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Want to demo like a salesforce solution engineer?, Jasmine AshleyCzechDreamin
Are you an implementation consultant looking to take your demos to the next level?
Do you struggle to showcase the value of a solution to a customer beyond simply meeting their requirements?
In this session, we’ll explore how to transform your demos from a point-and-click demonstration to a strategic demonstration of value, as a solution engineer would do.
We will dive into the key elements of a successful demo that showcases the value of a solution.
We will discuss the importance of understanding the customer’s business goals and how to map solution features and capabilities to those goals.
We’ll also explore how to showcase the solution’s key differentiators and unique value propositions and how to articulate those in a compelling way.
This session will provide implementation consultants with a framework and practical tips for transforming their demos from a point-and-click demonstration to a strategic demonstration of value.
You’ll leave with a better understanding of how to showcase not only the function but also the solution’s value to the customer’s business objectives, and how to create engaging and memorable demos that inspire action.
How to Solve Problems and Test Ideas in Five DaysGagan Malhotra
The document outlines the Google Ventures sprint process created by Jake Knapp. The sprint is a 5-day process where teams: 1) crystalize an ambitious problem to solve on Monday, 2) independently sketch potential solutions on Tuesday, 3) decide on one sketch to prototype on Wednesday, 4) build the prototype on Thursday, and 5) interview and learn from 5 potential customers on Friday. The sprint process emphasizes rapid prototyping and testing ideas with customers to help teams solve big problems or plan important projects.
The document provides an overview of a presentation given by Matthew Caine on why Agile works. Some key points:
- Agile focuses on people and results above all else
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- Agile provides these things by allowing autonomy over work, mastery through continuous learning, and a sense of purpose in adaptive planning
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Journey Mapping for Marketers & Makers by Caitlin Vlastakis Smithcaitvsmith
This document provides an overview of journey mapping for marketers and product makers. It discusses what journey mapping is, its benefits, and outlines an 8 step process for conducting a journey mapping session: 1) state your intent, 2) bring qualitative research, 3) get the right people in the room, 4) define personas, 5) plot the customer experience, 6) locate pain points, 7) surface opportunities, and 8) assign action and ownership. The document emphasizes that journey mapping cultivates empathy, builds strategic alignment, and surfaces opportunities to reduce customer friction.
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With so many projects not meeting their projected goals, either through over delivery of functionality to not fit for purpose or not meeting market needs due to our inability to accurately capture customer requirements. Developers are looking at new ways of product development such as design thinking that is user-centred in its ability to capture not only the functional, but also the emotional unmet needs of the customer
Essential Product Planning Techniques for Oxford University PressPhil Johnson
Workshop for Technology Product Management Team at Oxford University Press English Language Teaching division, providing the team with new techniques and approaches to plan more successful product solutions.
Christian Gammill shares lessons learned from his experience in customer development and starting startups. He emphasizes establishing testable hypotheses, getting fast feedback through prototypes and minimum viable products, and iterating quickly. Some key points he discusses include focusing early-stage objectives on exploratory discovery and concept validation rather than premature scaling, conducting in-depth customer interviews to understand problems and potential solutions, and choosing early product features that drive usage, viral growth, and monetization to test your business model assumptions.
The Beall Business Innovation Workshop - Session 1Shervin Talieh
Shervin Talieh and Melinda Kim from OC tech startups and Charlie Baecker from UCI presented a 4-part workshop series on innovation. The workshop focused on how startups can test assumptions and ideas quickly through "hacks" or small experiments rather than lengthy product development. Examples of hacks included online surveys and minimum viable products. The workshop emphasized validating hypotheses with data and failing fast through short, inexpensive tests to determine if an idea is viable before significant resources are spent.
This document provides a step-by-step guide for thinking like a data scientist by walking through an example of collecting and analyzing meeting start time data. The exercise illustrates key concepts in data analytics from defining relevant metrics and protocols for data collection, to visualizing the data in a plot, summarizing statistics, identifying variations, and posing additional questions to further explore the data.
The document provides guidance on how to build a successful startup. It recommends talking to customers to understand their needs, building minimal prototypes to test solutions, and iterating quickly based on customer feedback. The key is to start small by focusing on a niche problem and small market, then expand once a product-market fit is validated. Successful startups are built around solving important customer problems and creating something people love and tell others about.
Press Ahead: How Modern Tribe Helped Take University Events VirtualWP Engine
What if you spent months planning a huge event, only for it to be impossible? In the highly competitive world of college recruiting, admit weekends have taken on an outsized role due to COVID-19, and universities have had to cancel or postpone annual, sought-after events. Learn how Reid Peifer, Partner and Chief Creative Officer at Modern Tribe helped an Ivy League university find their breakthrough moment to create a virtual admitted-students weekend and a commencement celebration using WP Engine and WordPress.
This document provides an overview of program management from the perspective of Troy Ma. It covers a variety of topics related to successful program management, including the importance of communication skills, building consensus, confidence, and passion. It also discusses best practices for meetings, leadership, managing teams, and building a career in program management. The overall message is that program management is about managing people and relationships through strong communication, interpersonal skills, and a passion for the work.
I was invited by the Teen Business Challenge to give a presentation on creating minimum viable products. The exercise forced me to utilize objects the students would be familiar with and illustrate how prototyping has been integral in business for the last 100 years. I then lead the group in a workshop to help them create paper prototypes.
A workshop focused on learning how to collaborate better as a team. Learning how to kick off and plan a project. Work together better during meetings, and give each other feedback in the most constructive way possible.
SharePoint Konferenz Wien 2018 - Intranet in SharePoint: how to deliver an in...Thomas Gölles
The document discusses best practices for creating an intranet that users enjoy. It recommends taking a business model approach, creating a diverse project team, defining measurable key performance indicators rather than vague objectives, planning for changing requirements, focusing on user adoption, and providing examples of modern intranets. The goal is to deliver an intranet that employees find useful and engage with regularly.
This document discusses keys to successful project management. It outlines common project challenges like unrealistic deadlines, scope creep, and lack of communication. Good project managers are described as enthusiastic leaders who can plan, adapt, and motivate teams. The importance of understanding stakeholders and managing expectations is emphasized to ensure the project satisfies the customer. Risk management, change management, and linking projects to corporate strategy are identified as critical factors for optimizing project success in an organization.
Claire Brawdy recently delivered a presentation titled "Design Thinking for KM Strategy & Roadmapping," at the KMI Showcase held in Tysons Corner, Virginia. The presentation delved into how KM practitioners can and should be leveraging Design Thinking to develop a human-centered approach to knowledge management. Brawdy discussed the Design Thinking methodology, and shared real-world examples of how to leverage this approach to understand end users, define and prioritize KM solutions, and translate that into a KM roadmap to mature knowledge management within any organization.
Maurice Koechlin and Émile Nouguier had an idea for the design of the Eiffel Tower but needed to convince Stephen Sauvestre to help build it and Gustave Eiffel to use their design. They had to get support from influential people and overcome critics who said the design was useless and monstrous. Championing an idea takes getting the idea, building support, and overcoming resistance throughout the process from idea to completion.
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This is a brief overview of the lessons learned in the first year of Bromford Lab. It includes our successes, our costs and our improvement targets for next year.
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Introduction to dosage forms and routes of drug administrationDefinition, the need for dosage forms, classification, overview of dosage form design
❖ Introduction to pharmaceutical ingredients (definition, importance)
❖ Routes of administration
3. #onetimeatAgileCamp
Pick a date
Set budget
Create deadlines
Architect
Design
Create backlog
Estimate story sizes
Burn-up chart
Create environments
Delegate
Prepare the codebase & project
structure
Steal people from other teams
Have some meetings
Have some more meetings
Pray
4. #onetimeatAgileCamp
dated: a violent transient fit of
insanity
British: a temporary state of
confusion : a period of unclear
thinking
Current: to try to solve a problem
by talking with other people : to
discuss a problem and suggest
solutions
6. #onetimeatAgileCamp
25% Fail outright
20-25% don’t fulfill
their ROI
50% require massive
rework once they
are done
https://www.forbes.com/sites/bernardmarr/2016/09/13/are-these-the-real-reasons-why-tech-projects-
fail/#27e87c837320
7. #onetimeatAgileCamp
Only 3% are due to
technological reasons
54% can be
attributed to
poor
management
https://www.forbes.com/sites/bernardmarr/2016/09/13/are-these-the-real-reasons-why-tech-projects-
fail/#72d002f47320
• Poorly or no defined outcome
• Lack of leadership
• Lack of accountability
• No plan or timeline
• Lack of user testing, or failure to address feedback
• Solving the wrong problem
8. #onetimeatAgileCamp
To empower collaborative, creative and strategic thinking
that can lead to breakthroughs and more successful results
Generating QUESTIONS, not ideas or solutions!
And THEN Better Brainstorming
10. #onetimeatAgileCamp
Your concerns are heard
With each question asked, you’re
increasing the likelihood of
discovering something important
early
You can be sure that you’re going to
be working on the right thing at the
right time
You can ask questions that will
generate effective contingency plans
Everyone has a voice and gets to asks
their questions
12. #onetimeatAgileCamp
S.M.A.R.T. Goals
S – specific
M– measurable
A – achievable, assignable
R– realistic, results-oriented
T– time-bound
Effective Goals
Add:
PASSION
MOTIVATION
MEANING
And are
ENERGIZING
They are also POSITIVE
16. #onetimeatAgileCamp
first-person singular or plural
using “I” and “we”
Questions should come from a
place of curiosity
Open-ended
Ex. “How can we?” rather than
“Can you?”
Invite courageous and provocative
questions as well as “silly” and
“dumb” ones
20. #onetimeatAgileCamp
Clarify The Situation:
There is a zombie infestation in your
area
You and your table-mates are in this
house
You must survive for 1 week and the
infestation will be over
Jason
EXERCISE: So, for an example, say your team has received a CR form the FSA. What things do we normally do to begin? POPCORN IDEAS
SAY: Yes, we do a lot of these things right away. We generally jump right into solutioning. <<Animate in all the things we commonly do>> (Burnups, create stories, create timeline, pray, release plan, gant chart it, make deadlines)
SAY: We generally call this process “Brain Storming”
Visualization ideas – Pop up a bunch of the predicted answers, making it look fairly messy and overwhelming. Then overlay with an image representing “Brain Storming”
Jason
EXERCISE: So, for an example, say your team has received a CR form the FSA. What things do we normally do to begin? POPCORN IDEAS.
SAY: Yes, we do a lot of these things right away. We generally jump right into solutioning. <<Animate in all the things we commonly do>> (Burnups, create stories, create timeline, pray, release plan, gant chart it, make deadlines)
SAY: We generally call this process “Brain Storming”
Visualization ideas – Pop up a bunch of the predicted answers, making it look fairly messy and overwhelming. Then overlay with an image representing “Brain Storming”
Amy
Amy
SAY: But… What happens when <<Animate>> our estimates are way off? We discover Surprises? We realize we weren’t on the same page as the customer?
SAY: We don’t have a crystal ball to predict the future, but by using question storming, which we are about to try, we can help minimize many of these common gaps before we start development.
Visualization ideas– image of something bad happening, a crystal ball with a line through it, minimize the gap
Jason
https://www.forbes.com/sites/bernardmarr/2016/09/13/are-these-the-real-reasons-why-tech-projects-fail/#72d002f47320
25% of Tech projects Fail outright
50% of Tech projects require massive rework once they are done
20-25% of Tech Projects don’t fulfill their ROI
Jason
https://www.forbes.com/sites/bernardmarr/2016/09/13/are-these-the-real-reasons-why-tech-projects-fail/#72d002f47320
What business problem do I need to solve?
What data or tools will I need to solve the problem?
How will I measure success?
How will I present the insights?
How will I test and implement the solution?
Amy
Jason and Amy
Are there any videos out there that might be an example
Jason and I could do an example – Eating out – where are we going?
What did you notice? We asked only questions, helps prioritize a list and narrow things down.
Question examples:
What are the hours restaurants are open?
What places have we been kicked out of?
What places are least likely to give us food poisoning?
What places have friendly /good customer service?
How much time do we have?
Do we want to eat outside or inside?
Amy
NOTE - Need some more on here. This is the point of the presentation where we want people to get re-engaged I hope.
Amy
SAY – Let’s talk about the stages of Question Storming
Our aim here is to ensure that everyone is on the same page about what the topic is so there is no confusion.
Jason
5 Minutes
SAY – Next we combine all of the similar goals into one goal. Many people are familiar with SMART goals. These remind us that our goals need to be:
S – specific
M – measurable
A – achievable, attainable, assignable
R – realistic, relevant, results-oriented
T – time-bound
Say: But WAIT, there’s more!!!! Effective goals ADD PASSION, MOTIVATION, MEANING, and ENERGIZING. They are also POSITIVE (meaning they are framed as what we move towards and want, not what we don’t want)
Jason
SAY - A long time ago, British Airways was having a problem—which was that they were losing a lot of luggage—and this kept happening. They’d fix the problem, then it would get unfixed again, they’d fix it, then it would get unfixed again.
SAY - At some point, somebody finally said: this isn’t working so well. So they called in a consultant to work with them. It was Diana Whitney who is an expert on “Appreciative Inquiry” and has written a few books about it. This is a famous case, by the way. You could Google it. Diana helped them come up with a very different goal.
The original goal, understandably, was “stop losing so much luggage.”
After some work, the new goal was to “Create an exceptional arrival experience for our passengers.”
ASK and write on board - So what’s different between creating an exceptional arrival experience and stopping losing so much luggage?
◦ New goal is bigger
◦ Positive
◦ Something to go towards instead of away from
◦ Second goal is more customer-focused
◦ Second goal is happier, more motivating, has more energy
◦ First goal focused on the problem, second one on the solution
◦ First on past, second on future
◦ First goal focused only on the silo of losing luggage – Second goal takes into account the whole system, how everything interacts with everything else
ASK - Would you rather work for the company with the first or the second goal? Which would make you happy to go to work in the morning?
ASK - And if you were going to address the whole system, would you also have to address and fix the luggage problem?
◦ Of course!
Amy
SAY – Here we’d list out what we know or think we know about the situation. This exercise is valuable as things that we think are facts are likely assumptions!
Jason
Say: The second phase of Question Storming – Generating Questions.
Say: By being in the same room, generating questions together. In this way the creativity of the whole group is sparked by the variety of perspectives.
Jason
Amy
Say: In a more formal Question Storming, the final phase categorizes the questions and then key questions are chosen to focus on.
When is the answer needed? Is this something for which you need an immediate answer, or if it’s simply something you want to think about so you can discuss it later?
Amy
Here is the premise ….
Spark ideas from other people’s questions.
Emphasize that it must be outloud – and that one person captures. The goal is that everyone is only in the frame of mind of asking questions, not being distracted by a tool. Explain why!
Example: Wedding
Jason
Half way point – 45 minutes in.
Reiterate why Question Storming is so important and the whole point is to minimize the amount of unknowns.
Jason
Keep it simple – don’t overthink it
Ideas -
- we need to survive a zombie apocalypse
Not doing the Analyze into actions and results, just the question storming part.
At your table, have one person capture the questions. Spend <timebox> coming up with questions.
Amy
Jason
Amy – 5 minutes
Have this slide say GO
Have Fun! Ask stupid or silly questions!
Amy
Ask group:
Can anybody share their favorite questions?
Did you find some questions that you wouldn't have seen in just solutions?
How was this different than just jumping to solutioning?
Hopefully by doing this you saw that it generates more ideas than just jumping into solutioning?
Get to choose from multiple ideas
Show some examples and then get more ideas from the room.
how do we better succeed with date driven changes
- We need a strong relationship between our teams, customers and stakeholders
- team health
** Group the room into 4-ish groups. Each group will have a facilitator, and a flip note chart thing on an easel and working pens.
** Figure out the timebox - Facilitators -
**Just question part, not the prioritizing and actions part.
5 Minutes
5 Minutes
5 Minutes
5 Minutes
10 Minutes
Amy
Share how it went. Ask for each group to share
How did that feel? Did you all feel that it gave you a voice?
Who might be able to ask questions in this method, that wouldn’t normally be able to participate in a brainstorming sessions.
Jason
When is the answer needed? Is this something for which you need an immediate answer, or if it’s simply something you want to think about so you can discuss it later?
Amy/Jason
-Before Story Mapping
-In a refinement
-Restaffing/moving teams
-Creating teams