Owais Zahid talks about establishing quality requirements for products, including quality aspects in the definition of Done, and communicating goals with the development team.
Marianne Berkovich shares how to improve user interviewing skills and discover key insights that could lead one to the next big innovative “thing” users need.
Chris Witeck covers key lessons learned by Citrix Labs as they tackle their goal of customer led innovation, discussing empathy mapping which involves showing off an idea and collecting feedback.
Jeanine Spence explores the customer centric and iteration concepts of Design Thinking as an approach to problem solving through the lens of the personal.
Steve Garrity explains the custom process they use at Hearsay Social for large, enterprise projects.
Graham Dick takes a look at the role of the PM, challenging PMs to become active advocates for Agile by further developing facilitation skills and leading a revolution in their organization.
Barry O'Reilly presents an alternative approach to managing and prioritizing an organization’s portfolio by using an evidence-based approach for making investment decisions.
Big Design Upfront was considered so evil in the early days of Agile that it acquired its own acronym. It’s time we relearned that great products start with asking the right questions.
Giovanni Asproni shows how to create a software architecture with just the right amount of design that can be incrementally evolved (or changed) as the system grows and changes.
Kovas Boguta, David Nolen discuss embracing demand-driven architectures to be able to more flexibly accommodate the rapidly transforming needs of the clients.
Hannah Tometzki shares advice from experience on going through the hurdles of project design - customers dragging their feet, rekindling waning enthusiasm and handling distractions.
Matt Barcomb shares practical ideas for generating and validating projects as Real Options, using value models and risk consideration to create a framework for prioritization and decision-making.