Member since 3 years
• Passionate about building great products, working with happy teams to deliver more value to the business, and building great relationship with our customers.
• Presently working as an Engagement Manager & a Product Consultant with Equal Experts
• I have been leading product development teams in domains such as eCommerce, CRM, Advertising & Media, Print & Digital Publishing, Online Search Applications
Advertising and Media, eCommerce, Education, Digital Content Delivery, Local Small Medium Business Marketing Solutions, CRM Solutions, Print and Digital Publishing, Yellow Pages, SalesForce solutions, Computer Software.
Choosing SimpleMunish MalikProduct ConsultantEqual Experts
schedule 7 months agoSold Out!
We talk about a journey of a product where as a team we made a conscious decision to incessantly strive to keep things simple and lean (by default).
I will share examples of companies like Muji, Braun, Bose, Leica, Apple, Google - that are trying hard to keep their product and UX designs simple. Getting inspired, we chose to use the philosophy of “Keeping it Simple” in building our teams, adopting Agile methodologies, choosing the right set of ceremonies, technical practices, UX design etc. In addition, having the voice of our target users in the development process, helped us build the right MVP and eventually churn out the product that delighted the business and users.
We kept asking the question “how can we make this simpler?” Answering this was important, for each aspect of the website design or the code being written for it. There were times when we wanted to pull our hair out, but hey, who said unbundling the complexities is simple. But then again, simple is harder than complex.
Try to get your head around the above paradox :).
Measure What MattersMunish MalikProduct ConsultantEqual Experts
schedule 3 years agoSold Out!
While working with Agile projects, tracking and showcasing the progress of the project is an integral component that is of special interest to the account managers, product/ project managers, product owners and business stakeholders. A typical Agile project would be working with estimates, story points, velocities, burn-up or burn-down charts.
I have witnessed numerous sprint reviews and showcases where the business is only waiting to see those few slides of the presentation where there is the "actual" red worm, running against the "planned" green worm, trying to catch-up. If the red worm is ahead, I have seen a smile on the faces of the stakeholders. If it matches the green one, there is a sigh of relief. And as a development team you should just pray that the poor red guy is not falling behind the green one, lest it might lead to a lot of questions starting with why, how, what etc.
There have also been times where there have been some unfortunate heated discussions that last forever on why did the team end up not claiming a few points that they had committed. What gets lost is what the team accomplished in the sprint that adds good value to the product. There have also been times where the estimates are being questioned by the product owner or account managers. If you are working in a distributed setup where the product owner is working out of a different country, the problem is even bigger.
Let us think about a scenario where the project gets completed on time, budget and scope. Majority (or all) of estimates were correct. However, when the product went live to the market it failed big time. What is the use of building such a product?
Are we focusing too much on numbers and points and overlooking the other important aspects of Agile software development such as producing software that delights the customers and looking for ways on how we can measure that? Are we measuring if we are creating a solid, robust and a scalable platform that is ready for future developments and enhancements? Are we measuring the outcomes of the time we are spending in the shoes of the people who will actually use the software?
The objective of this session is to promote the thinking of measuring what matters for your project. To measure the goals that your software development wants to achieve. I don't plan to showcase an exhaustive list of measurements that can solve all your problems, however, I instead want to highlight some samples that I have used in my projects with the help of my team, that helped us to measure things that add value to the business and development v/S simply creating burn down charts.
Majorly, I want to encourage the audience of this session think out of the box to identify what measurements will really matter for your projects. Perhaps from the eyes of the users and business and see what things if measured will add a lot more value than simply estimates, and will help in creating a valuable product that will truly delight the business and the users of the product.
Project Manager from HellMunish MalikProduct ConsultantEqual Experts
schedule 3 years agoSold Out!
A Project Manager plays multiple roles in the organization. He or she has a role towards the team, towards the project, towards the business stakeholders and towards the organization itself.
The days of traditional project management evangelizing the concepts of "Command & Control" are long gone. Especially with Agile software development, the focus is more and more on building self managed teams.
It is said that it is easy for a project manager to lose his or her mind :D. Especially if you are under constant pressures of reporting project financials, status reporting, managing your project staffing & recruitment, stakeholder management, distributed teams, risk management, project planning, inceptions, lift-offs, project governance and to top it all, leading a group of different psychological beings who may be responding differently in different situations. There is no one size fits all when it comes to working with human beings, and you have the onus to build a self managed team. Hence, probably it is more apt to call our breed as project leaders than managers, but let us leave that discussion to a different day.
So if you are a project manager and getting stressed due the above mentioned pressures, or if you are clinging to the past styles of project management or you like being "old school", you may not realize but you might have turned into a devil.
How to be sure? Well... this session will offer you a checklist to confirm how close you are to being a devil or already have become one.
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