An introduction and overview of project management methodologies, and some quick tips to help manage your own time, improve communication and get things done in a digital marketing team.
From Product Vision to Story Map - Lean / Agile Product shapingJérôme Kehrli
A lot of Software Engineering projects fail for a lack of shared vision due to poor communication among people involved in the project.
A sound maintenance of the product backlog can only be achieved if all the people have a good understanding of what they have to do (common vision).
Roman Pichler, in a post originally written in Jul 16 2012, has proposed a really interesting approach: use various canvas to create and share product vision and product backlog creation and refinement.
This presentation is a drive through these various boards and canvas that should be designed in prior to any product development: the Product Vision, the Lean Canvas, The Product Definition and the Story Map.
Personally designed (content + graphics design), officially accredited PRINCE2 Agile® Practitioner courseware.
PRINCE2® (Projects IN Controlled Environments) Agile is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
The document outlines plans and concepts for establishing a project management office (PMO). It discusses establishing governance, defining the PMO's scope and services, developing a timeline and milestones, determining roles and team structure, and creating plans for performance management, communications, documentation, and maturing the PMO over time. The PMO aims to better align projects with strategy, implement consistent processes, facilitate collaboration, manage resources, and provide executive visibility into project status.
"Dealing with multiple teams in a product development organization is always a challenge!
One of the most impressive examples we’ve seen so far is Spotify, which has kept an agile mindset despite having scaled to over 30 teams across 3 cities."
The Paper of Scaling Agile @ Spotify (2014)
Spotify Engineering culture is a trending topic in companies scaling and transforming to Agile, We will discuss the details of this model and why it's so popular.
Normally people talk about organization structure only and leave tons of open questions without answers, We will try in this webinar to cover as much as possible of these questions like how they do promotions, learning and development and more besides the organization structure and scaling agile.
References:
* Scaling Agile @ Spotfiy [Paper]
https://blog.crisp.se/wp-content/uploads/2012/11/SpotifyScaling.pdf
* Spotify Engineering Culture Videos
https://labs.spotify.com/2014/03/27/spotify-engineering-culture-part-1/
https://labs.spotify.com/2014/09/20/spotify-engineering-culture-part-2/
* Scaling Agile @ Spotify
https://www.youtube.com/watch?v=jyZEikKWhAU
* The Spotify Tribe Talk
https://www.infoq.com/presentations/spotify-culture/
* Autonomy and Leadership at Spotify
https://www.infoq.com/presentations/autonomy-leadership-spotify/
* How Agile Coaches Help Us Win—the Agile Coach Role at Spotify
https://www.infoq.com/presentations/agile-coach-spotify
*Building a technical career path at Spotify
https://labs.spotify.com/2016/02/08/technical-career-path/
https://labs.spotify.com/2016/02/15/spotify-technology-career-steps/
https://labs.spotify.com/2016/02/22/things-we-learned-creating-technology-career-steps/
* Squad health Check Model
https://labs.spotify.com/2014/09/16/squad-health-check-model/
* Performance and development
https://hrblog.spotify.com/2016/12/05/performance-and-development/
https://labs.spotify.com/2015/12/16/a-101-on-11s/
https://hrblog.spotify.com/2017/03/15/performance-reviews-are-dead-whats-next/
https://hrblog.spotify.com/2016/08/15/our-beliefs/
This document discusses enterprise project management (EPM) and the role of a project management office (PMO). It provides an overview of the EPM model, which includes project, program, and portfolio management supported by organizational structures, people, technology, and processes. It then describes the functions and responsibilities of a PMO in more detail, including how it can help standardize processes, provide resources and training, and act as a central repository. The document also includes sections on project management processes and documents, risk management, and critical success factors for establishing an effective PMO.
Business analysis: ontwikkeling, toepassing, ervaringenSKA
Business analysis (BA) is een van de snelst groeiende disciplines in de wereld van business en ICT-consultancy. Een snelle opeenvolging van veranderingen in markten en bedrijfsorganisaties, waarvan de impact steeds groter wordt, zorgen hiervoor.
The document discusses implementing a Project Management Office (PMO) and outlines various PMO models, roles, responsibilities, and best practices. It recommends starting with a small PMO of 3 project managers, a team leader, and 5 support staff. Key PMO roles include an executive, portfolio manager, mentor, and specialists in tools, methodology, training, and data administration. For a PMO to succeed, it must demonstrate value by improving project performance and be supported by executives.
From Product Vision to Story Map - Lean / Agile Product shapingJérôme Kehrli
A lot of Software Engineering projects fail for a lack of shared vision due to poor communication among people involved in the project.
A sound maintenance of the product backlog can only be achieved if all the people have a good understanding of what they have to do (common vision).
Roman Pichler, in a post originally written in Jul 16 2012, has proposed a really interesting approach: use various canvas to create and share product vision and product backlog creation and refinement.
This presentation is a drive through these various boards and canvas that should be designed in prior to any product development: the Product Vision, the Lean Canvas, The Product Definition and the Story Map.
Personally designed (content + graphics design), officially accredited PRINCE2 Agile® Practitioner courseware.
PRINCE2® (Projects IN Controlled Environments) Agile is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
The document outlines plans and concepts for establishing a project management office (PMO). It discusses establishing governance, defining the PMO's scope and services, developing a timeline and milestones, determining roles and team structure, and creating plans for performance management, communications, documentation, and maturing the PMO over time. The PMO aims to better align projects with strategy, implement consistent processes, facilitate collaboration, manage resources, and provide executive visibility into project status.
"Dealing with multiple teams in a product development organization is always a challenge!
One of the most impressive examples we’ve seen so far is Spotify, which has kept an agile mindset despite having scaled to over 30 teams across 3 cities."
The Paper of Scaling Agile @ Spotify (2014)
Spotify Engineering culture is a trending topic in companies scaling and transforming to Agile, We will discuss the details of this model and why it's so popular.
Normally people talk about organization structure only and leave tons of open questions without answers, We will try in this webinar to cover as much as possible of these questions like how they do promotions, learning and development and more besides the organization structure and scaling agile.
References:
* Scaling Agile @ Spotfiy [Paper]
https://blog.crisp.se/wp-content/uploads/2012/11/SpotifyScaling.pdf
* Spotify Engineering Culture Videos
https://labs.spotify.com/2014/03/27/spotify-engineering-culture-part-1/
https://labs.spotify.com/2014/09/20/spotify-engineering-culture-part-2/
* Scaling Agile @ Spotify
https://www.youtube.com/watch?v=jyZEikKWhAU
* The Spotify Tribe Talk
https://www.infoq.com/presentations/spotify-culture/
* Autonomy and Leadership at Spotify
https://www.infoq.com/presentations/autonomy-leadership-spotify/
* How Agile Coaches Help Us Win—the Agile Coach Role at Spotify
https://www.infoq.com/presentations/agile-coach-spotify
*Building a technical career path at Spotify
https://labs.spotify.com/2016/02/08/technical-career-path/
https://labs.spotify.com/2016/02/15/spotify-technology-career-steps/
https://labs.spotify.com/2016/02/22/things-we-learned-creating-technology-career-steps/
* Squad health Check Model
https://labs.spotify.com/2014/09/16/squad-health-check-model/
* Performance and development
https://hrblog.spotify.com/2016/12/05/performance-and-development/
https://labs.spotify.com/2015/12/16/a-101-on-11s/
https://hrblog.spotify.com/2017/03/15/performance-reviews-are-dead-whats-next/
https://hrblog.spotify.com/2016/08/15/our-beliefs/
This document discusses enterprise project management (EPM) and the role of a project management office (PMO). It provides an overview of the EPM model, which includes project, program, and portfolio management supported by organizational structures, people, technology, and processes. It then describes the functions and responsibilities of a PMO in more detail, including how it can help standardize processes, provide resources and training, and act as a central repository. The document also includes sections on project management processes and documents, risk management, and critical success factors for establishing an effective PMO.
Business analysis: ontwikkeling, toepassing, ervaringenSKA
Business analysis (BA) is een van de snelst groeiende disciplines in de wereld van business en ICT-consultancy. Een snelle opeenvolging van veranderingen in markten en bedrijfsorganisaties, waarvan de impact steeds groter wordt, zorgen hiervoor.
The document discusses implementing a Project Management Office (PMO) and outlines various PMO models, roles, responsibilities, and best practices. It recommends starting with a small PMO of 3 project managers, a team leader, and 5 support staff. Key PMO roles include an executive, portfolio manager, mentor, and specialists in tools, methodology, training, and data administration. For a PMO to succeed, it must demonstrate value by improving project performance and be supported by executives.
Según las últimas encuestas, uno de los mayores aspectos que contribuyen al fracaso a la hora de implementar una PMO es la definición de la estrategia de ejecución y, al respecto, la falta de definición de un estado inicial de la organización es muy importante.
En el webinar explicaré el modelo OPM3 y su utilización para la fase de diagnóstico, permitiendo tener un punto de partida para poder elaborar una estrategia de ejecución, de forma que se tengan en cuenta las fortalezas y debilidades de la organización.
What is a Go-to-Market Strategy & How to Create OneCompellingPM
We often hear other PMs and executives say the word Go-to-Market Strategy and everyone nods their heads as if they know exactly what the other person really meant. But the reality is that within any given organization, there are as many ideas of what Go-to-Market Strategy means as there are senior level executives. And when Product Marketing is asked to develop a Go-to-Market Strategy, they are unlikely going to satisfy the expectations of all stakeholders because each one has a different expectation. In this webinar, we'll help you to create a common understanding of a Go-to-Market Strategy and what Product Marketing needs to do to effectively create one.
Key Takeaways from participating in this webinar:
- Develop a common definition for a Go-to-Market Strategy that can be shared with your organization
- Learn the seven elements that go into a complete Go-to-Market Strategy
- Understand the steps to creating your Go-to-Market Strategy
MoP - The brand new Portfolio Management Standard - be the first to find out about it. We are the first to offer consultancy, training and assessment based on this newest standard.
Our Project Management Methodology is a planning methodology that highlights our premium tool-kit of tools & templates to help you develop a comprehensive approach to project management.
The document provides guidance on setting up a new Project Management Office (PMO) within an organization. It recommends starting simply by taking 2-3 experienced project managers and establishing some basic standards and templates for project documentation, reporting, and management. Key activities for the new PMO include providing training and support to project managers, tracking project metrics and results, and continually improving project management processes. Examples of a PMO charter, project definition template, and post-mortem template are included in an appendix.
The PMO plays a key role in defining a framework for managing benefits for the UK Submarine Dismantling Programme. This includes using a programme management approach with an integrated framework to manage risks, issues, assumptions, benefits and requirements given the long timescales and uncertainty involved in disposing of 27 submarines. The programme approach helps deal with the external challenges and complex stakeholder environment.
Harnessing Your Product Manager Superpowers with Trello, Confluence, and JiraAtlassian
Whether you're a product manager, product owner, or a cat herder, creating a stellar product takes skill. The list is endless—from aligning stakeholders to creating a clear vision and specifications, planning sprints, measuring success and everything in-between.
In this session, we'll share how to extend the power and flexibility of Atlassian tools for your team. From inception, to planning, to building, learn the battle-tested tips from our own Atlassian teams to ensure that you not only build the product right, but also build the right product.
Customer Success - Why and How of Gainsight's 14 ElementsGainsight
The document discusses trends in customer success and provides insights into building a strong customer success program. Some key points include:
1) Customer success drives sales as prospects are talking to existing customers; advocacy is important.
2) For customer success to be effective, it must be a top-down, company-wide priority and cannot remain just a department.
3) The stages of customer success maturity are outlined from reactive to transformational. As companies progress through the stages, key metrics like retention and expansion improve.
4) A periodic table of customer success elements is presented to help standardize a common language for customer success professionals. The elements can be grouped into insights & actions, outcomes, and transformation categories
Consultant and author Jerry Manas shares his slide deck on Service-Oriented Project Management (SOPM), his framework for managing projects with a client-focused mindset. Visit Jerry's website at www.marengogroup.com.
The document describes the role and responsibilities of a Scrum Master. It states that a Scrum Master facilitates the team, ensures Scrum is used correctly, resolves impediments, protects the team, and coaches them. Key responsibilities include planning meetings, enforcing Scrum practices, removing blockers to progress, and helping the team and product owner improve. A Scrum Master has authority over processes but not individuals. Personal characteristics like being a servant leader and having an open, enthusiastic mindset are important for the role.
This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.
There is a lot of talk about agility that would mean the end of the traditional methods of project management. However, many companies still use a traditional approach. What should be done and when should it be done? Should we rely on the agile or stay on the traditional methods that have proved their worth?
The solution may be between the two: hybridization between traditional project management and agile methods in order to use their respective strengths and limit the impact of their weaknesses.
This session aims to present the main principles of a hybrid approach: what are the differences between agile and traditional management? Why Hybridization? How to choose ? How to implement it?
1. The document summarizes the key changes between the 2017 and 2020 versions of The Scrum Guide. Some major changes include making Scrum less prescriptive, focusing on one Scrum Team and product goal, introducing the concept of a Product Goal, clarifying the roles of the Product Backlog, Sprint Backlog and Definition of Done, emphasizing self-managing teams, and simplifying language.
2. Key additions to the 2020 guide are introducing the Product Goal to provide overall focus, and emphasizing that Sprint Planning discusses not just what and how but also why via the Sprint Goal.
3. The changes aim to make Scrum a more minimal framework by reducing prescriptive language
Use the Progress Board to Test your Business IdeasStrategyzer
The Progress Board is a tool used to manage lean startup experiments and measure business progress. It involves extracting key hypotheses, designing tests to validate or invalidate hypotheses, moving test cards as experiments are conducted, capturing learnings, and defining if progress was made, a pivot is needed, or more testing is required. The overall goal is to avoid failure by testing business ideas through experiments before fully committing resources.
• 3. The 3 Models of SaaS Pricing1How to Pick the Best Price28 Pricing Hacks3How to Test New Pricing4We’ll cover...
• 4. Model 1: Targeting Small Businesses1
• 5. Self-service, no sales team, limited support
• 6. Pricing in the $10 - $100/month rangeThis mean you need to focus onscale and acquiring customerscheaply.
• 7. Similar companies
• 8. Model 2: Targeting Enterprise2
• 9. Sales team, contracts, full support
• 10. Pricing is $1,000s or $10,000s/monthVery little is automated, your teamwill be working very closely witheach customer.
• 11. Similar companies
• 12. Model 3: The Mid-Size Hybrid3
• 13. Automated marketing with a sales team
• 14. Pricing is $100’s/monthYou’ll need to scale your leads butyou’ll have a full sales team toclose them.
• 15. Similar companies
• 16. Pick the right price range for your vision
• 17. 2 Bad Methods for Pricing
• 18. 1. Product cost + X%You’ll undercharge somecustomers and overcharge others.
• 19. 2. What does the customer want to pay?People have no idea until you askthem for their credit card.
• 20. Pricing by Value
• 21. Value-Based PricingYour customers get value worth $Yand it only costs them $X.
• 22. For B2B, focus on money earned or saved
• 23. How much extra revenue do they earn?1How many hours do they save?2What other costs do they avoid?3Ask your customers:
• 24. Capture more value from each customer.
• 25. There’s no such thing as a perfect price.If you need more guidance, pick aprice that’s 10% of the valuedelivered.
• 26. 8 Pricing Hacks8
• 27. Rule 1: Go AnnualYou’ll improve cash flow, reduceyour churn, and improve yourrevenue.
• 28. Rule 2: Don’t Add Unnecessary Digits$1000 looks cheaper than $1,000or $1000.00
• 29. Rule 3: Avoid Discounts Unless LaunchingDiscounts create destructivecustomer habits. Do not use themregularly.
• 30. Rule 4: Offer Multiple Prices to Anchor
• 31. Rule 5: Use pricing plans to segment customers.Different customer types getdifferent value from your product.Capture that value.
• 32. Rule 6: Double Your PriceWe all tend to UNDERvalue our ownservices.
• 33. Rule 7: Be Careful With Freemium PlansVery difficult to make it work in B2Bmarkets.
• 34. Rule 8: Grandfather Old Customers InAs long as you don’t raise pricesfor old customers, you won’t getany complaints.
• 35. These are rules, not laws.
• 36. How to Test New Pricing - 4 Steps
• 37. Step 1: Track subscription plans for all customersSubscription plans1Each monthly charge2Any cancelations3Access to total revenue, averagerevenue per user, and churn4
• 38. Step 2: Launch Your New Pricing Page
• 39. Step 3: Track your entire funnel
• 40. Step 4: Track ARPU and churn
• 41. KISSmetrics helps you find the right priceConnects all data to individual people1A/B tests for your entire funnel2See which plans are most profitable
A PMO (project or program management office) helps solve project-related issues through centralization, process efficiency, and best practices. The goals of a PMO are to separate high-priority projects from low-priority ones, enable a higher level of project management using best practices, and focus on issues before they become problems. Key PMO components include planning, mentoring, training, tools, processes, and reporting to facilitate improved project performance and a more effective organization.
El documento proporciona una guía detallada para establecer una oficina de gestión de proyectos (PMO) en una organización. Explica los beneficios de una PMO, cómo determinar las necesidades de la organización, seleccionar un modelo adecuado, definir procesos y métricas, y establecer objetivos para mejorar la madurez de la gestión de proyectos de manera incremental a través de múltiples ciclos.
Digital marketing is important for modern businesses to advertise through search, social, and display channels to compete for consumer attention. Marketing involves setting goals, choosing platforms, creating relevant content, and measuring results. The document discusses various digital marketing platforms like search engines, social media, email, and their uses. It also provides case studies on how different companies have utilized digital marketing strategies and analyzed metrics.
Social Media & Marketing to a Digital GenerationJames Burnes
James Burnes presents to the National Association of Mutual Insurance Companies Leadership Forum on social media strategy, planning and execution to reach younger consumers.
Según las últimas encuestas, uno de los mayores aspectos que contribuyen al fracaso a la hora de implementar una PMO es la definición de la estrategia de ejecución y, al respecto, la falta de definición de un estado inicial de la organización es muy importante.
En el webinar explicaré el modelo OPM3 y su utilización para la fase de diagnóstico, permitiendo tener un punto de partida para poder elaborar una estrategia de ejecución, de forma que se tengan en cuenta las fortalezas y debilidades de la organización.
What is a Go-to-Market Strategy & How to Create OneCompellingPM
We often hear other PMs and executives say the word Go-to-Market Strategy and everyone nods their heads as if they know exactly what the other person really meant. But the reality is that within any given organization, there are as many ideas of what Go-to-Market Strategy means as there are senior level executives. And when Product Marketing is asked to develop a Go-to-Market Strategy, they are unlikely going to satisfy the expectations of all stakeholders because each one has a different expectation. In this webinar, we'll help you to create a common understanding of a Go-to-Market Strategy and what Product Marketing needs to do to effectively create one.
Key Takeaways from participating in this webinar:
- Develop a common definition for a Go-to-Market Strategy that can be shared with your organization
- Learn the seven elements that go into a complete Go-to-Market Strategy
- Understand the steps to creating your Go-to-Market Strategy
MoP - The brand new Portfolio Management Standard - be the first to find out about it. We are the first to offer consultancy, training and assessment based on this newest standard.
Our Project Management Methodology is a planning methodology that highlights our premium tool-kit of tools & templates to help you develop a comprehensive approach to project management.
The document provides guidance on setting up a new Project Management Office (PMO) within an organization. It recommends starting simply by taking 2-3 experienced project managers and establishing some basic standards and templates for project documentation, reporting, and management. Key activities for the new PMO include providing training and support to project managers, tracking project metrics and results, and continually improving project management processes. Examples of a PMO charter, project definition template, and post-mortem template are included in an appendix.
The PMO plays a key role in defining a framework for managing benefits for the UK Submarine Dismantling Programme. This includes using a programme management approach with an integrated framework to manage risks, issues, assumptions, benefits and requirements given the long timescales and uncertainty involved in disposing of 27 submarines. The programme approach helps deal with the external challenges and complex stakeholder environment.
Harnessing Your Product Manager Superpowers with Trello, Confluence, and JiraAtlassian
Whether you're a product manager, product owner, or a cat herder, creating a stellar product takes skill. The list is endless—from aligning stakeholders to creating a clear vision and specifications, planning sprints, measuring success and everything in-between.
In this session, we'll share how to extend the power and flexibility of Atlassian tools for your team. From inception, to planning, to building, learn the battle-tested tips from our own Atlassian teams to ensure that you not only build the product right, but also build the right product.
Customer Success - Why and How of Gainsight's 14 ElementsGainsight
The document discusses trends in customer success and provides insights into building a strong customer success program. Some key points include:
1) Customer success drives sales as prospects are talking to existing customers; advocacy is important.
2) For customer success to be effective, it must be a top-down, company-wide priority and cannot remain just a department.
3) The stages of customer success maturity are outlined from reactive to transformational. As companies progress through the stages, key metrics like retention and expansion improve.
4) A periodic table of customer success elements is presented to help standardize a common language for customer success professionals. The elements can be grouped into insights & actions, outcomes, and transformation categories
Consultant and author Jerry Manas shares his slide deck on Service-Oriented Project Management (SOPM), his framework for managing projects with a client-focused mindset. Visit Jerry's website at www.marengogroup.com.
The document describes the role and responsibilities of a Scrum Master. It states that a Scrum Master facilitates the team, ensures Scrum is used correctly, resolves impediments, protects the team, and coaches them. Key responsibilities include planning meetings, enforcing Scrum practices, removing blockers to progress, and helping the team and product owner improve. A Scrum Master has authority over processes but not individuals. Personal characteristics like being a servant leader and having an open, enthusiastic mindset are important for the role.
This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.
There is a lot of talk about agility that would mean the end of the traditional methods of project management. However, many companies still use a traditional approach. What should be done and when should it be done? Should we rely on the agile or stay on the traditional methods that have proved their worth?
The solution may be between the two: hybridization between traditional project management and agile methods in order to use their respective strengths and limit the impact of their weaknesses.
This session aims to present the main principles of a hybrid approach: what are the differences between agile and traditional management? Why Hybridization? How to choose ? How to implement it?
1. The document summarizes the key changes between the 2017 and 2020 versions of The Scrum Guide. Some major changes include making Scrum less prescriptive, focusing on one Scrum Team and product goal, introducing the concept of a Product Goal, clarifying the roles of the Product Backlog, Sprint Backlog and Definition of Done, emphasizing self-managing teams, and simplifying language.
2. Key additions to the 2020 guide are introducing the Product Goal to provide overall focus, and emphasizing that Sprint Planning discusses not just what and how but also why via the Sprint Goal.
3. The changes aim to make Scrum a more minimal framework by reducing prescriptive language
Use the Progress Board to Test your Business IdeasStrategyzer
The Progress Board is a tool used to manage lean startup experiments and measure business progress. It involves extracting key hypotheses, designing tests to validate or invalidate hypotheses, moving test cards as experiments are conducted, capturing learnings, and defining if progress was made, a pivot is needed, or more testing is required. The overall goal is to avoid failure by testing business ideas through experiments before fully committing resources.
• 3. The 3 Models of SaaS Pricing1How to Pick the Best Price28 Pricing Hacks3How to Test New Pricing4We’ll cover...
• 4. Model 1: Targeting Small Businesses1
• 5. Self-service, no sales team, limited support
• 6. Pricing in the $10 - $100/month rangeThis mean you need to focus onscale and acquiring customerscheaply.
• 7. Similar companies
• 8. Model 2: Targeting Enterprise2
• 9. Sales team, contracts, full support
• 10. Pricing is $1,000s or $10,000s/monthVery little is automated, your teamwill be working very closely witheach customer.
• 11. Similar companies
• 12. Model 3: The Mid-Size Hybrid3
• 13. Automated marketing with a sales team
• 14. Pricing is $100’s/monthYou’ll need to scale your leads butyou’ll have a full sales team toclose them.
• 15. Similar companies
• 16. Pick the right price range for your vision
• 17. 2 Bad Methods for Pricing
• 18. 1. Product cost + X%You’ll undercharge somecustomers and overcharge others.
• 19. 2. What does the customer want to pay?People have no idea until you askthem for their credit card.
• 20. Pricing by Value
• 21. Value-Based PricingYour customers get value worth $Yand it only costs them $X.
• 22. For B2B, focus on money earned or saved
• 23. How much extra revenue do they earn?1How many hours do they save?2What other costs do they avoid?3Ask your customers:
• 24. Capture more value from each customer.
• 25. There’s no such thing as a perfect price.If you need more guidance, pick aprice that’s 10% of the valuedelivered.
• 26. 8 Pricing Hacks8
• 27. Rule 1: Go AnnualYou’ll improve cash flow, reduceyour churn, and improve yourrevenue.
• 28. Rule 2: Don’t Add Unnecessary Digits$1000 looks cheaper than $1,000or $1000.00
• 29. Rule 3: Avoid Discounts Unless LaunchingDiscounts create destructivecustomer habits. Do not use themregularly.
• 30. Rule 4: Offer Multiple Prices to Anchor
• 31. Rule 5: Use pricing plans to segment customers.Different customer types getdifferent value from your product.Capture that value.
• 32. Rule 6: Double Your PriceWe all tend to UNDERvalue our ownservices.
• 33. Rule 7: Be Careful With Freemium PlansVery difficult to make it work in B2Bmarkets.
• 34. Rule 8: Grandfather Old Customers InAs long as you don’t raise pricesfor old customers, you won’t getany complaints.
• 35. These are rules, not laws.
• 36. How to Test New Pricing - 4 Steps
• 37. Step 1: Track subscription plans for all customersSubscription plans1Each monthly charge2Any cancelations3Access to total revenue, averagerevenue per user, and churn4
• 38. Step 2: Launch Your New Pricing Page
• 39. Step 3: Track your entire funnel
• 40. Step 4: Track ARPU and churn
• 41. KISSmetrics helps you find the right priceConnects all data to individual people1A/B tests for your entire funnel2See which plans are most profitable
A PMO (project or program management office) helps solve project-related issues through centralization, process efficiency, and best practices. The goals of a PMO are to separate high-priority projects from low-priority ones, enable a higher level of project management using best practices, and focus on issues before they become problems. Key PMO components include planning, mentoring, training, tools, processes, and reporting to facilitate improved project performance and a more effective organization.
El documento proporciona una guía detallada para establecer una oficina de gestión de proyectos (PMO) en una organización. Explica los beneficios de una PMO, cómo determinar las necesidades de la organización, seleccionar un modelo adecuado, definir procesos y métricas, y establecer objetivos para mejorar la madurez de la gestión de proyectos de manera incremental a través de múltiples ciclos.
Digital marketing is important for modern businesses to advertise through search, social, and display channels to compete for consumer attention. Marketing involves setting goals, choosing platforms, creating relevant content, and measuring results. The document discusses various digital marketing platforms like search engines, social media, email, and their uses. It also provides case studies on how different companies have utilized digital marketing strategies and analyzed metrics.
Social Media & Marketing to a Digital GenerationJames Burnes
James Burnes presents to the National Association of Mutual Insurance Companies Leadership Forum on social media strategy, planning and execution to reach younger consumers.
PM-PROMPT - Training on practical project management issuesBalaji Rajendrababu
PM PROMPT is a two day workshop designed to develop first time project managers to understand concepts and realize practicalities of managing software projects.
PM PROMPT content have been developed based on our practical and direct experience in consulting and executing projects for large fortune 500 companies across the globe and also on extensive research into industry wide best practices and trends.
We believe in the potential of first time project managers and are passionate in our efforts in enabling them to succeed. Our programs are always customized to suit client needs and pain points. We do not provide ‘off the shelf’ training.Our trainings are filled with practical real life scenarios and not just project management class lectures.
We highlight the importance of key concepts and fundamentals behind project management techniques. Once the participants understand and appreciate the importance, they can be applied effectively in any environment.
Real life case studies, scenarios, exercises and role plays provide opportunities to the participants to practice the concepts and make learning effective.
PM PROMPT helps project managers
a. in dramatically reducing their steep learning curve
b. to be more productive
c. to be more confident during customer interaction
d. to manage issues and risks effectively
e. deliver successful project outcomes
This presentations gives a high level overview of the project management methodology PRINCE 2 , and highlights the benefits which make it attractive (SEXY)
BMW Digital Marketing 2012 Presented by eBrand VietnamHai Dongkixot
Objectives – Enhance brand awareness – Attract potential & new customers – Generate new leads – Increase showroom traffic – Improve customer database: quantitative and qualitative (targeting: reach – consumers with real interest in our products; gain deeper insights into customer – Profiles: their interests, needs, lifestyles, etc.) get valuable data
Project management - a practical overview Sue GreenerSue Greener
This document provides an overview of project management concepts and best practices. It discusses the realistic project life cycle which includes initiation, planning, execution, and closure phases. Key steps in planning a project are defining objectives and scope, structuring the project, scheduling tasks, analyzing risks, and establishing controls. The document emphasizes clear communication, tracking progress, allowing flexibility, and evaluating outcomes for continual learning and improvement on projects.
The six step guide to practical project managementMindGenius
The six step guide to practical project management
If you think managing projects is too difficult, think again.
We’ve stripped back project management processes to the
basics – to make it quicker and easier, without sacrificing
the vital ingredients for success.
“If you’re looking for some real-world guidance, then The Six Step Guide to Practical Project Management will help.”
Dr Andrew Makar, Tactical Project Management
This document is a project report submitted by Varun Bayla to Dezyne E'cole College on promoting a brand in digital marketing. It includes an introduction to management concepts, Future Group, Future Retail, and Hometown store. It outlines the objectives of the study, strategies used by Future Group for digital marketing, online selling and promotional activities. It also includes a SWOT analysis, recommendations, and conclusion on the internship project conducted at Future Retail to promote their brand through digital marketing.
This document is a study on digital marketing conducted at ValueProp Corporate Solutions. It includes an introduction to digital marketing, objectives of the study, and scope. The document contains chapters on advantages of digital marketing, history and overview, business strategies, digital marketing tools and trends, internet marketing models and effects, web analytics methods, email marketing, search engine marketing and optimization, mobile advertising, and SMS marketing. It concludes with findings and suggestions. Methodology, data collection sources, and sampling areas are also discussed.
The document discusses the human factors involved in successful project management. It provides insights from research showing that only 16.2% of software projects finish on time and on budget, while 31.1% are canceled. User involvement, executive support, clear requirements, and proper planning are cited as key success factors. Project failures are often due to limited upfront planning and weak methodologies. The seminar will explore how to improve communications, requirements, and project results by considering human motivations beyond just tools and processes.
The main differences between internet marketing and traditional marketing are:
- Reach - Internet marketing has the potential to reach a global audience, while traditional marketing is usually limited to a local or regional area.
- Cost - Internet marketing can often have lower costs per impression/lead compared to traditional marketing such as print, TV, radio ads. However, it requires an initial investment in things like website development.
- Interactivity - Internet marketing allows for more two-way interaction between business and customers through things like emails, social media, online reviews etc. Traditional marketing is usually one-way communication.
- Measurement - It's easier to track metrics like clicks, conversions, ROI etc with internet marketing. Traditional marketing effectiveness can be
The three key principles of project management are planning, communication, and risk management. Planning involves defining the project activities, schedule, resources, and dependencies. Communication involves regularly informing all stakeholders about the project. Risk management involves identifying, evaluating, and mitigating potential risks to the project. Regular monitoring and adaptation are also important aspects of effective project management.
Laura Delnevo - Winning your clients' trust with Agile project managementcameronandwilding
Having worked with a wide variety of clients and projects, the underlining common denominator of success for me, as a project manager is happy satisfied and (hopefully) returning customers. Winning clients’ trust for me has become even smoother with Agile practises as, since I’ve embraced this methodology of working at Cameron and Wilding, I have noticed a few patterns of success across our projects with our clients such as the Telegraph Media Group, Sage Publications, The Economist that I’d like to share with you in today’s session.
Cameron & Wilding Ltd. http://www.cameronandwilding.com/
Cracking the Product Manager Interview with Gayle McDowellProduct School
Gayle McDowell gives a presentation on cracking the product manager interview. She discusses common interview questions and frameworks, including behavioral, case study, and estimation questions. She emphasizes focusing on the user, structuring responses, and showing product insight. McDowell also provides resources for further preparing for PM interviews.
Software development myths that block your careerPiotr Horzycki
During 15 years of my software development career, I was a victim of numerous myths and fads of the IT industry. "We must have Scrum", "Rewrite everything", Hype-Driven Development, 100% test coverage - just to name a few. You'll learn where do these myths come from, why they're wrong and what are the real-world, battle-tested alternatives. You can skyrocket your career just by focusing on the right things!
Project Management Bootcamp for Event ProfessionalsSocial Tables
This document outlines an agenda for a project management bootcamp covering best practices, technology tools, and productivity hacks. The agenda includes an introduction, learning objectives, a discussion of why project management is important, a deep dive on the project definition document and Asana project management software, and tips for improving productivity. The document provides overviews of various project management and productivity technologies such as Google Apps, CRM software, proposal tools, task managers, time trackers, document sharing platforms, and communication tools to help attendees select options to improve their work.
This document provides an overview of agile practices for product management. It begins with definitions of agile and its principles, which emphasize iterative development, collaboration between teams, and frequent delivery of working software. The document then outlines the typical agile procedure, including sprints, iterations, and product backlogs. It discusses various roles like product owners, coaches, and designers. It also covers practices for effective meetings, prioritizing work, designing user stories, testing, and ensuring quality through continuous delivery.
Learn Proven 3 Step Formula How To Get Your First Clients & How To Get More C...Dainis Graveris
This document summarizes a webinar about obtaining freelance clients through WordPress. It recommends attendees pick "low hanging fruits" like installing child themes or adding slideshows that they can solve quickly. It advises framing conversations around how solutions increase clients' profits, not costs. Follow-up is key to getting more work and testimonials. The webinar teaches a 3-step formula: find pains you can solve, discuss customer profits, follow-up and upsell. Attendees are offered a 3-day, 3-client program for $300 to learn scripts, worksheets and get community support to apply the strategies.
The document discusses key aspects of project management using an Agile approach. It defines what projects are and aren't, and describes different common project approaches like Waterfall and Agile. It outlines the Scrum process used in Agile, including sprints, product and sprint backlogs, and roles like the Scrum Master and Product Owner. It emphasizes values like commitment, openness, focus and courage needed to implement Agile successfully in a business.
See how Natasha Nazareth (Founder of Nazareth Bonifacino Law) and Mechelle Woznicki (Founder of Woznicki Law) use Clio Grow with Manage to:
Prepare for time off and get work done ahead of time
Automate tasks to be completed while their out
Set their firm up for success with a coverage plan
Say goodbye to summer-work stress and embrace a worry-free vacation with the power of Clio Grow.
What Are the Road Mapping Essentials by former Capital One PMProduct School
Product road mapping is an art, one that requires a strong pulse on the state of the business, your customers and stakeholders. Road maps are meant to provide a clear path towards reaching the business objectives giving transparency and predictability to anyone involved on the team. But how often have you heard “Hey, we are agile, we don’t need a roadmap”; or the opposite “Hey, this feature was on the roadmap, but why haven’t you delivered?”.
In this session, Angela Govila, former Product Manager at Capital One, talked about how to handle both of these situations and everything in between, by diving deep into the basics of how to conduct road mapping sessions.
Product Agility: 3 fundamentals from the trenchesPedro Teixeira
There is no silver bullet for Product and Business Agility.
On this talk you will know which are the fundamentals and some of the initiatives in place in the OutSystems Engineering Journey to better responding rapidly and flexibly to ours customers demands.
Scrum is an agile framework for managing projects that emphasizes transparency, inspection, and adaptation. The key roles in Scrum are the Product Owner, Scrum Master, and Development Team. The Product Owner manages the Product Backlog of features and priorities. The Scrum Master coaches the team and removes impediments. The Development Team works in short Sprints to deliver working software. Key Scrum events include Sprint Planning, Daily Scrums, Sprint Reviews, and Sprint Retrospectives. Artifacts include the Product and Sprint Backlogs, as well as impediment and parking logs. Together, these roles, events, and artifacts aim to deliver working software frequently through an empirical process of transparent inspection and adaptation.
This document provides an overview of concepts related to practical Scrum. It discusses roles like the Product Owner and how they define features, priorities, and work for each iteration. It covers topics like requirements gathering, user story writing, estimating effort using planning poker, calculating team velocity, and long-term release planning. The document also explains Scrum ceremonies like sprint planning, daily stand-ups, sprint reviews, and retrospectives. Finally, it discusses agile engineering practices like pair programming, test-driven development, refactoring, and continuous integration.
How to Thrive First 90 Days as a Product Manager by Carta PMProduct School
This document discusses resources from Product School for product managers, including courses on product management, coding for managers, data analytics for managers, and digital marketing for managers. It provides an overview of speakers for an event, including David Lichtenstein, and tips for thriving in the first 90 days as a product manager, such as going on a listening tour, getting to know your teammates, building relationships with technical leads and users, prioritizing issues in Jira, tracking projects in AirTable, and building a roadmap with ProductPlan.
This document provides an outline and notes for a workshop on running lean startups with agile practices. The workshop covers why lean startups need agile methods, includes an agile lego workshop simulation, and discusses practical agile management practices and technical practices for startups such as daily standups, user stories, hypotheses, planning poker, iterations, and feedback tools. The workshop aims to help startups build products more quickly through short development cycles and customer feedback.
This document outlines a time tracking tool called Loggable that aims to help teams and managers understand how time is spent on projects. It does this through simple metrics and reporting features that provide accurate time data. The goal is to help teams increase productivity, reduce waste, and focus on high-value activities through increased transparency and management insights. It works by having team members track their time which is then visualized in dashboard reports. The next steps mentioned are to launch a 90-day free trial account for unlimited users that costs £10 per user per month after the trial.
This document outlines an agenda for a Scrum session on preparing for and conducting sprint planning meetings. It discusses best practices for ensuring the product backlog is well-defined before planning begins. During planning, the product owner and team collaborate to determine the sprint goal, select stories for the sprint based on estimates, and make adjustments as needed based on discussions. Estimates can be done using gut feel for simple stories or calculating velocity based on past performance. Maintaining quality is not negotiable, and exceptions require clear justification.
Agile and Scrum Overview for PMs, Designers and Developers Aaron Roy
This is an overview of the flavor of agile/scrum I had my team use at Bond in Q2 2017. We heavily emphasized the importance of having a shared language between cross-functional teams and this deck was meant as a primer that could be shared between product managers, designers, and developers.
The Scrum Master is often described as the facilitator for the agile development team, but there is much more too it. In this chapter, we will cover the following topics:
• Planning
• Daily Scrum
• Review
• Retrospective
• Team Organization
Similar to Simple & Practical Project Management for Digital Marketing Teams (20)
Project Management with Trello by Digitangle Digitangle
Trello is a project management tool that can be used to improve communication, increase efficiency, and provide oversight on projects. It allows users to create boards with cards for tasks, assign members, and add checklists and labels. Trello helps reduce email clutter, improve accountability, and standardize processes. The presentation provided many examples of how Trello has been used for various projects like weddings, agile development, editorial calendars, and more. It also covered best practices for setting up boards and teams on Trello to effectively manage resources, roles and responsibilities, and monitor project progress.
How to set up an ECommerce Shop & Drive Visitors and SalesDigitangle
Some of the different tools that you can use to start selling online. Examples of the different themes available and shops built using Wordpress, Magento, Ebay, Etsy and Shopify.
Project Management 404 L4 Social Media & Digital Marketing NVQDigitangle
The document provides an overview of key concepts in project management including setting clear goals, managing resources, roles and responsibilities, communication, risk management, and tools. It discusses benefits of project management such as increased efficiency and flexibility. SMART goals and common project management tools like Gantt charts and software are also covered. The document aims to educate on best practices for effective project delivery.
Social media for fashion stylists @Digitangle Digitangle
* Simple but powerful strategies and tactics
* How to increase your following and fan base
* How to leverage free tools that will help build your reputation and business into a successful and profitable place.
* Why Pinterest is such a powerful promotional tool for personal stylists, shoppers and image consultants and how to use it to turn heads and create business
* How to get Twitter-tastic and facebook fabulous - increasing your visibility and attracting new potential clients faster and cheaper than any print advertising ever can
* Why you should be hanging out on Google + and what you should be doing once you're there
* How competitors and related businesses can help you.
* How to create images using free tools that people want to share, that promote your brand & expertise
By Susanna KellyHancock and Katrina Gallagher
@The_ISAN
http://www.susannakelly.com
@Digitangle
http://www.digitangle.co.uk
Principles of Website Design - Customer Experience and Usability IDMDigitangle
Part of the IDM Professional Diploma in Digital Marketing from The Institute of Direct and Digital Marketing: The IDM
Delivered by Katrina gallagher of Digitangle.co.uk March 2014.
Brighton SEO September 2013 - Technical Internet Marketing - Katrina Gallaghe...Digitangle
Tech holes in your reporting, social media, Pay per Click & SEO.
A quick blast of technical bits that you might be missing across your Internet Marketing - e.g. settings in Analytics beyond the basics, structured data, Opengraph & PPC.
The document is a presentation on search engine optimization (SEO) delivered by Katrina Gallagher of The Online Marketing People. The presentation covers SEO fundamentals like on-site and off-site optimization, keyword research, link building, and using Google Analytics to measure traffic and refine the SEO strategy. It also outlines the agenda, including introductions, an SEO overview, and a practical section on keywords, links, and creating a 6-month SEO plan. The presentation aims to educate listeners on SEO best practices and how to use data to continuously improve search engine visibility and website traffic.
SEO and PPC discusses the differences between search engine optimization (SEO) and pay-per-click (PPC) advertising. SEO involves ongoing tasks like optimizing content, links, and technical elements to improve organic search results, while PPC allows targeting keywords but requires paying for each click. The document provides overviews of the SEO and PPC processes.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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17. ● What will success look like to you?
● What tasks do you need to complete?
● Who are your existing clients & team
members?
● What skills do you need?
● How much time do you have?
● When & How will you communicate?
What do you want to achieve?
32. Meetings
How do you ensure meetings are efficient?
● Agenda.
● Time limit.
● Meeting minutes.
● Actions with the ‘what’, ‘who’ & ‘when’.
● Follow up.
33. How do you manage yours?
● Dear all, please do this… will fail. Be
specific - who, what and when.
● Always reply with feedback or estimated
completion date.
● Always get in touch if things change and
you won’t make it.
● Clear out your inbox (get to inbox zero) so
you don’t lose things in the mess.
Email
46. Actions
● List your objectives (what will success look like)
● Set up a project using Trello
● Install Boomerang for Gmail
● Use Boomerang to remind you or others
● Set up canned responses or email templates
● Track your time with Rescuetime
● Build on a tiny, easy daily habit
● Create a system that works for you!