profit from the scaling of advertisement spend? Wrangling your boss with swagger and tact is not always enough to win larger budgets. The Answer? Arming yourself with a customer-centric strategy, backed by CLV, that can drive a responsible and ‘winning’ conversation with your organization. In this session you will walk away with knowledge and actionable resources so you can:
- Convince your boss how spending more on advertising will benefit your organization.
- Conquer your omnichannel success metrics and their impact on your customer lifetime value.
- Confidently use your data to transform your organization to be more customer-centered.
Lean model generation @strat camp MEEt #2Maxime Pico
Basics on what is lean startup, what is a MVP, how to use it and how to build a business model. I gave this 1h lecture when I was invited at the Strat Camp MEEt #2
Many ressources inside and hidden clickable links ;)
AMA/Aquent: Data-Driven Design - Why Marketers Hold the Key to SuccessAquent
Brand-driven design in marketing is no longer enough to compete in this data-driven world. But analytics and creative departments typically do not see eye to eye. It is now up to the marketer to become the catalyst for change within the organization!
In this webcast, Gregory Ng will give solutions to build data-driven decision making into your culture, how to set goals and align your teams, and how to use your results across all marketing channels.
Perspectives 2013 is a collection of Reactive's viewpoints from our offices around the world. Download the PDF version from http://www.reactive.com/perspectives-2013.html
The authors live and work in New York, London, Melbourne, Sydney and Auckland.
This template, owned and produced by Leah Dyck, serves as a guideline for co-creators, who are planning to contribute value in the form of a curriculum.
This slide deck provides the framework for digital sports- related coaching services and offers a step-by-step workflow for their pitch presentation.
Design Thinking is a secret ingredient of many successful organizations. Integrating DT with CEMMethod has produced remarkable results. In this deck we review the how with examples.
Similar to The product development playbook for startups (20)
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
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5. Product Development Playbook: Jeremy & Steve, DSW 2017 | 5
Pop Quiz: Question 1
How many startups are there in the US?
29.6 million
6. Product Development Playbook: Jeremy & Steve, DSW 2017 | 6
Pop Quiz: Question 2
What is the startup survival rate?
50% of startups fail within 5 years
7. Product Development Playbook: Jeremy & Steve, DSW 2017 | 7
Pop Quiz: Question 3
Why do startups fail?
1. No market need
2. Ran out of cash
3. Not the right team
4. Got outcompeted
5. Pricing/cost issue
6. Poor product
7. Need/lack business
model
8. Poor marketing
9. Ignore customers
8. Product Development Playbook: Jeremy & Steve, DSW 2017 | 8
Pop Quiz: Question 4
Which of these are the responsibility of
Product Development?
1. No market need
2. Ran out of cash
3. Not the right team
4. Got outcompeted
5. Pricing/cost issue
6. Poor product
7. Need/lack business
model
8. Poor marketing
9. Ignore customers
9. Product Development Playbook: Jeremy & Steve, DSW 2017 | 9
Pop Quiz
Which of these are the responsibility of
Product Development?
1. No market need
2. Ran out of cash
3. Not the right team
4. Got outcompeted
5. Pricing/cost issue
6. Poor product
7. Need/lack business
model
8. Poor marketing
9. Ignore customers
49. Product Development Playbook: Jeremy & Steve, DSW 2017 | 49
“Business units scoring in the top half on employee engagement…
nearly double their odds of success
22% in profitability,
25% in turnover (high-turnover organizations),
37% in absenteeism,
41% in quality (defects.)”
54. Product Development Playbook: Jeremy & Steve, DSW 2017 | 54
“Empathy is not a soft nurturing value but a hard commercial tool
that every business needs as part of their DNA. Our aim is to make
every interaction our customers have with us an individual one.”
– Rene Schuster, former CEO of Telefonica Germany
59. Product Development Playbook: Jeremy & Steve, DSW 2017 | 59
“Human beings adjust behavior based on
the metrics they’re held against”
– Dan Ariely in HBR 6/10
101. Product Development Playbook: Jeremy & Steve, DSW 2017 |
101
“If you're looking at averages, not distributions, you'll
always be confused about why things are taking so
long.”
– Adrian Cockcroft, #devopsdays
111. Product Development Playbook: Jeremy & Steve, DSW 2017 |
111
Find your single metric
Focus your teams
Calculate your capacity
Limit your WIP
112. Intro
Chapter 1: High Functioning Teams
Chapter 2: Metrics
Chapter 3: Process to Enhance not Impede
Homework
113. Product Development Playbook: Jeremy & Steve, DSW 2017 |
113
Be vulnerable.
Hold trust.
Express appreciation.
– Jean Tabaka
114. Product Development Playbook: Jeremy & Steve, DSW 2017 |
114
"Vulnerability is the foundation of trust and trust is
the foundation of great teams."
– Tribal Unity, Em Campbell Pretty
122. Product Development Playbook: Jeremy & Steve, DSW 2017 |
122
Q2 Q3 Q4
1. Every 3-6 months Exec team dives
deep into strategy & sets business
Themes
2. Every quarter Product &
Engineering leads craft Initiatives
& Epics
3. Every 6 weeks Agile teams “Little
Room Plan” where they refine & break
down Epics
123. Product Development Playbook: Jeremy & Steve, DSW 2017 |
123
Q2 Q3 Q4
mid-quarter
Q3 “Little Room
Planning”:
6 weeks of broken down Epics as
estimated Stories
...and 6 following weeks of high-
level Epics
Themes
Initiatives & Epics
124. Product Development Playbook: Jeremy & Steve, DSW 2017 |
124
Q3 Q4
mid-quarter
Mid-Q3 “LRP”: ...and 6 following weeks of high-
level Epics
mid-quarter
6 weeks of broken down Epics as
estimated Stories
Themes
Initiatives
(Jeremy)
Thank you for joining us at the sixth annual Denver Startup Week!
Denver Startup Week is the largest free entrepreneurial event of its kind in North America.
Thank you to our title sponsors Aging2.0, Comcast, Chase for Business, the Downtown Denver Partnership, and WeWork.
This session is part of the Product Track, Sponsored By Pendo, one of six programming tracks aimed at supporting the entire entrepreneurial team.
(Steve then Jeremy)
This is the product development playbook for startups. We’ll be talking for the next 45min-1hr and we’ll take questions at the end of the presentation.
I am Steve Neely, I’ve been in engineering for 15yrs, my background started in academia, onto professional software engineering, I was on the engineering leadership team at Rally Software, and since January this year I run Engineering at Apto.
And I’m Jeremy Dillingham. I’ve been in Product for the last 11yrs, I ran product at Return Path for a few years and I’ve been running product at Apto for the last year
Our goal is to provide you specific, tangible, actions from our Product Development playbook that you can use when you get back to the office. These are based on our experience, mostly from failing, and the best advice we’ve been given and actions we’ve stolen from others that we were able to utilize to success.
(Steve)
(Data from US Small Business Administration) https://www.sba.gov/sites/default/files/advocacy/SB-FAQ-2017-WEB.pdf
By contract there are 19,000 large businesses in the US.
Failure rate within the first 5 years?
About one third of all establishments survive 10 years or longer.
https://www.fundera.com/blog/small-business-statistics
Data from CB Insights analysis of 101 “post mortems” from failed startups.
https://www.entrepreneur.com/article/288769
Final question.
(Jeremy)
(Jeremy)
Here’s the outline of what we’re going to cover today
We have about 45min of content which we’re breaking into 3 chapters
We’ll start with teams, move into metrics and wrap-up with process
We are going to take questions at the end if there’s anything that wasn’t clear, we didn’t cover or we need to go into more detail
You might be feeling overwhelmed with the things that you need to change or uncertain where you should even start
Start by reflecting on your current business, teams or products
and figure out where are you across all of these different areas
You cannot move the needle on all of them, but you can make a dramatic improvement if you focus on one thing or area at a time
Under your chair we’ve attached a sticky note. Grab it, and as we go through this presentation write down the one thing or area that you need to improve
(Steve)
The bedrock of your organization is people.
Jim Collin’s Good to Great talks about getting the right people on the bus.
We’re talking Product Development teams.
Amazon made famous the 2 pizza rule
Keep team slightly lean
Adding 1 more to a team is an exponential increase in communication paths
1 person team, zero communication paths
2 people team = 1 communication path
3 people = 3 communication paths
4 people = 6 communication paths
5 people = 10 communication paths
6 people = 15 communication paths
7 people = 21 communication paths
8 people = 28 communication paths
9 people = 36 communication paths
n(n-1) / 2
Traits across all companies are the same (or similar).
Learn to pattern match based off previous experience.
Self-aware people.
Your people should know themselves. They need to be reflective. Tell them to find quiet time: go for a walk, meditate, or run.
Source feedback from colleagues.
Can be difficult and humbling.
A growth mindset: believe that the world is malleable and can always be improved.
We’d often call this believing in the art of the possible.
Know themselves, and continually learn.
Encourage them to read, podcast, study, teach.
You want people that fit your core values – it’s a goo idea to write down and publicize your core values.
People that fit core values will be more likely to succeed within your company.
I’m not saying you want a homogenous group. These are guiding principles. You must bring in different ideas and viewpoints, experience levels
People exhibiting these traits are coachable into exceptional employees
You need people with the right skillset and domain experience for the role you’re hiring. Sure, juniors are cheaper and mentoring is fun. You need the base skills in your organization to lay the right foundations.
You can compromise on experience with some employees because it can be most easily gained given time. Some traits are difficult to learn.
With a cross functional team you need the right roles filled.
This person is ultimately responsible for the product. They are in-market, bringing in the voice of the customer into the business/team and ensuring the right product is being built to delivering value to customers.
They will divide his or her time between working with the team and coordinating with key stakeholders: customers, senior executives, and business managers.
The PM doesn’t tell the team who should do what or how long tasks will take. Rather, the team creates a simple shor-term roadmap and plans in detail only those activities that won’t change before execution.
One per team
Software engineers aka developers. These are the folks designing architecture, writing code and building the product.
The bulk of the team usually 2-6
You may have team members with expertise in quality. Might be manual testing or automated testing. Preferably a blend with a strong tilt towards automation.
Usually one of these on a team. However, quality is the entire team’s responsibility not just your QA. Don’t let silos exist.
Responsibility for both interaction and visual design.
Interaction design is the way the user/customer works with the product and features.
Visual design is how it looks and feels.
Often early stage companies hire a cheaper graphic designer instead of true UX. They only focus on the visual design, when the interaction design is actually more critical.
Usually 1 UX per 1-2 teams.
These are optional and there are many others, depending on the problem domain you’re trying to solve for.
Dedicated teams are more effective.
Alignment so they can build expertise and empathy, take on responsibility and ownership for their domain.
Handoffs between people and teams is expensive. Switching tech stacks and projects is a cognitive load.
Even going to meetings is a switching cost.
Make sure you have enough peanut butter for the bread is the analogy we often use when talking about spreading team effort.
LIke we said, roughly speaking you should have 1 product dev team per product or tech stack.
If you have 1 team covering 2, 3 or more products or areas within the company they will likely be spread too thin and you’re better off reducing scope/limiting focus to ensure the company is successful
This is a secret weapon. It’s often overlooked but has significant impact.
A Gallup Meta-analysis survey (2013): “Employee engagement is a leading indicator for success of a company”
Meta-analysis research is a statistical technique that pools multiple studies. By conducting this research regularly over time and increasing the number of work units analyzed, Gallup stays on the cutting edge of how well employee engagement predicts key performance outcomes.
This survey was its eighth meta-analysis using 263 research studies across 192 organizations in 49 industries and 34 countries, and including nearly 1.4 million employees.
This results further confirmed the well-established connection between employee engagement and nine performance outcomes.
Here are some of those outcomes highlighted on this slide.
http://news.gallup.com/businessjournal/163130/employee-engagement-drives-growth.aspx
How do you build employee engagement? Step 1: focus on customer
HBR 1/17 article combined these three, with equal weighting, across the three channels–internal (employees), external (customers), and social–gives us a company’s “empathy quotient.” We then applied our thinking to the 100 best-known companies in the UK
Top 10. What do you see? Surprises?
Microsoft: Satya Nadella as new CEO has focussed heavily on employee empathy. Moving from a know-it-all to learn-it-all culture. He has stopped infighting, restored morale, and created more than $250 billion in market value.
https://www.fastcompany.com/40457458/satya-nadella-rewrites-microsofts-code
Bottom 10. What do you see? Surprises?
Schuster implemented a company-wide empathy training program that led to an increase in customer satisfaction of 6% within 6 weeks.
(Jeremy)
We’re going to do high level overview on metrics, note there’s A LOT more we could cover. I’ll start with business & product metrics and Steve will cover Engineering metrics
To start you want the one metric that matters for your product or business. Why focus on 1 metric?
As Dan R-e-elly illustrates in this quote, people will behave based on the metric or metrics you give them. If you give them 20 metrics as a measure that they should be working towards, the outcome will be diffuse. If you galvanize the team or business around a single metric, you’ll get much more impact through focus. You can really change a team's behavior by shifting the metric and keeping them focused on a single thing.Source: https://hbr.org/2010/06/column-you-are-what-you-measure
Author of predictably irrational
We’ll start with business metrics
Most software business and especially SaaS business have 2 fundamental high level metrics. All EV of software companies is determined by total revenue and the growth rate you’re experiencing on that revenue. It’s that simple. Grow the big revenue number bigger and do it faster.
Easy right? So how do you figure out what to do and where to focus to move the needle on the overall business metrics?
Although those are the 2 key metrics for the overall business it can be hard to just “increase revenue” or growth rate, so you can decompose those into KPI’s or Key Performance Indicators (basically just important metrics) for how the business is performing
Here’s how Apto has decomposed ARR into the KPIs that make up ARR. The reason to do this is to figure out which of the KPIs will have the biggest impact upon ARR so you can focus the team or company on that as the One Metric that Matters. Example you might have amazing pipeline and conversion, you’re sales team is killing it. If you just look at ARR and it’s weak you might try to squeeze improvements from that team, which will likely have diminishing returns. However, if you decompose and see that retention is weak, let’s say churn is >25%, then you know you need to focus on improving retention and could focus the company/team around your retention # as the OMM
Some of these are leading indicators which show you what will happen (pipeline as example) and some of these are lagging indicators (churn) which only happen at the end of the customer lifecycle and can only be examined in hindsight.
Show of hands, how many people in here are within a SaaS business?
Ok we’ll go over a few of the key SaaS Metrics
How much does it cost to actually acquire a customer
CAC = Marketing + Sales / Customers (time period, last month)
How much do you make from a customer over their lifetime
Lifetime Value = Gross Margin % X ( 1 / Monthly Churn ) X Avg. Monthly Subscription Revenue per Customer
How much do you make from a customer over their lifetime
Lifetime Value = Gross Margin % X ( 1 / Monthly Churn ) X Avg. Monthly Subscription Revenue per Customer
CAC to LTV Ratio
Usually these are represented together as a ratio of how much you spend to acquire a customer vs. the total revenue you receive from clients. If this is <1 then you are going out of business fast. It’s costing you more to acquire a customer than you will receive for that customer over it’s entire lifetime! Ideally you want to see this at 2.5x or higher
How much do you make from a customer over their lifetime
Lifetime Value = Gross Margin % X ( 1 / Monthly Churn ) X Avg. Monthly Subscription Revenue per Customer
What is the average amount you receive from each customer contract. Generally want that to be increasing which could be based on more products, more usage, more licenses, etc
This is how much of the current base you lose net of the upsells or the base you were able to grow.
You want either negative churn or net retention % to be over 100%. Meaning you gain more than you loose with the existing base so that you are able to grow the business rapidly as net new bookings/sales adds to the bottom line
There are lots more and they can get more and more specific, focus
We’ll start with business metrics
Acquisition - visitor
Activation - user
Retention - continue coming back
Revenue - paying users
Referral - refer others
MVP / Early stage focus on activation and retention.
- just enough traffic “VISITORS’ (acquisition) to be able to measure your conversion and retention, but focus your efforts here, tweak and improve your product and only when you believe you have traction should you turn the marketing on, prior to this point it’s wasted money as those
AirBnB’s active users are not daily maybe not even monthly
OK, you believe in the power of a single metric, you know your business type so you have 2 frameworks to start laying data into. How do you determine which one is most important?
You need visibility into the data, if you don’t have it, you can’t do anything
Deeply understand the data.
We launched a new product, layed out the purpose, key behavior and frequency but what changes a user from a regular user to a core user? We looked at all the session data for ~250 users using mixpanel. One after the other determine if they were a core user. You’ll know it when you see it and then start documenting why they are different?
Make it easy and approachable so that people will view the metrics, and know if they are making impact, don’t require an expertise or translation of a logfile
Run experiments to test the assumptions and see what impact you have on the metrics, evaluate, refine, repeat
(Steve)
At the most basic level, estimate the size of stories and assign points.
Fibonacci: 1,2,3,5,8,13
2 is twice the effort of 1. Try not to think in time (too much)
8 and 13 are red because red is bad. Break them down
Humans are better at comparing so compare stories when estimating.
Beware what you measure. What’s going to happen? Sandbagging!
So this must be framed as an aid for the team and not for you to hold their feet to the fire. Never say “do more points”! Or worse, team B can complete 100 points when you can only do 50.
If you look at a scatterplot of work completion you’ll see it is distributed across the chart. Averaging out is not helpful for the outliers.
Here’s an example scatter plot chart with stories or tickets completed over dates (x-axis) with how long on the y-axis.
More about flow of work through the system. Often equated with Lean and Kanban. Scrum teams can use them too. You can measure anything where stuff flows into and out-of a stable system
These are all tied together by Little’s Law.
We can put Throughput into the formula because Little’s Law assumes a stable system. Throughput is the departure rate and in a stable system it is the same as the arrival rate of Little’s original formula.
An example of Throughput is five user stories per week.
In other words, if you want to:
Speed up the process, i.e. reduce Cycle Time, then limit the WIP
(also, if you want increase Throughput then limit WIP)
As I just explained, LIttle’s Law just an equation, right?
Well, no. It is deceptively simple.
There are some underlying assumptions that might not be true of your software development process.
LL is not best used for predicting what you can get done. Rather influencing behavior. Reduce WIP.
(Steve)
Trust is the foundation of a high functioning team.
As part of a team, where you collaborate towards a common goal, and success is predicated on each other, you must have trust.
You can build trust through transparency and vulnerability.
I worked with Jean at Rally. A true visionary when it came to building teams.
Said in a different way, by Em Campbell Pretty, also a student of Jean’s.
This is the Agile Manifesto.
On February 11-13, 2001, at The Lodge at Snowbird ski resort in Utah, seventeen people met to talk, ski, relax, and try to find common ground. What emerged was the Agile ‘Software Development’ Manifesto.
Big names: Uncle Bob Martin, Kent Beck, Martin Fowler (Brit, coined “agile”), Alistair Cockburn, Ron Jeffries.
Experts in XP, Scrum, DSDM (dynamic systems software development), Adaptive Software Development, FDD, Pragmatic Programming.
They identified the need for an alternative to document driven, heavyweight software development process. No more Dilbertesque corporate baggage.
1. Learn How Agile Really Works
Many flavors:
Scrum, which emphasizes creative and adaptive teamwork in solving complex problems; lean development, which focuses on the continual elimination of waste; and kanban, which concentrates on reducing lead times and the amount of work in process
2. Understand Where Agile Does or Does Not Work
Agile is not a panacea. It is most effective and easiest to implement under conditions commonly found in software innovation: The problem to be solved is complex; solutions are initially unknown, and product requirements will most likely change; the work can be modularized; close collaboration with end users (and rapid feedback from them) is feasible; and creative teams will typically outperform command-and-control groups.
Agile is less common in routine operations such as plant maintenance, purchasing, sales calls, and accounting.
3. Start Small and Let the Word Spread
Large companies typically launch change programs as massive efforts. Top down pushing of agile that hits the permafrost of middle management.
But the most successful introductions of agile usually start small. They often begin in Product Development, where software developers are likely to be familiar with the principles. Then agile might spread to another function, with the original practitioners acting as coaches.
https://hbr.org/2016/05/embracing-agile
4. Allow “Master” Teams to Customize Their Practices
Before beginning to modify or customize agile, a person or team will benefit from practicing the widely used methodologies that have delivered success in thousands of companies. For instance, it’s wise to avoid beginning with part-time assignment to teams or with rotating membership. Empirical data shows that stable teams are 60% more productive and 60% more responsive to customer input than teams that rotate members.
https://hbr.org/2016/05/embracing-agile
I came from a large company that followed SAFe and Big Room Planning. Apto doesn’t need that. We only have 4 teams. Instead we do LRP with a 6-week cadence.
This is how we rolled into Q3 and its Little Room Planning
(Jeremy)
What’s written on your sticky note. It’s okay, you can change what you wrote.
Take it out with you and this is what you must work on.
Don’t try to do action everything at once, just do one thing at a time, work with it for a bit, learn from your failures and see if you can drive meaningful improvement over the next 2 weeks. Once you’ve achieved success, move to the next biggest thing