Doing analyses on CRM data is a skill that most technology companies (and any self-respecting growth strategist sleuth) should master.
In our work with OpenView’s more than 20 expansion-stage technology companies, we often find ourselves diving into a company’s CRM databases to conduct extensive data analyses, either as part of a stand-alone, in-depth review of the company’s customer characteristics, or as part of a larger study commissioned on customers acquisition productivity or sales process optimization.
It was impossibly bright and clear. The kind of day that — because it comes after a long, rainy week, and because it provides such a contrast to those previous gloomy days — seems to have an extra glisten in the air, an added sparkle in the leaves and in everyone’s eyes.
Four ways to help make your Scrum Meetings more effective (and, yes, more fun).
To many who are new to Scrum, the strangely named and the rigidly enforced “rituals” such as daily standups, sprint planning, and retrospectives can be perplexing at best and a distraction at worst. The short daily stand-ups aside, the longer meetings such as the sprint planning and retrospective meetings can turn into mentally and physically exhausting “free for all” debates without expert moderation and coaching of a seasoned and inspired Scrum Master.
Is the spirit of Scrum alive and well in your team, or are you simply going through the motions?
Agile methodologies have become widely adopted in the tech industry for many years now. And in recent years, agile practices have even grown strongly beyond the confines of software engineering teams — just try a quick search for “agile marketing,” “agile sales,” etc. and see how much comes up. But talking the agile talk and walking the walk are two very different things, and many teams casually adopting agile processes may not be seeing the impact they want.
Find out why business impact is the only way to prioritize your product backlog.
In my last two posts, I dove into two very common challenges for Scrum teams:
Today, I’d like to continue by addressing the next challenge I see on the road to effective Scrum adoption: getting the product backlog items prioritized by the impact each item has on the business/product line.
If your software company has — like many of its peers — shifted to agile development practices, it likely means you’ve adopted (or are thinking about adopting) Scrum. And if that’s the case, your business needs a Scrum Master to ensure that everyone stays focused, on task, and unimpeded.
The term “Scrum Master” may bring to mind different images for different people (for some, maybe it’s a beefy guy with a Dutch-accent, taped knuckles, a serious case of cauliflower ear). The truth, of course, is that the unifying characteristics of great Scrum Masters are internal rather than external, and the four must-have qualities listed below could actually be solid prerequisites for any lead project management role.