Prioritization of work is hard across all levels of the organization. When we focus on feature value, often the first indicator of value is dollars versus effort expended. But what about value that is not realized through dollars? Our customers do not only think in dollars.
By expanding the definition of what value can truly mean, we can normalize, rationalize, and quantify value in new and different ways that make sense to all of our customers. We can assess value across programs as well as engage team members and stakeholders through interactive activities. In a way, it’s like relative sizing to drive values that appeal to many different consumers of your product.
Natalie first demonstrates traditional value estimation (dollars) and the resulting feature map/prioritization. Then, we look at other types of value realization through a team or program level activity using common customer sense. The activity provides participants with hands-on experience estimating and mapping feature value sans dollars on a level playing field. This gives Product Owners and teams a better baseline to align enterprise and program roadmaps with their own team or product priorities - and most importantly what the customer actually values - dollars aside!
Good agile / Bad agile: Proving the value of Agile to a skeptical organizationAlan Albert
Is Agile worth it?
What value can being Agile bring to your organization?
Done right, Agile software development methodologies can help your organization deliver greater value to customers and other stakeholders more efficiently and with reduced risk.
Done wrong, Agile methodologies become an endlessly iterating feature factory, facing an ever-growing backlog.
In this interactive session, attendees discussed:
- How to identify what’s most valuable to build next
- How to ensure that the features you build are not just functional, but used and valued
- How to measure and effectively communicate the value that you create
Led by Alan Albert of MarketFit, this session at Agile Vancouver explored theory, examples, and exercises showing how to unlock the power of discovering, creating, and communicating value.
Customer, market and business validation for early-stage startupsJeff McClelland
A collection of tips on how to go about validating your offer to customers, choose a market, and scope a business. Touches on JTBD, lean startup, business model canvas. Also a brief case study on TransferWise and the keys to it's success.
This document discusses how web analytics can be used to augment qualitative research. It provides examples of how analytics can help define problems, select audiences, and provide benchmarks for performance. While analytics can provide useful insights, it also has limitations and cannot determine things like user satisfaction on its own. The document recommends using a combination of analytics and surveys to get a fuller picture. It also provides tips on how to set up the proper analytics collection, ensure the right data is measured, and use analytics to prove when changes have been successfully improved performance compared to forecasts or benchmarks.
Coreway Solution is a web development company based in Ahmedabad, India that has been in business since 2010. It has served over 17 countries and 150 customers worldwide. The company employs over 22 technology professionals and prides itself on values of karma, commitment, satisfaction, and integrity. It offers services including enterprise solutions, mobile app development, web development, and digital marketing. Notable clients praise Coreway Solution for its technical expertise, quality work, timely deliveries, and responsive customer support.
Business for engineers part 1: Customers and salesJan Isakovic
A quick introduction to basic business concepts aimed at engineers and all who wish a simple and quick explanation. Part 1 in series covering the customer need stages and sales cycles.
Business for engineers part 4: Value propositionJan Isakovic
A quick introduction to basic business concepts aimed at engineers and all who wish a simple and quick explanation. Part 4 in the series is covering the concept of a value proposition.
Good agile / Bad agile: Proving the value of Agile to a skeptical organizationAlan Albert
Is Agile worth it?
What value can being Agile bring to your organization?
Done right, Agile software development methodologies can help your organization deliver greater value to customers and other stakeholders more efficiently and with reduced risk.
Done wrong, Agile methodologies become an endlessly iterating feature factory, facing an ever-growing backlog.
In this interactive session, attendees discussed:
- How to identify what’s most valuable to build next
- How to ensure that the features you build are not just functional, but used and valued
- How to measure and effectively communicate the value that you create
Led by Alan Albert of MarketFit, this session at Agile Vancouver explored theory, examples, and exercises showing how to unlock the power of discovering, creating, and communicating value.
Customer, market and business validation for early-stage startupsJeff McClelland
A collection of tips on how to go about validating your offer to customers, choose a market, and scope a business. Touches on JTBD, lean startup, business model canvas. Also a brief case study on TransferWise and the keys to it's success.
This document discusses how web analytics can be used to augment qualitative research. It provides examples of how analytics can help define problems, select audiences, and provide benchmarks for performance. While analytics can provide useful insights, it also has limitations and cannot determine things like user satisfaction on its own. The document recommends using a combination of analytics and surveys to get a fuller picture. It also provides tips on how to set up the proper analytics collection, ensure the right data is measured, and use analytics to prove when changes have been successfully improved performance compared to forecasts or benchmarks.
Coreway Solution is a web development company based in Ahmedabad, India that has been in business since 2010. It has served over 17 countries and 150 customers worldwide. The company employs over 22 technology professionals and prides itself on values of karma, commitment, satisfaction, and integrity. It offers services including enterprise solutions, mobile app development, web development, and digital marketing. Notable clients praise Coreway Solution for its technical expertise, quality work, timely deliveries, and responsive customer support.
Business for engineers part 1: Customers and salesJan Isakovic
A quick introduction to basic business concepts aimed at engineers and all who wish a simple and quick explanation. Part 1 in series covering the customer need stages and sales cycles.
Business for engineers part 4: Value propositionJan Isakovic
A quick introduction to basic business concepts aimed at engineers and all who wish a simple and quick explanation. Part 4 in the series is covering the concept of a value proposition.
The document discusses design at TransferWise, including the design team, principles of user-centric design, and the design process. It emphasizes gaining customer insights through interviews and testing to inform design decisions. The design process involves sketching, wireframing, mockups, prototyping, building interfaces, and testing to iteratively improve the user experience. Examples of companies doing user-centric design well include Stripe, Revolut, and Cash.me. Design is presented as an ongoing process of improvement based on user feedback.
This document discusses how libraries can implement principles from Disney to improve patron service. It outlines Disney's approach to quality service, including defining a clear service theme and standards. It also discusses the importance of the "service cycle" which includes the cast (employees), setting, processes, and integrating these elements. The document provides examples of how a library could define its own service theme and standards. It emphasizes treating patrons and employees like VIPs and continuously evaluating and improving processes to exceed patron expectations.
The document discusses a story about an ice cream manufacturing company called Dairy Cream that was struggling due to lack of sales. The plant manager Peter reaches out to his friend Mike for help. Mike guides Peter on implementing quality strategies using the LEO concept to turn the company around. It emphasizes that quality should be the focus in all aspects of work and life. It can be achieved through listening to customers, teamwork, continuous improvement and striving for perfection rather than just doing one's best. This will help satisfy customers and ensure the long term success of the business.
How to Get Going with Recurring Revenue Services in Your App Development Busi...Kumulos
This document discusses how to build recurring revenue services for a mobile app development business. It outlines the challenges of relying solely on project-based work and proposes recurring services as a solution. Specific recommendations include:
- Mapping services to the typical app lifecycle to meet customer needs over time
- Starting simply and making services progressively more complex
- Clearly defining what each service level includes and excludes to facilitate upselling
- Positioning services as an integral part of the process rather than an afterthought
- Focusing on opportunities to increase sales, close more deals, and obtain new work from existing clients
SFDW DESIGN WORKSHOP JUNE 3, 2016
By Kylie Tuosto & Stephen Gay
This year, for SF Design Week, we hosted a workshop focused on crafting delightful first use experiences. Our workshop included design principles for first use, core frameworks for thinking about delivering customer benefit, and several design patterns and exercises.
OVERVIEW
No matter what you call it -- user on-boarding, first-time use, the out-of-box experience -- a user's first experience with your product is critical. Designers need to ensure that people get up and running quickly and understand the benefits the product delivers. But what's the best way to do that? Come join a network of design leaders for a discussion of the fundamentals and best practices of delivering a memorable, engaging first-use experience.
RESOURCES
Worksheets: FocusOnFirstUse_Worksheets.pdf
Slides: FocusOnFirstUse_Presentation.pdf
LinkedInGroup: https://www.linkedin.com/groups/7059078
SF 10/12/17 - Scaling Product with Data by Jonathan Zazove, AtlassianAmplitude
Jonathan Zazove discusses how to scale product development with data. He emphasizes using both qualitative and quantitative customer feedback. Qualitatively, teams should speak to customers weekly to understand problems directly. Quantitatively, teams should constantly analyze usage data to see what customers actually do. Bringing the entire team to listen to customers and explore data helps everyone focus on the mission and build the right solutions. When used together, qualitative and quantitative feedback allows teams to deeply understand customer needs and make informed decisions about product development.
Culture @ FoodX ( previously Faasos ) - Internal document and hence no beautification. Anyone interested in working at our company should go through this. It outlines primarily our culture and how we conduct ourselves. This is not specific to any job. This is a ready reckoner for you to know what to expect if you happen to work here.
Agile thinking and building the right thing Kevin Murray
This document summarizes a project management workshop focused on agile thinking and building products that meet user needs. The workshop objectives were to help participants understand agile thinking, learn techniques they can apply, create empathetic teams, and have fun. Key aspects of agile thinking discussed included accepting uncertainty, responding to new information, focusing on outcomes over outputs, and teamwork. Participants worked on a case study for a new digital space involving assumption mapping, hypotheses mapping, and user needs to iteratively develop solutions. The workshop concluded with a retrospective on meeting its objectives.
How to win in the product led era - SF Product Analytics Summit 10/12/17Amplitude
Amplitude's VP of Product, Justin Bauer, discusses how companies need to adapt to succeed in the product-led era. Product is now your distribution center, your competitive advantage, and your main driver of customer loyalty.
The Product Journey: The Importance of Having Strong Decision Agility in Your...Aggregage
In this talk, Emily Tate, Managing Director at Mind the Product will unpack how we can quickly make deeply-researched decisions on multiple topics that will positively influence your product development process.
Go From Idea To MVP – FAST! - By Amy Jo KimSynerzip
You’ll discover:
How coaching hundreds of design teams worldwide revealed huge, costly blunders in MVP experiments
How dozens of early-stage teams are using Game Thinking techniques to save months of time and wasted effort
How leading startups like Slack and Crowdstar use these techniques to build products that people love and come back to
How the CEO of fast-growing startup Pley used Game Thinking discovery techniques to go from idea to validated MVP in 5 weeks
Learn how to accelerate YOUR path to product/market fit by applying these powerful, proven success habits to your business.
Original copy at https://www.synerzip.com/webinar/innovation-cycle-discovery-technique/
This document outlines Melissa Perri's presentation on creating effective MVP experiments. The presentation covers:
1. Defining what an MVP is and why they are important for validating assumptions before building fully.
2. Guidance on setting up MVP experiments, including defining the customer and problem, investigating assumptions, designing tests, measuring results, and iterating.
3. Different types of MVPs (e.g. concierge, wizard of oz, landing page) and when each is most appropriate.
4. Adapting MVP experiments based on customer feedback and constraints.
5. How MVP experiments can be incorporated into agile development processes using short sprint cycles.
It's not your grandmother's lean anymore!Business901
The document discusses applying Lean principles to marketing and sales. It suggests that Lean can be used as a knowledge creation model through the Plan-Do-Check-Act (PDCA) cycle. This allows for continuous improvement through frequent small changes rather than massive breakthroughs. The document also discusses mapping the customer decision-making process and matching internal resources to build support networks and sales/marketing teams. Overall it advocates focusing on the customer experience and journey to create purposeful interactions through a system of flexible touchpoints.
We love getting customer feedback - and then there are times we don't love getting customer feedback!
Our presenter, Dipa Rao, shares her experiences of dealing with both solicited AND unsolicited customer feedback.
The talk covers:
- setting the right expectations for getting feedback
- how to manage responses
- how to prepare for managing everything that comes your way including hippos & distressed customers!
This document provides an overview of an Allan Gray Orbis startup preparation workshop called Launchweekend. It includes an introduction, events schedule, topics that will be covered such as idea generation techniques, business model canvassing, and customer problem validation. The agenda involves ideating new business ideas, sketching business models, practicing pitching ideas, and conducting customer interviews to identify problems. The goal is to help attendees start successful companies by exploring techniques for opportunity identification, validating customer needs, and developing initial business plans.
This document advertises a private label rights (PLR) product called "High Ticket Authority" that allows users to create and sell their own high-ticket products or services without worrying about copyright. It provides professionally designed graphics, a complete sales page, and bonuses like quickstart guides and video tutorials. Customers can modify the content, upload it, drive traffic, and keep 100% of profits. Testimonials praise the quality of Aurelius PLR products. It is normally priced at $47 but is now available for just $17.
Happy to Help by Merci Victoria Grace, Partner, Lightspeed Venture PartnersAmplitude
The document provides tips on bringing a service mindset to one's career by focusing on understanding users' needs and being helpful. It emphasizes learning to observe people and listen to them, training one's intuition about users, and taking an ownership approach to help users rather than just sell products. Experiments described show that customers are more influenced by coupons received outside a store and are willing to pay more for higher quality products when more options are shown. The goal of negotiations should be understanding others' perspectives rather than just getting what you want. An effective approach is to mirror the other person and ask questions to uncover their needs and feedback.
MA with Paul Jackson! In this exclusive 60 minute session with Paul Jackson, founding partner of Pivot, a venture services firm based in London we discussed what is the "Actual Product Value". The discussion centered around: What is it, Why it's important and How to measure it?
For more talks visit: www.pragmaticleaders.io
I've been building APIs for a long time now and it is becoming ever more common for server-side developer thanks to the rise of front-end JavaScript frameworks, iPhone applications and generally API-centric architectures. On one hand you're just grabbing stuff from a data source and shoving it out as JSON, but surviving changes in business logic, database schema updates, new or deprecated etc gets super difficult.
This talk will outline the common pitfalls developers get trapped in when building APIs and outline methods to avoid them, including naming stuff badly then having to rename everything, when and how to use POST/PUT/PATCH, data structures, DDoSing yourself because pagination, picking your authentication system and all sorts of other stuff.
The document discusses design at TransferWise, including the design team, principles of user-centric design, and the design process. It emphasizes gaining customer insights through interviews and testing to inform design decisions. The design process involves sketching, wireframing, mockups, prototyping, building interfaces, and testing to iteratively improve the user experience. Examples of companies doing user-centric design well include Stripe, Revolut, and Cash.me. Design is presented as an ongoing process of improvement based on user feedback.
This document discusses how libraries can implement principles from Disney to improve patron service. It outlines Disney's approach to quality service, including defining a clear service theme and standards. It also discusses the importance of the "service cycle" which includes the cast (employees), setting, processes, and integrating these elements. The document provides examples of how a library could define its own service theme and standards. It emphasizes treating patrons and employees like VIPs and continuously evaluating and improving processes to exceed patron expectations.
The document discusses a story about an ice cream manufacturing company called Dairy Cream that was struggling due to lack of sales. The plant manager Peter reaches out to his friend Mike for help. Mike guides Peter on implementing quality strategies using the LEO concept to turn the company around. It emphasizes that quality should be the focus in all aspects of work and life. It can be achieved through listening to customers, teamwork, continuous improvement and striving for perfection rather than just doing one's best. This will help satisfy customers and ensure the long term success of the business.
How to Get Going with Recurring Revenue Services in Your App Development Busi...Kumulos
This document discusses how to build recurring revenue services for a mobile app development business. It outlines the challenges of relying solely on project-based work and proposes recurring services as a solution. Specific recommendations include:
- Mapping services to the typical app lifecycle to meet customer needs over time
- Starting simply and making services progressively more complex
- Clearly defining what each service level includes and excludes to facilitate upselling
- Positioning services as an integral part of the process rather than an afterthought
- Focusing on opportunities to increase sales, close more deals, and obtain new work from existing clients
SFDW DESIGN WORKSHOP JUNE 3, 2016
By Kylie Tuosto & Stephen Gay
This year, for SF Design Week, we hosted a workshop focused on crafting delightful first use experiences. Our workshop included design principles for first use, core frameworks for thinking about delivering customer benefit, and several design patterns and exercises.
OVERVIEW
No matter what you call it -- user on-boarding, first-time use, the out-of-box experience -- a user's first experience with your product is critical. Designers need to ensure that people get up and running quickly and understand the benefits the product delivers. But what's the best way to do that? Come join a network of design leaders for a discussion of the fundamentals and best practices of delivering a memorable, engaging first-use experience.
RESOURCES
Worksheets: FocusOnFirstUse_Worksheets.pdf
Slides: FocusOnFirstUse_Presentation.pdf
LinkedInGroup: https://www.linkedin.com/groups/7059078
SF 10/12/17 - Scaling Product with Data by Jonathan Zazove, AtlassianAmplitude
Jonathan Zazove discusses how to scale product development with data. He emphasizes using both qualitative and quantitative customer feedback. Qualitatively, teams should speak to customers weekly to understand problems directly. Quantitatively, teams should constantly analyze usage data to see what customers actually do. Bringing the entire team to listen to customers and explore data helps everyone focus on the mission and build the right solutions. When used together, qualitative and quantitative feedback allows teams to deeply understand customer needs and make informed decisions about product development.
Culture @ FoodX ( previously Faasos ) - Internal document and hence no beautification. Anyone interested in working at our company should go through this. It outlines primarily our culture and how we conduct ourselves. This is not specific to any job. This is a ready reckoner for you to know what to expect if you happen to work here.
Agile thinking and building the right thing Kevin Murray
This document summarizes a project management workshop focused on agile thinking and building products that meet user needs. The workshop objectives were to help participants understand agile thinking, learn techniques they can apply, create empathetic teams, and have fun. Key aspects of agile thinking discussed included accepting uncertainty, responding to new information, focusing on outcomes over outputs, and teamwork. Participants worked on a case study for a new digital space involving assumption mapping, hypotheses mapping, and user needs to iteratively develop solutions. The workshop concluded with a retrospective on meeting its objectives.
How to win in the product led era - SF Product Analytics Summit 10/12/17Amplitude
Amplitude's VP of Product, Justin Bauer, discusses how companies need to adapt to succeed in the product-led era. Product is now your distribution center, your competitive advantage, and your main driver of customer loyalty.
The Product Journey: The Importance of Having Strong Decision Agility in Your...Aggregage
In this talk, Emily Tate, Managing Director at Mind the Product will unpack how we can quickly make deeply-researched decisions on multiple topics that will positively influence your product development process.
Go From Idea To MVP – FAST! - By Amy Jo KimSynerzip
You’ll discover:
How coaching hundreds of design teams worldwide revealed huge, costly blunders in MVP experiments
How dozens of early-stage teams are using Game Thinking techniques to save months of time and wasted effort
How leading startups like Slack and Crowdstar use these techniques to build products that people love and come back to
How the CEO of fast-growing startup Pley used Game Thinking discovery techniques to go from idea to validated MVP in 5 weeks
Learn how to accelerate YOUR path to product/market fit by applying these powerful, proven success habits to your business.
Original copy at https://www.synerzip.com/webinar/innovation-cycle-discovery-technique/
This document outlines Melissa Perri's presentation on creating effective MVP experiments. The presentation covers:
1. Defining what an MVP is and why they are important for validating assumptions before building fully.
2. Guidance on setting up MVP experiments, including defining the customer and problem, investigating assumptions, designing tests, measuring results, and iterating.
3. Different types of MVPs (e.g. concierge, wizard of oz, landing page) and when each is most appropriate.
4. Adapting MVP experiments based on customer feedback and constraints.
5. How MVP experiments can be incorporated into agile development processes using short sprint cycles.
It's not your grandmother's lean anymore!Business901
The document discusses applying Lean principles to marketing and sales. It suggests that Lean can be used as a knowledge creation model through the Plan-Do-Check-Act (PDCA) cycle. This allows for continuous improvement through frequent small changes rather than massive breakthroughs. The document also discusses mapping the customer decision-making process and matching internal resources to build support networks and sales/marketing teams. Overall it advocates focusing on the customer experience and journey to create purposeful interactions through a system of flexible touchpoints.
We love getting customer feedback - and then there are times we don't love getting customer feedback!
Our presenter, Dipa Rao, shares her experiences of dealing with both solicited AND unsolicited customer feedback.
The talk covers:
- setting the right expectations for getting feedback
- how to manage responses
- how to prepare for managing everything that comes your way including hippos & distressed customers!
This document provides an overview of an Allan Gray Orbis startup preparation workshop called Launchweekend. It includes an introduction, events schedule, topics that will be covered such as idea generation techniques, business model canvassing, and customer problem validation. The agenda involves ideating new business ideas, sketching business models, practicing pitching ideas, and conducting customer interviews to identify problems. The goal is to help attendees start successful companies by exploring techniques for opportunity identification, validating customer needs, and developing initial business plans.
This document advertises a private label rights (PLR) product called "High Ticket Authority" that allows users to create and sell their own high-ticket products or services without worrying about copyright. It provides professionally designed graphics, a complete sales page, and bonuses like quickstart guides and video tutorials. Customers can modify the content, upload it, drive traffic, and keep 100% of profits. Testimonials praise the quality of Aurelius PLR products. It is normally priced at $47 but is now available for just $17.
Happy to Help by Merci Victoria Grace, Partner, Lightspeed Venture PartnersAmplitude
The document provides tips on bringing a service mindset to one's career by focusing on understanding users' needs and being helpful. It emphasizes learning to observe people and listen to them, training one's intuition about users, and taking an ownership approach to help users rather than just sell products. Experiments described show that customers are more influenced by coupons received outside a store and are willing to pay more for higher quality products when more options are shown. The goal of negotiations should be understanding others' perspectives rather than just getting what you want. An effective approach is to mirror the other person and ask questions to uncover their needs and feedback.
MA with Paul Jackson! In this exclusive 60 minute session with Paul Jackson, founding partner of Pivot, a venture services firm based in London we discussed what is the "Actual Product Value". The discussion centered around: What is it, Why it's important and How to measure it?
For more talks visit: www.pragmaticleaders.io
I've been building APIs for a long time now and it is becoming ever more common for server-side developer thanks to the rise of front-end JavaScript frameworks, iPhone applications and generally API-centric architectures. On one hand you're just grabbing stuff from a data source and shoving it out as JSON, but surviving changes in business logic, database schema updates, new or deprecated etc gets super difficult.
This talk will outline the common pitfalls developers get trapped in when building APIs and outline methods to avoid them, including naming stuff badly then having to rename everything, when and how to use POST/PUT/PATCH, data structures, DDoSing yourself because pagination, picking your authentication system and all sorts of other stuff.
The Project Management Body of Knowledge (PMBOK) is a guide to project management concepts and practices. It provides a high-level mindmap overview of the 5th edition of the PMBOK, which outlines the key processes, knowledge areas, and process groups involved in project management. The mindmap gives a brief visual representation of the essential components and how they relate in the 5th edition of the PMBOK framework.
Understanding of Pain Point is a guide for generating improvement pathways. Solution builders should consider pain points as building blocks for better organisational outputs/outcomes.
Value stream mapping (VSM) is a tool that uses symbols to depict and improve the flow of inventory and information through a process. It makes waste visible and allows organizations to plan its elimination. VSM involves mapping the current state, identifying areas for improvement, and designing a future state with minimum waste. Key steps include selecting a process to map, collecting data on times and flows, critiquing the current state, and creating an action plan to implement the future state design.
What’s most difficult in production often isn’t making the product but organizing all the parts and materials that go into it, notes LEI CEO John Shook in the presentation “Learning To See:
Making Value Flow From End to End.” He covers how lean management developed to solve this problem from Henry’s Ford Highlight Park, MI, assembly line to the development of the Toyota Production System. He covers key TPS elements and methods such as value-stream mapping, built-in quality, one piece flow, waste elimination, total system efficiency, and developing people as problem solvers.
Using Business Architecture to Facilitate a North American Business Model at ...Daniel Lambert, M. Sc.
Presentation made by James Pickens, ERE Technology Strategy and Analytics Lead at the TD Bank, by Colin Leung, Manager – Business Management Technology at the TD Bank, and myself at BBC 2016 on Nov. 2 2016. For additional information please view the information on this webpage: http://biz-architect.com/building-business-capability-bbc-2016-from-nov-2-4-2016-in-las-vegas/
This document provides an overview of process mapping and value stream mapping techniques used in process improvement. It outlines an 8-step process improvement roadmap and discusses activities like process mapping, value stream mapping, and developing future state maps. The goal is to develop skills in process analysis to identify waste and improvement opportunities by mapping material, information, and workflow. Process mapping helps analyze problems, identify gaps, and plan improvement projects.
Value Stream Mapping (VSM) is intended to be used as a tool and practice in conjunction with a systematic, scientific improvement process like the Improvement Kata / Coaching Kata. A future-state map 'connects the dots' of individual improvement efforts by giving them a common challenge to strive for.
1) Richardson Eyres helped Mourant successfully move its complex blade server and storage infrastructure to a new data center within a fixed timeframe without any major issues.
2) Richardson Eyres designed, integrated, and provided training for a cost effective VMware compatible HP P4000 SAN for Molton Brown, significantly increasing storage capacity and scalability.
3) Richardson Eyres provided two identical enterprise class infrastructures for Plastic Logic's manufacturing plant and datacenter, including HP SANs and tape libraries, ensuring business continuity through replication.
Houston - We Have a Priority - Natalie Warnert Scrum Gathering Orlando 2016Natalie Warnert
Presentation from Scrum Gathering Orlando (April 2016) about value mapping and prioritizing from a customer and business perspective using both Kano and ROI analysis using Agile and Scrum principles - Natalie Warnert
www.nataliewarnert.com
A value mapping activity that compares "business" value to "user" value using financial measurements and kano analysis to help prioritize and value features. SGBLR
This document outlines the steps and objectives for defining the scope of a project. It discusses initial objectives, available resources, flexibility, and implementation plans. It also describes finalizing the project scope statement with stakeholder buy-in, choosing appropriate analysis tools, setting timelines, and conducting a post-mortem review. The overall summary is that this document provides guidance on determining the key parameters and plans for executing a project at a high level.
Using Value Stream Mapping to make the case for Acceptance Test Driven Develo...Steve Rogalsky
Acceptance Test Driven Development (ATDD) is a movement within agile to improve the quality of and success of our projects by changing how we capture our requirements and by changing how and when we test. Borrowing from the Lean toolbox, we’ll use Value Stream Mapping (VSM) to compare traditional test & fix cycles to ATDD used in an agile context. Participants will be given an introduction to ATDD and VSM and will participate in creating and analyzing two Value Stream Maps. Target audience includes all members of the team including Testers, PMs, Developers and Analysts. Caution: Participants are warned that using VSM to map out your partner’s wasted efforts in completing household chores will not cause the harmony you imagined it would. For more of the tragic details, attend the session.
How to Price Recurring Revenue Services in Your Mobile App BusinessKumulos
This presentation explorex pricing options that lets you right-size services to the individual needs of your clients and build in healthy profit margins for you.
Business Owners will learn:
How to make sure you’re not leaving money on the table and selling yourself cheap, while giving scope for upselling in the future.
Commercial Managers will learn:
How to position and sell recurring revenue services to differentiate your company so you win more mobile app projects and lock in recurring revenue services from day one.
- Value analysis is a systematic process for reducing costs without compromising quality. It was developed at General Electric in the 1940s to deal with shortages from WWII.
- The value analysis process involves forming a multidisciplinary team to analyze the functions of a product or service, generate alternative ideas, evaluate costs and benefits, and present a solution for implementation.
- The goal is to find the lowest cost way to reliably provide the necessary functions while maintaining or improving value for the customer. Value analysis has helped many companies significantly reduce costs and improve products.
User Stories and User Story Mapping by Jason JonesAgile ME
There are two eternal challenges to Software Development Projects. One is that there are always more to build than we have time or resources to do. Always! The other is that all project problems ultimately comes down to poor communication. User Stories is really the promise of a conversation and User Story Mapping is a proven way of using Stories for doing release planning. Thus, this session will address both eternal challenges. The simplicity of the technique makes it a great starting point on the agile journey for most companies and will also help you improve the User Experience of your product. Join Andreas in an interactive session filled with hands on exercises that provides you with all the tools you need to start using User Story Maps at your work place.
An Effective Process Improvement Approach - Richard SkiffRichard Skiff
The attached slides summarize my approach to continuous improvement. It borrows concepts from Lean, Six Sigma, and other improvement methodologies, as well as my 25+ years of experience.
The document discusses challenges with traditional product development approaches and proposes methods to address them. Traditional approaches result in long development times, minimal customer involvement, discovering customer expectations late, and uncertainty. The proposed approach is to understand customers like a zoologist by observing their natural environment. This involves applying lean canvas, design thinking, capturing expectations early, developing minimum viable products, engaging customers throughout development, and focusing on value generation and benefit realization.
Product Edition: How we leverage UserTestingUserTesting
As Product Managers, you’re responsible for delivering game-changing products that both delight customers and grow the business. It’s also critical that the product decisions you make get buy-in from key stakeholders, whether it’s from your direct team or executives. Not only that, these decisions need to be made faster than ever before.
In our first installment of the Product Edition Webinar, UserTesting's Director of Product Brian Tran will share a few ways he leverages the UserTesting platform for product discovery and validation, to make decisions quickly and confidently.
You’ll learn how to use UserTesting to:
Uncover key unmet customer needs
Understand the perceived value of your product to determine pricing
Validate and prioritize feature sets
Dan Olsen, The Lean Product Playbook , @danolsen
Room: C260
Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.
The document discusses different methods for communicating the business value of user experience research to stakeholders. It provides examples of quantifying value in terms of time saved, opportunity cost, errors avoided, false starts prevented, and safety improvements. Each method is described in terms of when it works best, challenges to consider, and examples. The overall goal is to make the case for engaging in early and frequent UX research.
The Product Journey: How Customer-Centric Feedback Loops Can Evolve Your Prod...Aggregage
Join Nickey Skarstad, Director of Product at Duolingo, as she discusses why it’s important to actively gather customer feedback, how to build customer feedback loops into your product planning, the best ways to decipher different types of feedback, and different frameworks for how/when to apply feedback processes.
Value Based Pricing Strategy Powerpoint Presentation SlidesSlideTeam
"You can download this product from SlideTeam.net"
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This document discusses challenges in software product development and how lean principles can help address them. It describes the lean guiding principles of perfection, pull, value, product flow, and value stream. It discusses how to understand product economics, identify and manage queues, visualize flow using value stream mapping, and implement pull to optimize flow. The overall aim is to apply lean thinking to software development to improve responsiveness, reduce waste, and ensure continuous value delivery to customers.
The document discusses key principles and benefits of Lean, including:
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2) Implementing Lean at Dell resulted in significant savings of $12 billion, reduced order-to-ship cycle times from 11 days to 3 days, and increased margins and inventory turns.
3) Lean thinking combines the elimination of waste and continuous improvement to specify value, map value streams, establish flow, implement pull, and work towards perfection.
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Lean Strategies for IT Support OrganizationsRoger Brown
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
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Business Model Canvas
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
2. @natali
ewarnert
• Natalie’s background
• The fight for priority – org
levels
• Traditional value
measurement
• Activity 1 & debrief
• Customer value
measurement
• Activity 2 & debrief
• Bringing it all together
AGENDA
5. @natali
ewarnert
DOCUMENTS
AGILE PRINCIPLES:
Our highest priority is to satisfy the customer
through early and continuous delivery of valuable
software.
SCRUM GUIDE:
A framework within which people can address
complex adaptive problems, while productively and
creatively delivering products of the highest possible
value.
The Product Owner is responsible for maximizing
the value of the product and the work of the
Development Team.
www.agilemanifesto.org, www.scrumguides.org
16. @natali
ewarnert
ROI
Net profit/cost of investment =
ROI
OR… how much can we profit
from this investment
(percentage)?
Tangible
TRADITIONAL VALUE
MEASUREMENT - ROI
17. @natali
ewarnert
Cost of Delay – what is the cost of
having NOT done this? [value +
urgency + risk reduction & opportunity
enablement]
TRADITIONAL VALUE
MEASUREMENT – COST OF DELAY
18. @natali
ewarnert
Cost of Delay – what is the cost of
having NOT done this? [value +
urgency + risk reduction & opportunity
enablement]
If we have an equal cost of delay pick
the shortest job first
TRADITIONAL VALUE
MEASUREMENT – COST OF DELAY
Feature Cost of Delay Duration
A $2 2
B $2 1
19. @natali
ewarnert
Cost of Delay – what is the cost of
having NOT done this? [value +
urgency + risk reduction & opportunity
enablement]
If we have an equal duration pick the
highest CoD
TRADITIONAL VALUE
MEASUREMENT – COST OF DELAY
Feature Cost of Delay Duration
A $2 2
B $1 2
20. @natali
ewarnert
Cost of Delay – what is the cost of
having NOT done this? [value +
urgency + risk reduction & opportunity
enablement]
What if it’s not one or the other?
TRADITIONAL VALUE
MEASUREMENT – COST OF DELAY
Feature Cost of Delay Duration
A $2 2
B $2 1
C $1 2
21. @natali
ewarnert
Cost of Delay – what is the cost of
having NOT done this? [value +
urgency + risk reduction & opportunity
enablement]
Weighted shortest job first (WSJF)
Implementation and decision to use
CD3 = CoD/Duration
TRADITIONAL VALUE
MEASUREMENT – COST OF DELAY
Feature Cost of Delay Duration CD3 =
CoD/Duration
A $2 2 1
B $2 1 2
C $1 2 1/2
22. @natali
ewarnert
Prioritize the work items into a program
roadmap based on monetary measures
only
Incorporate Cost of Delay, Duration,
Weighted Shortest Job First, and ROI
Left = lower value
Right = higher value
Lower Value Higher Value
ACTIVITY 10 MINUTES
23. @natali
ewarnert
What was difficult about the activity?
What were the first few items in your
prioritization order? Last few?
How realistic is it to get everything done?
Which scope would likely get cut?
What was missing from the conversation
about priority and valuation?
Take a picture of your priority
arrangement.
ACTIVITY DEBRIEF
25. @natali
ewarnert
WSJF is important, but not as
important as how we calculate it
Cost of Delay [value + urgency + risk
reduction/opportunity enablement]
TRADITIONAL VALUE
MEASUREMENT
26. @natali
ewarnert
WSJF is important, but not as
important as how we calculate it
Cost of Delay [value + urgency + risk
reduction/opportunity enablement]
And duration…
TRADITIONAL VALUE
MEASUREMENT
27. @natali
ewarnert
WSJF is important, but not as
important as how we calculate it
Cost of Delay [value + urgency + risk
reduction/opportunity enablement]
And duration…
But it’s an estimation at best
TRADITIONAL VALUE
MEASUREMENT
28. @natali
ewarnert
WSJF is important, but not as important
as how we calculate it
Cost of Delay [value + urgency + risk
reduction/opportunity enablement]
And duration…
But it’s an estimation at best
And when we estimate in a box
(especially with money), we are more
often than not WRONG
TRADITIONAL VALUE
MEASUREMENT
30. @natali
ewarnert
But the customer does not care about
value as a measure
Customer thinks of value as:
val·ue
/ˈvalyo͞o/
Noun
1. the regard that something is held to deserve; the
importance, worth, or usefulness of something.
“this product is of great value”
Synonyms: worth, usefulness, advantage, benefit, gain, good,
help, merit
www.google.com
CUSTOMER VALUE
MEASUREMENT
32. @natali
ewarnert
As a…I want…so that…
As a customer/user/subscriber…
I want [certain functionality]
So that I can do something that is
valuable to me and gain satisfaction
by doing it
CUSTOMER VALUE
MEASUREMENT
33. @natali
ewarnert
So that I can do something that is
valuable to me and gain satisfaction
by doing it
Ease, time-saving
Unique/new/differentiating
NOT so that the company can
make money off of me
Intangible
CUSTOMER VALUE
MEASUREMENT
34. @natali
ewarnert
Customer cost of delay
What I NEED to do
(basic/threshold)
What I WANT to do
(performance)
What I haven’t thought to do yet
(delight/excite)
CUSTOMER VALUE
MEASUREMENT
40. @natali
ewarnert
Move feature cards ONLY vertically based on customer value
factors
Discuss which buckets each feature could fit into based on what
the customer values
Lower Value Higher Value
Delight: Don’t know I want
Performance: I WANT
Basic: I NEED
ACTIVITY 2 – TEN MINUTES
41. @natali
ewarnert
Move feature cards ONLY vertically based on customer value
factors
Discuss which buckets each feature could fit into based on what
the customer values
Lower Value Higher Value
Delight: Don’t know I want
Performance: I WANT
Basic: I NEED
ACTIVITY 2 – TEN MINUTES
42. @natali
ewarnert
Move feature cards ONLY vertically based on customer value
factors
Discuss which buckets each feature could fit into based on what
the customer values
Lower Value Higher Value
Delight: Don’t know I want
Performance: I WANT
Basic: I NEED
ACTIVITY 2 – TEN MINUTES
43. @natali
ewarnert
Move feature cards ONLY vertically based on customer value
factors
Discuss which buckets each feature could fit into based on what
the customer values
Lower Value Higher Value
Delight: Don’t know I want
Performance: I WANT
Basic: I NEED
ACTIVITY 2 – TEN MINUTES
44. @natali
ewarnert
Move feature cards ONLY vertically based on customer value
factors
Discuss which buckets each feature could fit into based on what
the customer values
Lower Value Higher Value
Delight: Don’t know I want
Performance: I WANT
Basic: I NEED
ACTIVITY 2 – TEN MINUTES
45. @natali
ewarnert
Which features are now the most
important customer value factored
in?
Which features are more likely to
be lower in priority?
ACTIVITY 2 - DEBRIEF
53. @natali
ewarnert
• Development tier (level) can
help influence decisions
• Value is both a verb and a noun
(like Agile)
• Think about making money and
the customer – balance
between importance (activity)
WRAP UP
Prevent crashes
Limited resources of time and money.
-Has anyone experienced this type of thing
Stability, security, and flashiness. We work the entire year to build up the site and then at the busiest time turn off a lot of the new functionality to improve performance and prevent issues.
Ended up with a list of 30 critical defects and had to choose which ones we would be allowed to fix and get into the final builds of the freeze (which were pushed off a few extra days). At that point,
how do we justify the value?
defects differently than we looked at new functionality in general.
So we looked at what was important for the freeze – security, stability, executive investment/interest, moron factor (spelling error on cart page)…this was a new way to look at what NEEDS to be done – why can’t it expand to program level roadmaps? Is it always about dollars earned? Dollars saved? No – there are many other things to consider…
This is more valuable than that. Priority can look very different at different levels or the organization
Finite resources = conflict
“Something happens” – exec pet project
There are different goals and motivations driving what should be “one” strategy, but it never is a single strategy.
Chicken and egg question? Do we make money and invest it to make the customer happy or do we make the customer happy and therefore we make money? Different areas in the development stack look at value differently.
Value return to the company
Where is the money coming from and going to--- disconnect with what is actually being built on the ground/team level
Where should I invest this money? What features should I buy from which teams? What product line is doing well and should we invest in? Those lines that are performing the best and are probably focusing on their users so that makes for a difficult decision – feed those teams or invest in teams that are not doing as well? Finite resources drive the need to make these decisions.
Laser focus and understanding the lower level issues that are contributing to some of the priority discussion we see at a higher level. Constraints that teams feel are not felt at the portfolio level – they are usually extrapolated and are harder to get to the root issue (example? Dependencies between teams, arch/infra constraints, devops and RM issues)
They do not understand how their actions impact and disrupt at the program and team level – reprioritizing of features,
pet projects,
needing to “see” to believe, not attending demos and then later trying to incorporate feedback – all of this delays value delivery.
Level does not exist in most companies – can utilize collective personas (JTBD and user journeys). They can see the picture at multiple levels and understand what is driving value and what is not but often get stuck resolving most disagreements and managing expectations
Discuss – ORV wants to know where their money will be spent and how much of a feature they will be funding and when they will see it
-PG & A does not put in enough money but their features need to be done first from a program and product dependency perspective.
This is often shown at the program level and directly affects team and portfolio, program is stuck in the middle
Budgeting and funding decisions are leading to poor directional decisions based on short term returns and a less than ideal user experience
Poor budgeting models based on funding projects v. teams can contribute to this issue of building the wrong thing and not managing expectations
Can understand and see how things are implemented
the value they could bring as well as
managing the expectations of many different levels in the organization.
It is difficult to balance expectations, budget, and value, though as things are constantly changing.
Teams are at the close level. They know what is being built and how it will affect the customer (or how it will not). They know how it will affect themselves.
Often teams feel the constraints very closely because they feel the need to deliver everything because priority decisions cannot happen. Or when priorities change there is a lot of throw away work.
How many times is the solution “hacked” together? How many times does it “work on my local machine?” Does it work for one area and not integrate with other solutions or with other things? How many firedrills when another team did something similar or is thinking about doing something similar?
Can translate the value to persona – sometimes cannot see the entire picture and how it relates to the business
Are they discussions at all?
Noun: regard that something is held to deserve, worth, usefulness
Verb: valued at – estimate the monetary worth
Run the business
Tangible makes us feel safe – we can assign a number to it, even if it is a wrong number
How often have you heard “just put a number on it?” How often have you said it? How often have you needed to make some numbers match or look profitable, successful, efficient, effective
How much will we lose if we wait (opportunity cost)
Value – cust and business
Urgency – is there a deadline? Regulation? Event?
RR – is this something that is risky? Competition? Some event (e.g. Holiday)
OE – competition? Is there a window? (First to have something, need to match or beat someone else – also urgency).
How much will we lose if we wait (opportunity cost)
Value – cust and business
Urgency – is there a deadline? Regulation? Event?
RR – is this something that is risky? Competition? Some event (e.g. Holiday)
OE – competition? Is there a window? (First to have something, need to match or beat someone else – also urgency).
How much will we lose if we wait (opportunity cost)
Value – cust and business
Urgency – is there a deadline? Regulation? Event?
RR – is this something that is risky? Competition? Some event (e.g. Holiday)
OE – competition? Is there a window? (First to have something, need to match or beat someone else – also urgency).
How much will we lose if we wait (opportunity cost)
Value – cust and business
Urgency – is there a deadline? Regulation? Event?
RR – is this something that is risky? Competition? Some event (e.g. Holiday)
OE – competition? Is there a window? (First to have something, need to match or beat someone else – also urgency).
WSJF is the implementation of CD3 and the decision to use
SAFe and Lean implementation
Assuming WIP = 1
4:05 activity start
4:15 activity complete
4:20
Should there be one “right answer”? Probably not. Should make some of the features the same or close WSJF and CoD? – check on this?
Gives us the most value for the least effort to:
Gives our customer the most value for the least effort…
Tangible = blame, we feel wrong, are we punished? What about how the customer feels?
Often the components are forgotten about for CoD
Look to do something else with the greater than/less than sign – maybe add descriptor in front of/behind value and then effort?
Tangible = blame, we feel wrong, are we punished? What about how the customer feels?
Often the components are forgotten about for CoD
Tangible = blame, we feel wrong, are we punished? What about how the customer feels?
Time
Risk
Scope
Value
What is lost…?
Gives us the most value for the least effort to:
Gives our customer the most value for the least effort…
But it feels good because it’s tangible = blame, we feel wrong, are we punished?
This estimate was wrong, we were wrong, we spent too much, took too much time, didn’t get the results.
What about how the customer feels?
Value to the company as a measure. In most cases…
The ”so that” is not usually so that the company I’m paying can make money. It’s so I can do something. The value is me doing something – the value is a thing, not an amount/measure.
Though that is usually what happens because that is how the company stays in business. But it is not the first thought of the customer.
Intangible and hard to assign a number to…
Retail example…
Time: it becomes commonplace after time and delights/performance turn into base expectations…search, save example, pay with something other than a credit card (before paypal you needed to have a credit card – teenager story when I had to beg to use a credit card to buy things online)
Time: it becomes commonplace after time and delights/performance turn into base expectations…search, save example, pay with something other than a credit card (before paypal you needed to have a credit card – teenager story when I had to beg to use a credit card to buy things online)
Time: it becomes commonplace after time and delights/performance turn into base expectations…search, save example, pay with something other than a credit card (before paypal you needed to have a credit card – teenager story when I had to beg to use a credit card to buy things online)
Time: it becomes commonplace after time and delights/performance turn into base expectations…search, save example, pay with something other than a credit card (before paypal you needed to have a credit card – teenager story when I had to beg to use a credit card to buy things online)
Time: it becomes commonplace after time and delights/performance turn into base expectations…search, save example, pay with something other than a credit card (before paypal you needed to have a credit card – teenager story when I had to beg to use a credit card to buy things online)
When you are done it will look like this…
Add diagram of where factors are here…
Explain why I valuated these in this way. Delights – can be a differentiator or can flop, but if you don’t have basic needs met they mean nothing.
Start at 4:30
End at 4:40
When you are done it will look like this…
Add diagram of where factors are here…
Explain why I valuated these in this way. Delights – can be a differentiator or can flop, but if you don’t have basic needs met they mean nothing.
Start at 4:30
End at 4:40
When you are done it will look like this…
Add diagram of where factors are here…
Explain why I valuated these in this way. Delights – can be a differentiator or can flop, but if you don’t have basic needs met they mean nothing.
Start at 4:30
End at 4:40
When you are done it will look like this…
Add diagram of where factors are here…
Explain why I valuated these in this way. Delights – can be a differentiator or can flop, but if you don’t have basic needs met they mean nothing.
Start at 4:30
End at 4:40
When you are done it will look like this…
Add diagram of where factors are here…
Explain why I valuated these in this way. Delights – can be a differentiator or can flop, but if you don’t have basic needs met they mean nothing.
Start at 4:30
End at 4:40
4:45 move on
What order were they actually implemented in?
ISPU, Save, Save for Later, filters
Required Accessories
ApplePay
Gift packaging
Responsive
Add image here – label with what the lines are called… Eric
But what about those damn executive pet projects?? How do we show this to folks that are not into cards and valuation in this way?
Where do I add relative estimation into this?
Add image here – label with what the lines are called… Eric
But what about those damn executive pet projects?? How do we show this to folks that are not into cards and valuation in this way?
Where do I add relative estimation into this?
Add image here – label with what the lines are called… Eric
But what about those damn executive pet projects?? How do we show this to folks that are not into cards and valuation in this way?
Where do I add relative estimation into this?
Add image here – label with what the lines are called… Eric
But what about those damn executive pet projects?? How do we show this to folks that are not into cards and valuation in this way?
Where do I add relative estimation into this?
Bring this back around – needed to look at not just what is going to make us money, but also what customers want/need and what will keep the site up and stable. It needs to balance out and by admitting we cannot do everything we are making one step toward progress.
Fixed about the top 8 defects and site did not go down.