We use this slide deck to explain the Agile practices that we teach. This is what we call our "Agile Buffet", you don't have to adopt all of these practices but you should understand them so that you can use them as necessary. We are always modifying this presentation, so if you want the most current one, contact us.
The Nitty Gritty of Setting Up Customer Discovery MeetingsLean Startup Co.
David Telleen-Lawton, UC Santa Barbara - Technology Management Program , @DTLinSB
This talk will focus on the down and dirty details of setting up meetings for Customer Discovery. The mindset you need, combined with specific tactics on how to will be discussed. Having set hundreds of B2B and B2C discovery meetings over the years, Telleen-Lawton has employed every stall tactic and excuse to delay reaching out and setting these meetings. He’ll show you how to avoid them and get on the fast track to a bull’s-eye product and a sustainable business model…or the realization that time would be better spent on a different idea.
Martin Fowler is a software developer, author, and speaker known for his work in agile software development. He helped create the Agile Manifesto in 2001 and popularized concepts like dependency injection. Fowler believes that estimation is valuable when it helps teams make significant decisions around resource allocation, coordination, and responding to change. He advocates for continuous integration and continuous deployment to help teams build and deliver software more rapidly.
As technologists, we love to build things. And we sometimes forget that our customers (or potential customers) don’t care about what we’re building. They care about what they’re building, doing, or feeling. In this talk, we’ll explore methodologies that help us continually focus on our customers’ needs, building just enough to learn and iterate towards their desired outcomes. Coming away from this, you’ll have a few more tools in the toolbox for your lean startup.
Recording available here: https://youtu.be/zZVoo5AbANI
As technologists, we love to build things. And we sometimes forget that our customers (or potential customers) don’t care about what we’re building-- they care about what they’re building, doing, or feeling. In this talk, we’ll explore methodologies that help us continually focus on our customers’ needs, building just enough to learn and iterate towards their desired outcomes.
How to use software house to get the most out of it?Piotr Biegun
If you are a tech company — and you’re creating business value on top of an IT system of some sort, you (or your team) should always know how is your product working, how to run it and how to fix it if needed.
Therefore, the general rule says: you shall not outsource any part of you core.
But as always — it depends:
You want to build your product fast but don’t have resources.
Building your MVP without a team, technical knowledge or budget is hard or even impossible. It’s your core. You can outsource MVP development and it will work as a TEMPORARILY solution — just to move things forward. In long therm you want to do this in-house and maybe outsource development only to speed up things.
You don’t know the technology.
Learning new technologies is hard and takes time. As Boris Wertz wrote, you could bring someone to help you with specific problem, but you should remember to learn during that time to understand what’s going on.
You want to build own IT department.
Yup, I don’t mean poaching here. In the beginning of the process of building software, often you don’t really have time to waste. But hiring takes time and maybe you could use it to build some features already. If you can afford it, outsource development and keep on hiring at the same time. Make you freshly recruited staff work hand to hand with outsourcers for a while and should be able to take over whole process after the delivered assignment.
You want to learn new processes.
Software houses are delivering more projects in a month than most of small teams will complete in a year. They’ve seen it all; good coding and bad, efficient and inefficient processes — they know the drill. Piggyback on that. Use the experience they already have to speed up.
Outsourcing has its upsides & downsides (who would have guessed that!). You could make a good use of it and succeed. Or fail miserably to ship a single feature and burn your tiny budget up in no time. The difference lies in management. If you have right processes in place (and some operational experience), you could go for the cheapest offer out there and still hit it big.
7 Dimensions of Agile Analytics by Ken Collier Thoughtworks
We are in the midst of an exciting time. There is an explosion of very interesting data, and emergence of powerful new technologies for harnessing data, and devices that enable humans to receive tremendous benefits from it. What is required are innovative processes that enable the creation and delivery of value from all of that data. More often than not, it is the predictive (what will happen?) and prescriptive (how to make it happen!) analytics that produces this value, not the raw data itself. Agile software teams are continuously involved in projects that involve rich, complex, and messy data. Often this data represents innovative analytics opportunities. Being analytics-aware gives these teams the opportunity to collaborate with stakeholders to innovate by creating additional value from the data. This session is aimed at making Agile software teams more analytics-aware so that they will recognize these innovation opportunities. The trouble with conventional analytics (like conventional software development) is that it involves long, phased, sequential steps that take too long and fail to deliver actionable results. This deck will examine the convergence of the following elements of an exciting emerging field called Agile Analytics:
sophisticated analytics techniques, plus
lean learning principles, plus
agile delivery methods, plus
so-called "big data" technologies
Learn:
The analytical modeling process and techniques
How analytical models are deployed using modern technologies
The complexities of data discovery, harvesting, and preparation
How to apply agile techniques to shorten the analytics development cycle
How to apply lean learning principles to develop actionable and valuable analytics.
The document discusses applying lean thinking principles from manufacturing and agile programming to content development. It outlines how lean and agile methods emphasize iterative development, frequent delivery, flexibility, and eliminating waste. This allows content to be produced in a more efficient flow that promotes continuous learning and improvement. Key principles include specifying value, identifying the value stream, pulling work, and optimizing the whole system rather than individual parts.
Microsoft: Digital Transformation SlidesVMware Tanzu
The old Microsoft had a fixed mindset, only releasing software every 3-5 years after the first service pack. They were out of touch with customers and missed market opportunities. With a new CEO, Satya Nadella, Microsoft shifted to a growth mindset, continuous improvement, learning from customers, and experimentation. They adopted DevOps practices like microservices, systems thinking to improve flow, amplifying feedback loops, and continual learning. Modern apps at Microsoft are now composed of loosely coupled microservices with business logic orchestrating microservices, allowing for earlier and more frequent releases in small batches through practices like DevOps.
business model, business model canvas, mission model, mission model canvas, customer development, hacking for defense, H4D, lean launchpad, lean startup, stanford, startup, steve blank, pete newell, bmnt, entrepreneurship, I-Corps, Security, NSIN, wearable sensors, DOD
Agile Analytics: The Secret to Test, Improve, Fail & Succeed Quickly.Venveo
The document discusses agile analytics and its benefits for businesses. Agile analytics involves rapidly testing hypotheses, analyzing results, and making improvements to gain a better understanding of customers, get results more quickly, and reduce risks. It recommends businesses focus on a single problem, develop small testable hypotheses, iterate testing every 2-4 weeks with specific changes, and use findings to direct the next round of improvements. Practicing agile analytics allows organizations to test, improve, fail, and succeed quickly.
The document summarizes an evening workshop on accelerator workshops and rapid facilitation. The agenda includes an introduction to accelerator workshops and their benefits, demonstrations of live note-taking during facilitation, exercises in project alignment and goal setting using storyboarding, and a review of facilitation methods and tips for wrapping up a successful workshop.
The Leader's Guide Workshop - Pivotal Labs TokyoJeana Alayaay
These are the slides that were used for the 3rd Leader's Guide Workshop that was help at Pivotal Japan on Friday, 6/17/16. The content was developed by Janice Fraser, the Director of People for Pivotal. It is based on The Leader's Guide by Eric Ries and is officially endorsed by him.
Magento Live 2014 Customer Expectation PresentationBrent W Peterson
This document discusses aligning customer expectations for Magento projects. It emphasizes the importance of educating clients about Magento's flexibility and complexity. Key recommendations include learning about the client's past experiences, creating a clear statement of work, communicating how additions may impact timelines, and managing assumptions. Constant, consistent communication through various channels and clear expectations are vital for success. Potential issues arise from unclear requirements, technical limitations, and emotional involvement.
A successful startup/product company needs to master the art of validating early product ideas quickly and effectively. Whether you are building a product, service or a new feature, the two most important questions to find out early are:
* are we solving the right problem?
* if yes, how do we pitch the idea to the target customer to generate a favourable action?
During this session, we'll focus on various safe-fail experimentation techniques used by Lean Startups for quickly identifying and validating the customer's value hypothesis, without having to build the real product. You will leave this session equipped with various MVP design techniques, that will allow you to rapidly discover a viable product/service that delights your customers, without spending a lot of time and effort.
Traditionally, entrepreneurs believed that the only way to test their product/service hypothesis was to build the best-in-class product/service in that category, launch it, and then pray. Most often, products/services fail, not because they cannot be built or delivered. But because, they lack the market-fitment and customer appeal.
To avoid these risks, these days startups are focusing on building a "Minimum Viable Product" (MVP), a product that includes just enough core features to allow useful feedback from early adopters. This reduces the time to market and allows the company to build subsequent customer-driven versions of the product. Hence mitigating the likelihood of wasting time on features that nobody wants. MVPs are typically deployed to a subset of customers, such as early adopters that are more forgiving, more likely to give valuable feedback.
However the problem with MVPs is that companies still spend too much time building stuff and very little time learning. Don't forget the purpose of MVP is validated learning NOT building. This session will give you ideas on how to quickly formulate and test your value and growth hypothesis in a scientific framework using extremely cheap MVP techniques collectively referred to as MVP Design Hacks.
More details: http://agilefaqs.com/services/training/crafting-out-mvps and http://agilefaqs.com/services/training/product-discovery
The document provides tips and best practices for project management of websites built with Drupal. It discusses the importance of planning, communication with clients, using an appropriate development process (agile vs waterfall), estimating timelines, scheduling tasks, prioritizing design, managing client expectations, and Drupal-specific considerations.
Everyone Stealing your help? Build a Culture for retention!Lee A. Clark
The document discusses improving processes and building trust between management and employees. It suggests:
1. Simplifying processes, cost codes, and measurements to increase accuracy and consistency in tracking productivity and results.
2. Using technology to centralize data, eliminate redundancy, and provide real-time feedback to employees on their performance and skills development.
3. Communicating daily with employees to get their input on productivity and skills, and convey accountability for improvement rather than punishment. This would help build management-employee trust over time.
How to use Service Design UX for Second Hand Improvement of External CustomersUXPA International
The document discusses improving service design to benefit both internal (employees) and external (customers) experiences. It defines service design as planning resources like people, processes, and props to directly improve the employee experience and indirectly improve the customer experience. Examples provided are call centers, HR, and in-person customer interactions. The needs of employees and desires of customers in these contexts are outlined. Benefits of good service design for internal and external customers are presented, focusing on retention, emotions, performance, time, loyalty, and brand. Specific design examples for call centers, HR, and in-person interactions are proposed to improve the user experience.
Agile Practices for Transitioning to SAP S/4HANA® panayaofficial
Attend this webinar for advice on best practices for transitioning to SAP S/4HANA. Topics include:
Uncovering five tips for organizations that want to implement both SAP S/4HANA and agile practices
Understanding the changes that a move to SAP S/4HANA requires
Selecting the best-fit solution to support a transition to SAP S/4HANA
The document summarizes the workstreams and initiatives that an organization is undertaking to improve how it works with its business and customers. It discusses 7 workstreams: 1) Establishing basics like consistent senior leadership, metrics, and a request log. 2) Quick wins like a tech bar, iPads, and WiFi. 3) Implementing proper service management. 4) Reviewing strategy, applications, and infrastructure. 5) Adopting a joint agile development approach. 6) Gathering feedback and communicating changes. 7) Preparing for the future by assessing skills, making staff moves, and defining a target operating model.
How to Identify Relevant Product KPIs by Roomgo Head of ProductProduct School
Main takeaways:
- Identifying fit-for-purpose KPIs: what to measure and why, the common mistakes that Product Managers makeand when to start measuring KPIs in a project
- Avoiding analysis rabbit holes: going too granular & orphaned KPIs, testing in a bubble and application ins A/B testing + Root Cause analysis
-Telling engaging stories through product data: the power of product KPIs, building business buy-in through relevant KPIs and how less can be more when sharing with the wider business
Visual Paradigm enables your team to manage enterprise transformation complexity for coping with the rapidly-changing markets, technologies, and regulatory requirements. It is an ideal one-stop-shop solution for enterprise architecture planning and business transformation, project management and agile software development, so that your company can stay in control and foster growth.
The document discusses strategies for repurposing, reusing, and refreshing content. It recommends first understanding the target audience through research to develop a persona. Then an editorial calendar can be created using topics relevant to that persona. Existing content can be broken down into multiple short form pieces for different channels. Partnerships and freelancers may provide free or low-cost content that can be co-branded or redistributed. Overall, the key is to prioritize flagship content and connect various content pieces to maximize value from repurposing.
Microsoft 365 Copilot: How to boost your productivity with AI – Part one: Ado...Nikki Chapple
Microsoft 365 Copilot is a revolutionary productivity assistant that leverages large language models (LLMs) and your organisational data to help you create, communicate, and collaborate more effectively across Microsoft 365 apps.
Copilot can assist you with various tasks, such as drafting emails, making presentations, processing data, and finding insights. But to make the most of this game-changing technology, you must master three key aspects: adoption, data security, and governance.
In this two-part session, a Microsoft 365 expert, Nikki will guide you through these aspects and show you how to use Copilot to boost your productivity, creativity, and confidence.
In the first part of the session, Nikki will focus on adoption. She will explain that Copilot is not just a tool—it’s a mindset. It’s about embracing AI as a partner, not a threat. It’s about creating a culture of AI literacy in your organisation, where everyone can use Copilot’s features and understand its limits.
It’s about using Copilot to enhance your skills and outcomes, not to replace them.
Key takeaways:
– What Microsoft 365 Copilot is, and how it works
– How to build your business case for Microsoft 365 Copilot
– How to adopt Microsoft 365 Copilot in your organisation and overcome common barriers and challenges
Maximising likelihood of success: Applying Product Management to AI/ML/DS pr...Kevin Wong
According to stats, 85% of Artificial Intelligence (AI) / Machine Learning (ML) / data science (DS) projects fail, which hinders companies' appetite in investing in AI/ML/DS, and holds back data scientists from getting the recognition they deserve. In this talk dated 15 June 2019, Kevin Wong presented a gentle introduction on how he applied a re-invented Product Management approach to AI projects, in order to maximise their likelihood of success.
Rich Mironov's keynote for one-day agile workshop. Intro to agile development and agile organizations, tools, impact on whole organization, product management and product planning. Co-sponsored by AccuRev, Coverity, Electric Cloud, Enthiosys, Rally and Agile Journal.
Csharptek tries to excel in delivering Microsoft teams services as we ensure seamless collaboration and communication. Our expertise encompasses setup, customization, and training for leveraging teams' capabilities in enhancing teamwork, productivity, and remote collaboration. benefit from our solutions for efficient meetings, file sharing, and improved connectivity across your organization.
What Product Management Frameworks Work by Google PM LeadProduct School
The document summarizes Howard Shen's presentation on product management frameworks. He discussed horizon planning, which categorizes products into immediate (H1), medium-term (H2), and long-term (H3) horizons based on their timelines and goals. He also covered technology layers - the user experience, business logic, and data/platform layers that make up software. The presentation provided examples and strategies for applying these frameworks in a PM career.
Feature Prioritization Techniques for an Agile PMs by Microsoft PMProduct School
Main takeaways:
-PMs don't need a lot of data points to prioritize the features for the upcoming sprint. They just need to identify the relevant one's.
-PMs should be skilled to strike the balance between agility in making decisions and accuracy of perceived outcomes
-PMs should be able to prioritize the feature requests with minimum data points available and optimum techniques
Brent Summers, Director of Marketing at Digital Telepathy Using Data and Design toDrive Your Business June 25, 2015
Data is All Around You 1
Quantitative Data Sales Reports Data is All Around
Quantitative Data Application Performance Data Data is All Around You Quantitative Data Search Engine Optimization Data is All Around
Quantitative Web Analytics Data is All Around You
Qualitative Data Customer Surveys Data is All Around You Qualitative Data Customer Interviews Data is All Around You Get more info at: goo.gl/Jeol7v
Qualitative Data Personas Data is All Around You Get more info at: goo.gl/UW8mgQ
Observation Heat Mapping & Scroll Mapping Data is All Around You Observation User Behavior Data is All Around You
Data Already 
 Informs Design 2
A/B Testing Optimize for conversions. Data Already Informs Design
Eye Tracking People read in F-Shaped Pa erns Data Already Informs Design
Eye Tracking People look where people look. Data Already Informs Design h
Vertical Rhythm There’s a reason paper is ruled. Data Already Informs Design
Color Psychology What does your brand color say about your business?
The Golden Ratio 1.618 —
Consider the Entire 
 User Journey 3
Identify the Friction Evaluate sentiment/friction at each stage of the user journey. Consider the Entire User Journey
Designing for
 Business Objectives 4
Identify the Friction Where can you make the biggest impact? Designing for Business Objectives
User Journey Consideration
Landing Pages Incremental improvements can drive exponential results.
Be er Social Sharing Social sharing + content performance insights.
Animations Scroll is the new click.
Change Language Try different value proposition, calls to action, etc.
Change Layout Use behavior patterns to drive decisions.
User Journey Conversion: The act of purchasing a product or service through self service or a sales process.
Content Marketing Share knowledge to establish trust. Onboarding Step-by-step walkthroughs for new users.
Get the First Click Break through psychological barriers. User Journey Retention: Post-purchase. Activities that drive further product engagement, adoption and upgrades. Designing for Business Objectives
Reduce cognitive load: hide data until a user requests it.
Simplify your user interface for experienced users
Testimonials “Who doesn’t love social proof?” - Brent Summers
Prioritizing Your Backlog
Keep Track of Experiments Practical Advice Use a formula to assess which experiments to do first.
Sample Experiments Which of these experiments should be implemented Paid conversions
What does the data tell you? Identify where can design make the biggest impact.
Rounding Out the Process Your implementation method is unique. Measure the results. Repeat.
Measuring Success 6
Good Design is Great for Business Design lead firms out-perform the S&P 500 by 228%. Measuring Success
How to be a Digital Products Ninja by ServiceNow Sr. PMProduct School
Main takeaways:
- Learn how to be an expert product Ninja in the continuously changing digital world
- Learn about top 7 productivity hacks for Product Managers
- Best practices and framework for the product manager’s toolbox
This document provides an overview of SCG's agile development process and what clients can expect when partnering with them. It discusses their focus on design and ROI, as well as their experience developing platforms in Jamaica, Trinidad, and Barbados. SCG offers flexible development solutions from one-off projects to full digital transformations. They utilize agile development principles to deliver results on time and on budget through iterative development and continuous improvement.
Using the power of OpenAI with your own data: what's possible and how to start?Maxim Salnikov
This document provides an overview of a talk by Maxim Salnikov and Jon Jahren at Oslo Spektrum from November 7-9. It discusses using OpenAI with your own data and how to get started. Examples of enterprise use cases for generative AI are presented, such as chatbots, document indexing, and financial analysis. Tools for prompt engineering like LangChain and Semantic Kernel are introduced. Best practices for fine-tuning models on proprietary data are covered, including data formatting, training data size, and an iterative tuning process. Responsible AI techniques like grounding responses and maintaining a positive tone are also discussed.
Professional Project Manager Should Be Proficient in AgileNitor
This document discusses the benefits of being proficient in Agile project management. It begins with an introduction of the presenter and their experience in IT projects. It then contrasts the Waterfall and Agile approaches. Waterfall involves detailed upfront planning while Agile values adaptability and frequent delivery of working software. The document emphasizes that due to global competition, it is not enough to simply complete a project but to exceed expectations and adapt quickly. It provides examples of how companies like Nitor have seen success through Agile methods and discusses key Agile principles like small batch sizes and effective communication.
The document provides details about Krishna Komanduri's profile, experience, and work on several projects at Charles Schwab & Co. It summarizes his positioning as an information systems specialist focusing on applying technology to business functions. It then highlights some of his key projects at Schwab, including architecting and implementing Schwab's Private Client initiative and creating business process diagrams and recommendations to improve enrollment and account opening processes.
Lean Business Analysis and UX Runway - Natalie WarnertNatalie Warnert
How to integrate BAs and UX in a Agile/Lean environment to create an MVP to learn while reducing potential waste. Presented at Lviv IT Arena, 2015 in Lviv, Ukraine by Natalie Warnert, October 3, 2015
www.nataliewarnert.com
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...IT Arena
The document discusses how business analysts and UX professionals can collaborate effectively in an Agile environment through a process called the "Analyst and UX Runway". This process involves business analysts and UX professionals working together throughout the product development lifecycle from initial planning through execution and review, with the goal of continuously delivering value to customers through short iterations of planning, development and feedback. The Analyst and UX Runway approach aims to balance upfront planning with flexibility to incorporate frequent customer feedback.
Fadi Stephan presented on Agile metrics at the 2022 Global Scrum
Gathering
Abstract:
There are more to Agile metrics than velocity and burn-down charts. However, most Agile teams just focus on velocity and target story points which leads to managers misusing the metric and teams gaming the system. Velocity should stay within the team and there are other metrics that can be shared with others that are outside the team. These metrics provide a more holistic view of the project’s overall health. The Agile Dashboard collects such metrics and acts as an information radiator giving us real time project updates on value, performance, schedule, scope, cost, quality, and team spirit.
Come learn what to measure and for how long. Learn how to read warning signs and what corrective actions to take. Learn to setup your own Agile dashboard to arm yourself with the right information and make careful and constant adjustments to ensure forward and safe progress towards your final deliverable.
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Principles of Roods Approach!!!!!!!.pptxibtesaam huma
Principles of Rood’s Approach
Treatment technique used in physiotherapy for neurological patients which aids them to recover and improve quality of life
Facilitatory techniques
Inhibitory techniques
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A talk from the Centre for Investigative Journalism Summer School, July 2024
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How to Show Sample Data in Tree and Kanban View in Odoo 17Celine George
In Odoo 17, sample data serves as a valuable resource for users seeking to familiarize themselves with the functionalities and capabilities of the software prior to integrating their own information. In this slide we are going to discuss about how to show sample data to a tree view and a kanban view.
Integrated Marketing Communications (IMC)- Concept, Features, Elements, Role of advertising in IMC
Advertising: Concept, Features, Evolution of Advertising, Active Participants, Benefits of advertising to Business firms and consumers.
Classification of advertising: Geographic, Media, Target audience and Functions.
Beyond the Advance Presentation for By the Book 9John Rodzvilla
In June 2020, L.L. McKinney, a Black author of young adult novels, began the #publishingpaidme hashtag to create a discussion on how the publishing industry treats Black authors: “what they’re paid. What the marketing is. How the books are treated. How one Black book not reaching its parameters casts a shadow on all Black books and all Black authors, and that’s not the same for our white counterparts.” (Grady 2020) McKinney’s call resulted in an online discussion across 65,000 tweets between authors of all races and the creation of a Google spreadsheet that collected information on over 2,000 titles.
While the conversation was originally meant to discuss the ethical value of book publishing, it became an economic assessment by authors of how publishers treated authors of color and women authors without a full analysis of the data collected. This paper would present the data collected from relevant tweets and the Google database to show not only the range of advances among participating authors split out by their race, gender, sexual orientation and the genre of their work, but also the publishers’ treatment of their titles in terms of deal announcements and pre-pub attention in industry publications. The paper is based on a multi-year project of cleaning and evaluating the collected data to assess what it reveals about the habits and strategies of American publishers in acquiring and promoting titles from a diverse group of authors across the literary, non-fiction, children’s, mystery, romance, and SFF genres.
5. Key Partners Key Activities Value Propositions Customer Relationships Customer Segments
Key Resources Channels
Cost Structure Revenue Streams
Growing
companies
Remote workers
Large
enterprises
Product/engineering
teams (who rely on proper
documentation) and IT
teams (who help answer
questions for employees)
Reach out to VP Product,
VP IT, or CIO → individuals
with the most insights into
how company knowledge
and processes are used
Automatic
documentation
to make all
employees 10x
more
productive.
Design and develop new
features
Great onboarding
IP on core tech
Engineers, designers, etc.
TreeHacks (and other
clubs at Stanford) for
piloting an MVP of our
product
Applications that Surge
integrates with (Slack,
email clients, SaaS
platforms, etc.)
Engineers to develop and maintain product
Marketing/sales costs
Compute costs for hosting application and training models, storage
costs for company knowledge base data (AWS)
$5 per user per month → full access to automated document and
workflow creation, fast search on knowledge base, automated
resolution of nuanced product/IT questions, integration across many
SaaS applications.
Business Model Canvas — Week 0
7. I would pay $500 a month for
a feed that shows everyone
the right updates from across
the company.
“
Dick Zhang
CEO @ Identified Technologies
Insight
Documentation is important for sharing
What we did: 25+ interviews with engineering managers/startup CEOs
Week 1 – 2
8. After hearing that Dick’s would pay for this,
we made an “enterprise news feed” MVP.
Week 3
MVP #1: Subscribe to topics, see news feed of relevant messages from entire team
9. We had the wrong solution
What we did: Talked to 15+ founders/engineers similar to Dick
Week 3 – 4
10. We had the wrong solution
What we did: Talked to 15+ founders/executives similar to Dick
I wouldn’t use this because I
already know what everyone
is doing on our team.
“ I don’t really see how I would
use this or how this would fit
into my existing workflow.
“
Week 3 – 4
12. MVP #2: Augmenting with engineering progress
So we looked at why Dick wanted this
and focused on bridging the sales-engineering gap.
Week 3 – 4
13. PMs control the information sharing between sales and engineering.
Much of what they do can’t be automated.
I think you misunderstand why PMs have meetings. It’s not just
to pass along information, it’s to align everyone on the current
priorities.
“
You never want salespeople directly talking with engineers –
they will misinterpret and make costly mistakes.“
No one wants direct communication
Week 3 – 4
14. Week 3 – 4
Insight
Product managers HATE project management
Managing project execution is the most boring part of my job and
keeping track of progress involves so much manual work.“ Frank Long
PM @ Schmidt Futures
What we did: Talked to 6 product managers
15. Key Partners Key Activities Value Propositions Customer Relationships Customer Segments
Key Resources Channels
Cost Structure Revenue Streams
Project managers
(that focus on
execution)
PMs who do
project
management
work
Product/engineering
teams (who rely on proper
documentation) and IT
teams (who help answer
questions for employees)
Reach out to VP Product,
VP IT, or CIO → individuals
with the most insights into
how company knowledge
and processes are used
Reduce manual
work?
Make them
more efficient?
Design and develop new
features
Great onboarding
IP on core tech
Engineers, designers, etc.
TreeHacks (and other
clubs at Stanford) for
piloting an MVP of our
product
Applications that Surge
integrates with (Slack,
email clients, SaaS
platforms, etc.)
Engineers to develop and maintain product
Marketing/sales costs
Compute costs for hosting application and training models, storage
costs for company knowledge base data (AWS)
$5 per user per month → full access to automated document and
workflow creation, fast search on knowledge base, automated
resolution of nuanced product/IT questions, integration across many
SaaS applications.
Updated Business Model Canvas
16. Key Partners Key Activities Value Propositions Customer Relationships Customer Segments
Key Resources Channels
Cost Structure Revenue Streams
Project managers
(that focus on
execution)
PMs who do
project
management
work
Product/engineering
teams (who rely on proper
documentation) and IT
teams (who help answer
questions for employees)
Reach out to VP Product,
VP IT, or CIO → individuals
with the most insights into
how company knowledge
and processes are used
Reduce manual
work?
Make them
more efficient?
Design and develop new
features
Great onboarding
IP on core tech
Engineers, designers, etc.
TreeHacks (and other
clubs at Stanford) for
piloting an MVP of our
product
Applications that Surge
integrates with (Slack,
email clients, SaaS
platforms, etc.)
Engineers to develop and maintain product
Marketing/sales costs
Compute costs for hosting application and training models, storage
costs for company knowledge base data (AWS)
$5 per user per month → full access to automated document and
workflow creation, fast search on knowledge base, automated
resolution of nuanced product/IT questions, integration across many
SaaS applications.
Updated Business Model Canvas
But we still didn’t have a clear value prop!
18. Week 3 – 4
Insight
Meeting project deadlines is a top priority
Across 12 interviews, 93% mentioned enabling their team
to meet deadlines as one of their top 3 priorities
Eric Ruetz
Program Manager @ Infinera
I need to deliver projects on time, and I need to deliver them with
high quality. Everything else is secondary.“
19. Week 5 – 6
Since we heard that avoiding deadline slip was so important,
we pivoted to using AI to predict project delays.
MVP #3: Overlaying forecasted delays on roadmap
20. Most delays weren’t predictable
Week 5 – 6
External Delays
Changing Requirements
Unreasonable Estimate
Engineers Blocked
External Bugs
Time Off
Overburdened Team
Bad Manager
When we push back the
timeline, it’s usually
because a vendor is
delayed.
“
Dimitry Melts
TPM @ Facebook
21. 90% use ad-hoc tools:
Insight
PMs don’t have a tool for high-level status
Week 5 – 6
22. 85%
say it goes
out of date
Insight
PMs don’t have a tool for high-level status
75%
spend time
copying data
55%
looking for
specialized tools
Week 5 – 6
90% use ad-hoc tools:
23. Week 6 – 7
We finally identified a clear market need,
so we pivoted to building a better tool for project status.
24. Value Propositions
Reduce manual
work with
automatic updates
Save time with
views that
summarize status
for stakeholders
Informed
decisions with
deep dives into
context around
features
Value Propositions
Reduce manual
work?
Make them
more efficient?
Week 7Week 4
Week 6 – 7
Nailed down the value prop
25. Found our ideal customer!
Oren Inditzky
Director of Product Management
@ Expedia
Keeping my Smartsheet up-to-date
with all the relevant context is a
huge problem and always top of
mind.
I would pay $1,000 a month for a
tool that automatically linked to
project context from my Smartsheet.
“
Week 6 – 7
26. But then sh*t hit the fan with our pilot
Week 6 – 7
I have to dedicate all my time to support my team in
this tough period and will not be able to help further.“
Oren Inditzky
Director of Product Management @ Expedia
27. Our pipeline was drying up
We had exhausted our personal networks —
how could we find another Oren? Week 6 – 7
29. Searching for a repeatable sales process
You are all engineers. I have
no doubt you can build the
product. Focus on what you’re
not good at.
“
Week 7 – 10
35. Pipeline worked – people are interested!
5
website conversions
8
users willing to pilot
3
referrals
Week 7 – 10
36. Learning the ropes of enterprise sales
Top-down: higher willingness to pay,
quicker path to revenue
Bottom-up: quicker path to usage,
lower CAC, word-of-mouth spread
Week 7 – 10
37. Learning the ropes of enterprise sales
Top-down: higher willingness to pay,
quicker path to revenue
Bottom-up: quicker path to usage,
lower CAC, word-of-mouth spread
Heads of Product love this… but for
themselves (afraid of forcing tools
on their teams)
Week 7 – 10
38. Learning the ropes of enterprise sales
Top-down: higher willingness to pay,
quicker path to revenue
Bottom-up: quicker path to usage,
lower CAC, word-of-mouth spread
PMs love this… but need it to
provide value without their company
having to buy it (long process)
Week 7 – 10
39. Learning the ropes of enterprise sales
Top-down: higher willingness to pay,
quicker path to revenue
Bottom-up: quicker path to usage,
lower CAC, word-of-mouth spread
Get individual adoption, then upsell.
Let Heads of Product and PMs use individually,
then upsell to tie everything together. Week 7 – 10
40. Pipeline worked – people are interested!
5
website conversions
8
users willing to pilot
3
referrals
Week 7 – 10
3 pilots willing to pay!
41. What’s next?
Mihir Garimella
BS CS ‘21
Nikhil Cheerla
BS CS ‘21
Prathik Naidu
BS CS ‘21
Rohan Suri
BS CS ‘21
Exciting space — we think project
management software is ripe for change
given the explosion of SaaS tools.
But… we’re all juniors and we want to finish
school, so we won’t be pursuing this project.