Creating Business Relevance With Lean and Agile Practices

Businesses are still struggling today to align their IT goals with their business ones. More often than not, IT projects are so focussed on budgets and timelines that they often miss the whole value proposition of the undertaking. 

It is important therefore that along with keeping an eye on the timeline and cost, IT partners with the business and create a product roadmap which meets the business needs. For this to happen, the backlog needs to be in conotnuous evolution and business stakeholders need to be questioned on their prioirties and often rigid requirements sets.

This is where agile and lean practices help: in getting working prototypes / products out at the earliest and failing fast if at they have to. 

The talk will seek to walk through some real life examples from self experience, of how some IT projects failed succeeded by keeping business relevance at the forefront of their priorities, the practices these projects followed and the kind of client / business enagegment they demanded and obtained.


Outline/Structure of the Talk

  • Presentation with the help of a deck
  • Interspersed with a few leading questions to make the session interactive

Learning Outcome

The key takeaway of this session should be:-

  • the importance of partnering with the business rather than being just an instruction taker
  • how to ensure that the product delivered is the product desired byt he end consumer and enure that client investments are on the right priority
  • how to be consumer centric rather than requirement centric

Target Audience

Business Analysts, Project Managers, IT heads

schedule Submitted 5 years ago

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  • Naresh Jain
    By Naresh Jain  ~  5 years ago
    reply Reply

    Thanks for the proposal. Can you please share you slides?

    • Liked Vineet

      Vineet - Cook your Product better : story map and no estimate is the new recipe

      Product Management
      schedule 5 years ago
      Sold Out!
      45 Mins
      Experience Report

      I'll share my experience on how we shipped products faster using story maps and how team's focus on smaller goals than estimates / numbers / complexities helped us achieve it. 

      The session would give an insight on:

      • Aligning team with product vision 
      • Shiping features fast / faster 
      • Better product backlog management 
      • Delivering without estimation 


      Some of our challenges / questions were:

      • Are we delivering value ? 
      • How do we know we have delivered enough for our customers ? 
      • What is our priority right now ? 
      • Do we have a bigger picture ? 
      • Aligning team with product vision
      • Is tracking numbers the right thing to do ? 
      • How fast should we ship ? What are the related challenges ? 

      We solved these questions / challenges first by using story maps and then removed estimation. Story map gave a clearer picture of what's planned and what's in the next customer release. Other ideas helped us easily identify when to ship and what to ship (I'll discuss more about these in the session). 

      Story map is a great way to collaboratively identify the features, prioritize them and create milestones. We used story maps as our card wall also. It was an interesting experience :) 

      No estimate helps the team focus more on goals and less on numbers. It helps the team to think more about the customers and how would they use the product and less about velocity, charts and commitment. It changes team's perspective and team starts shipping a usuable product for customers.