You’ve implemented Agile methodology and Agile Manifesto sounds reasonable but your product is behind schedule, development costs are hidden, developers are enraged and burned out, and there are no metrics to show positive trend?
Agile Manifesto was written 15 years ago. The pace of change has gotten a lot faster. Blindly responding to rapidly changing business requirements over following a plan in today's environment can lead into chaos and failure but as responding to change is still seen as an essence of an Agile methodology it is rarely questioned. Finding the right balance for your people and organization between values on the left and the right side of Agile Manifesto is the key. Here are three ways you can use Agile methodology to ensure your projects fail.
What are product management leaders looking for in their product managers? What skills should you bring to the table?
A panel of product management leaders discuss the skills they hire, the skills they teach and the key attributes that define their most successful product managers.
Improvement without change is impossible. Yet, most people think about change as big, slow and scary. But what if you could make it infinitely small and learn to evolve fast, almost as fast as some of the most adaptive microorganisms on earth?
Enter PopcornFlow – a mindset, new principles and actionable techniques to introduce rapid change in your organization and innovate like some of the best and most aggressive Lean startups around.
Don’t get too comfortable with your own cozy routines and mental cages. For a new revolution is now on your doorstep.
Prospects and customers "touch" your organization in many ways. Product management needs a 'full view' of how the impact of these touchpoints. And organizational gaps tend to get filled by product management.
(Sales: "Will you get on this call with me? They have some technical questions." = product-manager-aka-sales-engineer. Customer Support: "They are super unhappy. Please help me and get on a call with them. They're a big customer." = product-manager-aka-senior-tech-support)
Customer journey mapping builds consensus around gaps in the products, and gaps in the organization.
In this session:
be inspired to build a interdepartmental customer journey map for your organization.
together we'll build a customer journey map so you know how to do this yourself.
get ideas from your peers, and contribute your own on customer journey touchpoints.
by Barry Magee
How 'good' a fit to what your target end-users really is your product? Are you doing the right THING or perhaps simply doing what you do right?
Being able to unravel the end-user environment and determine where value can be created by a product offering is not easy. It's much more than simply a set of features and change requests. You need to be able to listen for what users tell you what they want or what's a problem and be able to distinguish the cause of a user problem and what's merely a symptom of something else that needs to be 'fixed'. Are you solving for problems or maybe just symptoms of problems? Are you solving for what users really need or just what they think they need?
Barry Magee is Data Transformation Leader for IBM Digital Europe and works productizing analytics and data-driven initiatives in the sales environment across technical, stakeholder and end-user adoption. He leads work to drive client engagement through data-driven means and identifying and overcoming organisational issues versus product issues. The focus is always on actual quantifiable end-user engagement and adoption as well as gatekeeper or stakeholder 'qualitative' buy-in.
He will share lessons learnt and best practices developed in trying to make sure your product is really relevant and make it a 'NEED to have' and not just a 'NICE to have' for your target audience.
Product Managers in the software industry find themselves in a turbulent environment where nothing is certain and technological innovation continues to accelerate at pace. All the while barriers to competition are constantly being disrupted, there's simply no time to stand still.
Product development teams in Ireland have rapidly adopted Scrum and Agile practices over recent years in order to support their constantly changing product requirements and market expectations.
Macdara's research conducted through DIT's Product Management MSc. and his experiences in the industry over 10 years have led him to believe that Scrum isn't really working that well for a lot of companies today and there are mumblings of discontent in the ranks.
This talk opens a discussion about some of the shortcomings of 'Doing Scrum' in isolation, the misconceptions about 'Being Agile' as a panacea for all ills...and the opportunity for businesses to succeed in the Product development game by 'Getting Lean' across all functions in the organisation.
With the advances in technology and user analytics is there still a case for talking to your customers and engaging them in your product roadmap. Learn how industry involving customers in their future product direction.
When Iseult Ward, Founder and CEO of FoodCloud, was handed a copy of Salim Ismail's book "Exponential Organizations" it changed the future direction for FoodCloud immediately. Within days the whole exec team at FoodCloud had read the book and start putting together a new set of growth objectives for the non-profit. Now, two months later, the FoodCloud team are putting the finishing touches to our new product strategy based on these ideas, and will soon commence an investment round to fund this growth.
While Exponential Orgs (ExO for short) captures the lessons learnt by Silicon Valley's greatest growth stories, it was surprising to see how directly applicable these lessons could be in the world of social enterprise. In fact, the tools of ExOs are arguably even more powerful when applied to social change. But its a book for any startup with global ambitions.
Brendan Dillon, Chief Product Officer at FoodCloud will talk through the 11 core ideas behind ExOs. If your company needs to find it's Massive Transformative Purpose and understand how to scale globally then please come along to the talk.
The goal of the workshop is to introduce IBM's version of design thinking to the participants, through presentation and a number of hands-on activities that demonstrate the methods. This is an interactive session that is more standing and doing than sitting and listening.
“Excuse me, Waiter…” Redesigning the restaurant experience with IBM Design Thinking
Dining out is a real treat. It’s the perfect way to socialise with friends and family, it’s convenient, and it’s part of our culture. When we make a reservation at a new café or local restaurant we’re hoping for two things: quality food and great service. But how do we know that our specific needs will be met? Maybe you’re living on a tight budget, have dietary restrictions or you don’t understand the local language. All of the charms and delights of dining out quickly disappear in the face of such obstacles!
Join IBM Studios Dublin at ProductCamp Dublin 2016 and challenge yourself to reimagine the traditional restaurant experience. During this workshop, you will be immersed in the IBM Design Thinking framework that will guide and enable you to collaborate, gain empathy, and create innovative user experiences that confront the status quo of eating out.
by Glen Holmes
Why can't people put their smartphones down?
Why do we have to check an app the instant a notification arrives?
How can we create similar needs and desires in our products?
This talk explores the application of behavioural psychology principles into your products in order to drive adoption, increase engagement and deliver value to your users.
So maybe you heard the story of how saying no to a $1.5m deal was the best decision ever made.... or is that actually a real story?
Saying No to customer requests is the current trendy thing in the world of Product Management. But how realistic, in practical terms, is it?
This talk is an overview of a real-life example of how turning down a multi-million euro offer from a customer ended up being a really good decision!
What real-life examples of 'saying no' can you contribute?
by Noel Tate
It has never happened, in the history of agile that 100% of a team's sprint is used to work on product roadmap items. This idea makes it easy to accept that and offers a suggested structure to make sure you get through your roadmap, tackle unplanned dev work and keep the whole team happy while you are at it.
As with any agile process or method, this should be and is flexible to suit the team and so I'm looking forward to a good group discussion on how to adapt this or discuss similar approaches to organising sprints.
Product management investments are often the most challenging to get right and most punishing to get wrong parts of organizations’ strategy.
From Business Value appreciation to Improvement Planning – this gives session gives you a rapid approach to exploring, designing and inspiring product management collaboratively within your organization.
Developing themes of Business Value, Organizational Maturity and Core Building Blocks, Product Management and Leadership can be made easier and quicker by developing collaboratively for exceptional performance.
Within 45 minutes we will identify some key building blocks, explore the concept of organizational maturity, and set out to identify an inclusive form of strategy building.
Some themes we'll be tackling:
Shared processes and practices but not a shared discipline
Scope differs within and across companies
Lacking systematic, empirical evidence
So where do we spend our time and can we measure the business impact?
Could the answers help us tackle the often-quoted, 'responsibility without authority' challenge?
Look forward to seeing you there!
Product Managers need to consider route to market within the product roadmap. The System Integrator/the Sales Channel is a key persona to consider.
The session covers Tenego's Partner Type Selection, Market Selection and Partner Fit Evaluation methodologies in assessing and selecting partner types and companies.
Tenego provide Sales Execution Services for growing and established and growing technology companies, both Sales Channel Development/Management and in-market direct sales in multiple international markets.
Donagh Kiernan, is the Founder and CEO of Tenego Partnering.
Whether you’re a startups, scaling or a multinational adapting your communications in the digital age will determine your success or failure. What is changing in the content and channel for your product messaging? How do you get the right people to pay attention to you?
Get ideas, ask questions and share your knowledge to evolve or revolutionize your communications.
by Andrea Saez
How good onboarding can improve conversion rates, trial to subscription times, and user engagement.
by Dejan Cusic
The traditional form of an outsourcing partnership was the externalization of work in a hierarchical way that caused various forms of limitations. Traditional outsourcing is typically based on long term planning and control which implicitly severely limits autonomy and passion at the supplier side. This in turns kills creativity and innovation, which is so vital in the technology development. In the end there are frustrations on both sides as the generated value is far below expectations.
Is there a better way?
Yes there is! The solution is to form a strategic partnership based on the concept of open innovation in which companies empower their suppliers into trusted strategic partners.
Use Agile approach for mutual benefit:
Keeping test engineers close with developers will help QA learn about product they are testing but will also help DEV to think about possible scenarios for feature they are building (and learn about testing tools and ways of testing). Developing feature and test cases should be done in parallel.
Choosing right test automation tool to lower product cost:
Continuous Integration to speed up delivery:
Having Regression and Build Verification Tests automated (and run via Jenkins/Bamboo) will speed up delivery process but you can't automate all (think about 80/20 rule). It's important to choose what to run after each build (BVT and quick component tests) and when to schedule UI test automation tests.
16th June 2016