“Semper Gumby” is the unofficial motto of the Marines. It is a play on the phrase “Semper Fi”, which means always faithful. Semper Gumby is a reminder to embrace change and to embrace the best (and sometimes hardest) parts of the agile product management methodology.
This presentation will tell you all there is to know about human user stories:
- Tools you will need – customer feedback, customer interviews, personas.
- Grouping customers into segments
- What humans care about – performance, usability, and accessibility.
- How to write user stories for virtual reality, augmented reality, and machine learning.
I would be excited to give part or all of this presentation to your team or organization. Check out the PowerPoint Presentation and feel free to send any questions or requests to email@example.com
I was fortunate to get to present at the Project Management Institute (PMI) South Dakota’s 2017 Professional Development symposium in the Leadership Track. I got to talk about my favorite topic – how to understand customers.
Topic: How to Write Human User Stories
Jay Fisher, PMP is a Product Manager at MetaBank focused on creating software that builds relationships with cardholders. Jay believes that the key to a successful project is creating user stories that connect the team to the customer. After spending almost a decade working on new product development projects, Jay knows that building the heart connection requires focus and an agile responsiveness to surprises. Jay has launched cardholder websites, mobile apps, and enterprise software in the consumer products and financial services industries. He is a certified Project Management, New Product Development, and Pragmatic Marketing Professional. Jay holds a BS in Mathematics and Economics from the University of North Dakota.
“How to Write Human User Stories” is a practical conversation on how to connect teams to the needs of the end user. We will discuss using customer visits and personas to discover user problems and to make user stories more relatable.
Understanding user’s expertise level and usage frequency vs the types of complaining customers to show how to target user stories for maximum impact. We will show how focusing on a well-defined customer can increase team effectiveness and bring novel solutions to light.
“At some point you will have to decide if you want to be somebody or do something, because you can’t have both.”
“If your boss asks for your loyalty, give them integrity. If your boss asks for your integrity, give them loyalty”
-John Boyd, military strategist
His biography on Amazon
Good strategy is not just “what” you are trying to do. It is also “why” and “how” you are doing it. … Good strategy requires leaders who are willing and able to say no to a wide variety of actions and interests. Strategy is at least as much about what an organization does not do as it is about what it does.
From Farnam Street.
Middle managers, especially, can get in on the act. Those with white-collar jobs should pontificate, flip-flop, and take every decision into committee, says a section on ‘General Interference with Organizations and Production.’ “Bring up irrelevant issues as frequently as possible,” the OSS advises. Promote bad workers and complain about good ones. “Haggle over precise wordings… Hold conferences when there is more critical work to be done.”
-CIA Sabotage Field Manual
From Atlas Obscura.
Only when the tide goes out do you discover who’s been swimming naked.
From Farnam Street.