際際滷shows by User: patscherer / http://www.slideshare.net/images/logo.gif 際際滷shows by User: patscherer / Sun, 08 Mar 2015 16:17:22 GMT 際際滷Share feed for 際際滷shows by User: patscherer The Chameleon Product Management Model /slideshow/chameleon-pm-model/45582182 chameleonpmmodel-150308161722-conversion-gate01
Product Management roles have continuously evolved since P&Gs 1931 introduction of the brand man. PM models which focus on strategy, planning and brand management are incomplete in todays dynamic world of Agile, Lean, digital presence, growth-hacking and crowdsourcing. Pat Scherer introduces an alternative model that she has employed with Executives and Product teams to Visualize whole product requirements, lifecycles and organizational roles Assess skills and skill gaps Align priorities between leadership and teams]]>
Product Management roles have continuously evolved since P&Gs 1931 introduction of the brand man. PM models which focus on strategy, planning and brand management are incomplete in todays dynamic world of Agile, Lean, digital presence, growth-hacking and crowdsourcing. Pat Scherer introduces an alternative model that she has employed with Executives and Product teams to Visualize whole product requirements, lifecycles and organizational roles Assess skills and skill gaps Align priorities between leadership and teams]]> Sun, 08 Mar 2015 16:17:22 GMT /slideshow/chameleon-pm-model/45582182 patscherer@slideshare.net(patscherer) The Chameleon Product Management Model patscherer Product Management roles have continuously evolved since P&Gs 1931 introduction of the brand man. PM models which focus on strategy, planning and brand management are incomplete in todays dynamic world of Agile, Lean, digital presence, growth-hacking and crowdsourcing. Pat Scherer introduces an alternative model that she has employed with Executives and Product teams to Visualize whole product requirements, lifecycles and organizational roles Assess skills and skill gaps Align priorities between leadership and teams <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/chameleonpmmodel-150308161722-conversion-gate01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Product Management roles have continuously evolved since P&amp;Gs 1931 introduction of the brand man. PM models which focus on strategy, planning and brand management are incomplete in todays dynamic world of Agile, Lean, digital presence, growth-hacking and crowdsourcing. Pat Scherer introduces an alternative model that she has employed with Executives and Product teams to Visualize whole product requirements, lifecycles and organizational roles Assess skills and skill gaps Align priorities between leadership and teams
The Chameleon Product Management Model from Pat Scherer
]]> 1426 4 https://cdn.slidesharecdn.com/ss_thumbnails/chameleonpmmodel-150308161722-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Executive Communications /slideshow/exec-communications/44321024 76goupuhspm1of76cjvt-signature-ca7d767b3ba68bad8c2ea48cacfb6d9f0cc2e0dc0ed1e642456c52c879c33d44-poli-150205133024-conversion-gate01
Many leaders believe that once a directive is given, the job of communicating to the organization is complete. When the results do not match what was anticipated, a natural response is to add more specificity to the directive and tighten controls. Unfortunately, this response is often counterproductive slowing down and underutilizing the intelligence of teams while simultaneously creating the conditions for poor Executive decision-making and burn-out. The problem intensifies as organizations become larger and more dynamic. Luckily, there is a solution to this dilemma through practices honed by military organizations. This presentation outlines the steps for achieving alignment and what should go into an effective strategic directive. The highly recommended source for this material is Stephen Bungays The Art of Action: How Leaders Close the Gap Between Plans, Actions and Results.]]>
Many leaders believe that once a directive is given, the job of communicating to the organization is complete. When the results do not match what was anticipated, a natural response is to add more specificity to the directive and tighten controls. Unfortunately, this response is often counterproductive slowing down and underutilizing the intelligence of teams while simultaneously creating the conditions for poor Executive decision-making and burn-out. The problem intensifies as organizations become larger and more dynamic. Luckily, there is a solution to this dilemma through practices honed by military organizations. This presentation outlines the steps for achieving alignment and what should go into an effective strategic directive. The highly recommended source for this material is Stephen Bungays The Art of Action: How Leaders Close the Gap Between Plans, Actions and Results.]]> Thu, 05 Feb 2015 13:30:24 GMT /slideshow/exec-communications/44321024 patscherer@slideshare.net(patscherer) Executive Communications patscherer Many leaders believe that once a directive is given, the job of communicating to the organization is complete. When the results do not match what was anticipated, a natural response is to add more specificity to the directive and tighten controls. Unfortunately, this response is often counterproductive slowing down and underutilizing the intelligence of teams while simultaneously creating the conditions for poor Executive decision-making and burn-out. The problem intensifies as organizations become larger and more dynamic. Luckily, there is a solution to this dilemma through practices honed by military organizations. This presentation outlines the steps for achieving alignment and what should go into an effective strategic directive. The highly recommended source for this material is Stephen Bungays The Art of Action: How Leaders Close the Gap Between Plans, Actions and Results. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/76goupuhspm1of76cjvt-signature-ca7d767b3ba68bad8c2ea48cacfb6d9f0cc2e0dc0ed1e642456c52c879c33d44-poli-150205133024-conversion-gate01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Many leaders believe that once a directive is given, the job of communicating to the organization is complete. When the results do not match what was anticipated, a natural response is to add more specificity to the directive and tighten controls. Unfortunately, this response is often counterproductive slowing down and underutilizing the intelligence of teams while simultaneously creating the conditions for poor Executive decision-making and burn-out. The problem intensifies as organizations become larger and more dynamic. Luckily, there is a solution to this dilemma through practices honed by military organizations. This presentation outlines the steps for achieving alignment and what should go into an effective strategic directive. The highly recommended source for this material is Stephen Bungays The Art of Action: How Leaders Close the Gap Between Plans, Actions and Results.
Executive Communications from Pat Scherer
]]> 665 2 https://cdn.slidesharecdn.com/ss_thumbnails/76goupuhspm1of76cjvt-signature-ca7d767b3ba68bad8c2ea48cacfb6d9f0cc2e0dc0ed1e642456c52c879c33d44-poli-150205133024-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Agile Requirements Stories and Backlogs /slideshow/agile-rqmtsstoriesbacklog2014/36808893 agilerqmtsstoriesbacklog2014-140709163615-phpapp02
Introductory session on Agile Requirements, Stories and Backlogs presented for Agile University 2014]]>
Introductory session on Agile Requirements, Stories and Backlogs presented for Agile University 2014]]> Wed, 09 Jul 2014 16:36:15 GMT /slideshow/agile-rqmtsstoriesbacklog2014/36808893 patscherer@slideshare.net(patscherer) Agile Requirements Stories and Backlogs patscherer Introductory session on Agile Requirements, Stories and Backlogs presented for Agile University 2014 <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/agilerqmtsstoriesbacklog2014-140709163615-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Introductory session on Agile Requirements, Stories and Backlogs presented for Agile University 2014
Agile Requirements Stories and Backlogs from Pat Scherer
]]> 2003 7 https://cdn.slidesharecdn.com/ss_thumbnails/agilerqmtsstoriesbacklog2014-140709163615-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 The ideal product manager /slideshow/the-ideal-product-manager/27869610 theidealproductmanager-131103191722-phpapp02
A gallery of cloud tags created by uploading Product Management job descriptions into Wordle.]]>
A gallery of cloud tags created by uploading Product Management job descriptions into Wordle.]]> Sun, 03 Nov 2013 19:17:21 GMT /slideshow/the-ideal-product-manager/27869610 patscherer@slideshare.net(patscherer) The ideal product manager patscherer A gallery of cloud tags created by uploading Product Management job descriptions into Wordle. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/theidealproductmanager-131103191722-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> A gallery of cloud tags created by uploading Product Management job descriptions into Wordle.
The ideal product manager from Pat Scherer
]]> 381 2 https://cdn.slidesharecdn.com/ss_thumbnails/theidealproductmanager-131103191722-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Product Leadership - Sourcing and Vetting Requirements (PCA10) /slideshow/product-leadership-sourcing-and-vetting-requirements/16591467 srcvetrqmts-130217203055-phpapp02
Why do products fail? What Executives and Product Managers need to know to improve their odds for product success. ]]>
Why do products fail? What Executives and Product Managers need to know to improve their odds for product success. ]]> Sun, 17 Feb 2013 20:30:55 GMT /slideshow/product-leadership-sourcing-and-vetting-requirements/16591467 patscherer@slideshare.net(patscherer) Product Leadership - Sourcing and Vetting Requirements (PCA10) patscherer Why do products fail? What Executives and Product Managers need to know to improve their odds for product success. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/srcvetrqmts-130217203055-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Why do products fail? What Executives and Product Managers need to know to improve their odds for product success.
Product Leadership - Sourcing and Vetting Requirements (PCA10) from Pat Scherer
]]> 535 3 https://cdn.slidesharecdn.com/ss_thumbnails/srcvetrqmts-130217203055-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation White http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Case Study: Gap Analysis and Strategic Roadmaps /slideshow/case-study-gap-analysis-and-strategic-roadmaps/15254585 casestudypm2-121119171437-phpapp02
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]]> Mon, 19 Nov 2012 17:14:35 GMT /slideshow/case-study-gap-analysis-and-strategic-roadmaps/15254585 patscherer@slideshare.net(patscherer) Case Study: Gap Analysis and Strategic Roadmaps patscherer <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/casestudypm2-121119171437-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br>
Case Study: Gap Analysis and Strategic Roadmaps from Pat Scherer
]]> 763 4 https://cdn.slidesharecdn.com/ss_thumbnails/casestudypm2-121119171437-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Priorities and roadmaps product camp /patscherer/priorities-and-roadmaps-product-camp prioritiesandroadmaps-productcamp-120219190822-phpapp01
Product Management 101: managing requirements, priorities and roadmaps...Austin ProductCamp June 2008. ]]>
Product Management 101: managing requirements, priorities and roadmaps...Austin ProductCamp June 2008. ]]> Sun, 19 Feb 2012 19:08:18 GMT /patscherer/priorities-and-roadmaps-product-camp patscherer@slideshare.net(patscherer) Priorities and roadmaps product camp patscherer Product Management 101: managing requirements, priorities and roadmaps...Austin ProductCamp June 2008. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/prioritiesandroadmaps-productcamp-120219190822-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Product Management 101: managing requirements, priorities and roadmaps...Austin ProductCamp June 2008.
Priorities and roadmaps product camp from Pat Scherer
]]> 310 4 https://cdn.slidesharecdn.com/ss_thumbnails/prioritiesandroadmaps-productcamp-120219190822-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Mobile Engagement Strategies in 2012 (PCA8) /slideshow/mobile-strategies2012-11667123/11667123 mobile-strategies-2012-120219182253-phpapp02
The optimal mobile engagement strategy for your organization is the intersection of your unique answers to 3 questions. Also covered: new trends, best practices and emerging opportunities for mobile products and services in 2012.]]>
The optimal mobile engagement strategy for your organization is the intersection of your unique answers to 3 questions. Also covered: new trends, best practices and emerging opportunities for mobile products and services in 2012.]]> Sun, 19 Feb 2012 18:22:50 GMT /slideshow/mobile-strategies2012-11667123/11667123 patscherer@slideshare.net(patscherer) Mobile Engagement Strategies in 2012 (PCA8) patscherer The optimal mobile engagement strategy for your organization is the intersection of your unique answers to 3 questions. Also covered: new trends, best practices and emerging opportunities for mobile products and services in 2012. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/mobile-strategies-2012-120219182253-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> The optimal mobile engagement strategy for your organization is the intersection of your unique answers to 3 questions. Also covered: new trends, best practices and emerging opportunities for mobile products and services in 2012.
Mobile Engagement Strategies in 2012 (PCA8) from Pat Scherer
]]> 440 3 https://cdn.slidesharecdn.com/ss_thumbnails/mobile-strategies-2012-120219182253-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation White http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Going mobile /slideshow/going-mobile-8837415/8837415 going-mobile-110812101009-phpapp02
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]]> Fri, 12 Aug 2011 10:10:04 GMT /slideshow/going-mobile-8837415/8837415 patscherer@slideshare.net(patscherer) Going mobile patscherer <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/going-mobile-110812101009-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br>
Going mobile from Pat Scherer
]]> 484 2 https://cdn.slidesharecdn.com/ss_thumbnails/going-mobile-110812101009-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Lean & Meaningful Workflow Redesign /slideshow/lean-meanworkflow-patscherer/5069044 leanmeanworkflowpatscherer-100827111102-phpapp01
An introduction to Toyota Lean concepts and tools applied to process improvement. Examples step the audience through a workflow redesign of a medical practice. Covered topics include the 7 wastes, workflow diagrams, 5 whys and A3 problem solving. ]]>
An introduction to Toyota Lean concepts and tools applied to process improvement. Examples step the audience through a workflow redesign of a medical practice. Covered topics include the 7 wastes, workflow diagrams, 5 whys and A3 problem solving. ]]> Fri, 27 Aug 2010 11:10:45 GMT /slideshow/lean-meanworkflow-patscherer/5069044 patscherer@slideshare.net(patscherer) Lean & Meaningful Workflow Redesign patscherer An introduction to Toyota Lean concepts and tools applied to process improvement. Examples step the audience through a workflow redesign of a medical practice. Covered topics include the 7 wastes, workflow diagrams, 5 whys and A3 problem solving. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/leanmeanworkflowpatscherer-100827111102-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> An introduction to Toyota Lean concepts and tools applied to process improvement. Examples step the audience through a workflow redesign of a medical practice. Covered topics include the 7 wastes, workflow diagrams, 5 whys and A3 problem solving.
Lean & Meaningful Workflow Redesign from Pat Scherer
]]> 3482 6 https://cdn.slidesharecdn.com/ss_thumbnails/leanmeanworkflowpatscherer-100827111102-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 https://cdn.slidesharecdn.com/profile-photo-patscherer-48x48.jpg?cb=1600445459 Recent accomplishments include: - Developing a new model ("Chameleon") for Product Management prioritization and skills development for Product Professionals seeking to improve communications and alignment across their organizations. Presented at Agile Austin and Austin ProductCamp. - Advising three SaaS startups seeking funding; assisting with business plans, pitch decks and financial projections. . - Helping 9WSearch employ the IBM Watson's cognitive computing platform for unstructured business and financial queries - Developing and facilitating new training for Agile Austin's AgileU and Leadership SIGs patscherer2.blogspot.com https://cdn.slidesharecdn.com/ss_thumbnails/chameleonpmmodel-150308161722-conversion-gate01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/chameleon-pm-model/45582182 The Chameleon Product ... https://cdn.slidesharecdn.com/ss_thumbnails/76goupuhspm1of76cjvt-signature-ca7d767b3ba68bad8c2ea48cacfb6d9f0cc2e0dc0ed1e642456c52c879c33d44-poli-150205133024-conversion-gate01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/exec-communications/44321024 Executive Communications https://cdn.slidesharecdn.com/ss_thumbnails/agilerqmtsstoriesbacklog2014-140709163615-phpapp02-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/agile-rqmtsstoriesbacklog2014/36808893 Agile Requirements Sto...