Yaswanth Reddy has over 4.4 years of experience in product management and business analysis. He currently works as a senior product analyst for Plintron Technologies, where he is responsible for gathering requirements, defining product roadmaps, and managing projects. Prior to his current role, he worked as a business analyst and product analyst. He has expertise in requirements gathering, product strategy, cross-functional coordination, and client relationship management. Yaswanth holds an MBA in marketing and finance as well as a bachelor's degree in electronics and communication engineering.
Product Management is a complex and essential practice traversing multiple cross-functional areas within the company. While it is a well known practice in various well established product companies, most Product Management aspects are still adhoc within a startup, largely decided by the founders and the leadership teams, some based on gut, others based on fact-check with very few data points.
Startups are challenged to find the product-market fit early on and there is small room for errors. Hence, a thorough but low-touch Product Management toolkit and framework would be extremely essential for startups.
For IoT companies, it becomes much more complex with both hardware and software, where product management essentials have been very different. Another aspect is the customization you have to do for customers - where do you draw the line? How would you build the product and handle the customization, so that it can be provided easily to other customers with minimal efforts?
In this session, Hans-Bernd Kittlaus and Haragopal Mangipudi, the pioneers of International Software Product Management Association (ISPMA), joined us for an engaging discussion on the above. They alse shared the Low-Touch Product Management Toolkit/Framework that would be applicable to most of the startups in our IoTForum community.
We were joined by 2 of our Founders from IoTForum - Deva and Ganesh, to ask Hara and Hans the hard questions, relevant cases etc.
Winning over Businesses : Strategies to get B2B UX RightTechved Consulting
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Insights of this presentation:
1. Difference & Similarities of B2B &
2. B2C UX Strategies
3. Obstacles in attaining good B2B UX
4. Design strategies for better B2B Applications
5. Measuring the success of Enterprise UX
Example of the stage-gate product management process (sometimes referred to as the phase-gate process). This type of process is used to bring new products or updates to market. At the completion of each phase, there is general a review of the project along with a go / no go / hold / rework decision.
9-Step Sourcing Process lists down the preparatory, planning and, execution steps that have historically produced favourable results in the quest for a Buyer to run sourcing projects in order to achieve specific objectives.
This course shall list down the important steps and explain them in detail to bring out the essence and importance of each step while managing a Sourcing Project
In my next PACE Procurement Series, I am presenting today the important aspects of Project Assessment, a series of steps and fact-finding that we do beforehand to maximise success. Happy learning!!!
PACE stands for PartnersIn Accelerated Cost Efficiency
#PACE, #Technical Procurement, #Minimising Risk
International team of experts, each with a long track record of responsibility for industrial innovation projects.
We support companies in discovery of real customer needs, we help them deploy those into new generation products and services that are fully aligned with organisational strategy.
The high-level product journey in the mind of PMs.
* Understanding the scope of the area and strategy pillars
* Approach to stakeholder management and governance
* Building the digital product roadmap
* Launching MVP
* Approach to optimize the product
* Measuring ROI
* Problem solved?
* What to build next
Product Management is a complex and essential practice traversing multiple cross-functional areas within the company. While it is a well known practice in various well established product companies, most Product Management aspects are still adhoc within a startup, largely decided by the founders and the leadership teams, some based on gut, others based on fact-check with very few data points.
Startups are challenged to find the product-market fit early on and there is small room for errors. Hence, a thorough but low-touch Product Management toolkit and framework would be extremely essential for startups.
For IoT companies, it becomes much more complex with both hardware and software, where product management essentials have been very different. Another aspect is the customization you have to do for customers - where do you draw the line? How would you build the product and handle the customization, so that it can be provided easily to other customers with minimal efforts?
In this session, Hans-Bernd Kittlaus and Haragopal Mangipudi, the pioneers of International Software Product Management Association (ISPMA), joined us for an engaging discussion on the above. They alse shared the Low-Touch Product Management Toolkit/Framework that would be applicable to most of the startups in our IoTForum community.
We were joined by 2 of our Founders from IoTForum - Deva and Ganesh, to ask Hara and Hans the hard questions, relevant cases etc.
Winning over Businesses : Strategies to get B2B UX RightTechved Consulting
Â
Insights of this presentation:
1. Difference & Similarities of B2B &
2. B2C UX Strategies
3. Obstacles in attaining good B2B UX
4. Design strategies for better B2B Applications
5. Measuring the success of Enterprise UX
Example of the stage-gate product management process (sometimes referred to as the phase-gate process). This type of process is used to bring new products or updates to market. At the completion of each phase, there is general a review of the project along with a go / no go / hold / rework decision.
9-Step Sourcing Process lists down the preparatory, planning and, execution steps that have historically produced favourable results in the quest for a Buyer to run sourcing projects in order to achieve specific objectives.
This course shall list down the important steps and explain them in detail to bring out the essence and importance of each step while managing a Sourcing Project
In my next PACE Procurement Series, I am presenting today the important aspects of Project Assessment, a series of steps and fact-finding that we do beforehand to maximise success. Happy learning!!!
PACE stands for PartnersIn Accelerated Cost Efficiency
#PACE, #Technical Procurement, #Minimising Risk
International team of experts, each with a long track record of responsibility for industrial innovation projects.
We support companies in discovery of real customer needs, we help them deploy those into new generation products and services that are fully aligned with organisational strategy.
The high-level product journey in the mind of PMs.
* Understanding the scope of the area and strategy pillars
* Approach to stakeholder management and governance
* Building the digital product roadmap
* Launching MVP
* Approach to optimize the product
* Measuring ROI
* Problem solved?
* What to build next
This presentation is an continuation of my earlier presentation of TQM. This Ppt covers Quality Function Deployment, Quality Control Tools - Old and New, Benchmarking, Business Process Reengineering, Six Sigma, etc
Similar to Yaswanthreddy- 4.4Yrs Exp Product Management (20)
2. • Steering efforts in organizing requirement workshop to elaborate requirement to cross-functional team
involved for that particular requirement and closes the gaps
• Planning monthly releases for next 3 month keeping product go-live plan in mind
• Authenticating the certified requirements and arriving on whether all the covered scope is available as part
of certified product
• Conducting UAT with clients and managing the product for production/deployment
• Performing market research to understand where the company stands as part of the new features and
suggesting measures from improvement to arrive at roadmap requirements
• Proposing the roadmap requirements to clients
• Supervising the team of product analysts to capture different product requirements
• Researching, reviewing & reporting on competitor and rival products
• Performing product training to both internal and external stakeholders
Highlight:
• Played a key role in consecutively bagging Outstanding Rating for 3rd
time in last 4 years
Key Result Areas
As Business Analyst
• Gathered business requirements by understanding exact clients business needs
• Managed clients which is key for this profile for:
o Understanding business requirement
o Release planning
o Suggesting interim/temporary solution with current system capability
• Organized meetings during managing new requirements with both internal technical & external business
stakeholders to arrive at feasible solution to meet business requirement
• Worked with cross functional team to get the work done at the earliest
• Performed market research on customer requirement and arrive at best possible solution
• Entrusted with the responsibility of forecasting the amount of return (Potential) for this new feature
• Conveying the exact requirement (BRD) of client to engineering with sample use cases, user stories and
mockup's wire-frames) which helped developers to understand the requirement clearly without any gap
• Conducted UAT with client and made sure clients initial requirement was covered as part of enhanced product
Highlights:
• Successfully visited at client place in London for conducting several requirement meetings to understand
the exact business need; understood the requirements without any gaps in requirements
• Effectively been part of 8 Country F-MVNO launches during requirement gathering and release planning
• Played a key role in reducing operational activities on shipment of SIM’s through USSD based allowance
redemption
• Exhibited efficiency in suggesting many innovative ideas such as part of idea of the week
ACADEMIC DETAILS
2011 M.B.A. (Marketing & Finance) from Rajalakshmi Engineering College, , Anna University, Chennai
with 7.2 GPA
2009 B.E. (ECE) from TJIT, Anna University Chennai with 72%
ACADEMIC ACHIEVEMENTS
• Actively acted as Member of Madras Management Association during MBA
• Worked as part of soft-skills training during MBA
IT SKILLS
• MS Office (Word, PowerPoint & Excel)
• MS Share Point