Buy Video Global Online PMDay 2021


Hours of content


Conference program:

Global Online PMDay 2021 Autumn

PM Models

09:30–10:00 a.m.


10:00–10:45 a.m.

Fast-paced Change-Threat Or Opportunity?

Sunil Mundra

The Key challenge organisations are facing today is having to deal with the exponential rate of change which is happening in the external environment. The extent and pace of change is so disruptive that no organisation, regardless of age or size can take their competitive advantage or even their survival for granted.

The speaker will highlight the impact of fast paced change, and the implications for organizations. The talk will suggest practical approaches which leaders can adopt to make their organizations ready to embrace change and leverage it for creating competitive advantage.

10:45–11:30 a.m.

From Project Managers to Strategy Implementation Professionals

Antonio Nieto-Rodriguez

In the next five years, the world will see more projects than ever. The reconstruction of the economy, healthcare, social care, and society at large after the devastating global pandemic crisis, will be unprecedented in human history. These are millions of projects, which will need millions of project managers. However, despite this positive outlook, significant trends will put at stake the project management profession that we have learned to know in the past 40 years. We should consider these signals as an urgent call for profound change in our practices and a much needed in our competencies.

11:30–12:15 p.m.

DYME: Evidence-based approaches to finding creativity and innovative solutions to sticky problems

John Dobson

Professor Dobson, will review the futility of current Entrepreneurship Education approaches to actually effectively develop a creative, innovative, and entrepreneurial team. Entrepreneurship is becoming increasingly viewed as a fundamental engine for increasing employment, reducing poverty, and driving economic development. Academic research institutions seek to understand and develop novel methods to effectively develop the next generation of entrepreneurs. However, there is an ever-growing supply of entrepreneurship education (EE) without a corresponding increase in student’s actually starting businesses. There is a growing body of research that identifies that part of the problem resides in the teaching methodologies that are commonly being used as a factor of the ineffectiveness of EE to actually develop entrepreneurs. The problem appears to reside in the use of teaching approaches that rely on theory/process-based approaches that depend on hypothetical business plans, models, and canvases.

Professor Dobson will contrast the fundamental epistemological differences between Management and Entrepreneurship. Identifying a way for businesses to create a creative and innovative team.

12:15–1:00 p.m.

Making it easier for the world to Teach, Learn and Practice project management

Frank Turley

We learn to be better project managers not by attending one short classroom training, but by gradually learning and practicing new skills.

Normal project management courses have their place, but it is even more important to provide practical project management training. Attendees must gain confidence in the following project management techniques:

  • Filling in a Project Description (Project Charter)

  • Facilitating a Project Breakdown (Deliverable map) Extracting Requirements

  • Planning / Scheduling

  • Using an online application

  • Day to day follow up activities

  • Having a minimalist project process to follow

Frank will introduce an open-source project management system and offer the following which are free and sponsored by the EC (European Community)

  • Online project management course (project simulation)

  • Practical Course slides for any trainer to use.

1:00-1:45 p.m.

Infrastructure Projects – What Makes then Different and Difficult?

Dave Davis

Many PMO portfolios are over 30% Infrastructure projects. These PMOs want to use Agile for infrastructure projects and realize the benefits of waste reduction, faster turn-around, and better prioritization. This session involves examining a hospital network upgrade using a KANBAN approach. When done, you will have a new network. You will have created stories, used a product backlog, communicated status, transitioned to operations, delivered benefits, and completed a workshop retrospective.

Learning Objectives:

1) Explore several Agile tools, protocols, and principles and their compatibility with Infrastructure projects.

2) Prepare radiators and other status reporting tools to communicate the plan, the iterations, and the progress/status of the project.

3) Use a hybrid approach to upgrade a network infrastructure in a hospital including new network switches, upgrade to Medical Grade Wireless, Firewall installation, VPN access, and video clinical care service.

1:45-2:30 p.m.

Agile Enterprises are Hybrids, Is Your PMO Ready?

Scott Amber

Truly agile organizations are hybrid in nature because they enable the teams within them to follow their own fit-for-purpose way of working (WoW). Some team WoWs will be more agile in nature, some more lean in nature, and some more serial in nature. Each team’s WoW reflects the context faced by that team and evolves over time as the team learns and their situation changes. In practice these teams typically have hybrid WoWs, comprised of agile, lean, and even serial techniques – even an “agile WoW” will have some lean aspects and some traditional aspects and that’s ok, your goal is to be effective not to be agile.

This talk explores this concept and how PMOs must evolve to operate successfully in this sort of environment.

2:30-3:15 p.m.

Strategic Thinking: A Rare and Valuable Competency

Greg Githens

The core message: Strategic thinking is an individual competency. Project professionals who understand and can demonstrate the ability to think strategically are more valuable to their organizations, make more impact, and are more promotable.

Short abstract: Research shows that the next generation of project leaders must be able to demonstrate their ability to think strategically.

This engaging presentation will help the audience recognize and describe the four pillars that define strategic thinking, how strategic thinking is different from strategic planning, the four DICE X-factors of strategic thinking, the Ben Franklin technique for applying the microskills of strategic thinking, and why “competent strategic thinker” ought to be part of your personal brand.

This presentation will also include how strategic thinking reinforces personal and organizational resilience. In the “great reset” of post-pandemic recovery advantage will accrue to those individuals who can bounce forward (rather than bounce back).

3:15-4:00 p.m.

What Project Professionals Should Know About Strategic Development

Jason Orloske

"How do you knuckleheads come up with strategy, anyway?"

This was a question asked by one of our project managers when I was an executive talking about a new project they were to lead. We are often assigned to lead projects with little context as to why it's important. When asked, a typical answer is "Because it aligns with strategy!" But what does that really mean?

In this session, we'll talk about what strategy is, how leadership "knuckleheads" develop organizational strategy, how it should be communicated, and how you as a project professional fit in!

4:00-4:15 p.m.

Conference Closing


09:30–10:00 a.m.


10:00–10:45 a.m.

Leading self-managed teams

Angel Diaz-Maroto

10:45–11:30 a.m.

A case study of an Agile Transformation - in a FINTECH firm

James Hannon

1) setting the context of the company;

2) a 10-step transformation approach;

3) toolkit that the audience can use.

11:30–12:15 p.m.

Agile and agility in context: a complexity perspective

Dave Snowden

12:15–1:00 p.m.

Building Relationships for Healthy Conflict

Sam Falco

1:00-1:45 p.m.

Agilizing Predictively Planned and Delivered Projects: Evolving Your Project Management Mindset

Eric "Doc" Wright

Very few buzzwords in recent memory have captured the hearts, minds, and conversations across corporate America’s project, product, and general managers like the buzzword ‘agile’. But what is agile? Is it a “lightweight framework” for managing projects, and if so, which types of projects? Is it an adjective? Oh, or maybe it’s a project management methodology? Or is it a process or system? And if this all of this confusion isn’t enough, why in the world are there over three dozen flavors of it and counting! In one seasoned project manager’s mind, based on decades of experience planning and delivering projects of all sizes, in every sector of our economy, in each of the three primary project planning and delivery archetypes of predictive, agile, and hybrid: it’s really, a mindset. One that focuses on planning and delivering value in the form of the project’s product and its benefits to the project’s customers. In this highly entertaining, highly educational session, attendees of all types of project and product management experience backgrounds will discover the key words, concepts, and tenets that they can use to develop or extend their own agile mindset, which in turn increases their personal value and professional capability to their employing organization and its customers, which increases their professional stock price within their organizations.

Attendees will be able to:

1. Identify agile project management’s four values and twelve principles and how they can apply to any project.

2. Discuss the project management profession’s evolution from historical hiring and promotion conversation to today’s emerging hiring and promotion conversation.

3. Identify the six tenets necessary for today’s project or product managers to develop an agile project management mindset: 1. Include customers (agile term) and stakeholders (predictive term) in the process which is embracing change; 2. Practice Continuous Process Improvement (“CPI”) using lessons learned in a disciplined-yet-organic manner;

3. Create empowered High Performing Teams (“HPTs”) through Servant Leadership;

4. Fail fast to know what you know!;

5. Demonstrate value often; and

6. ABC, Always Be Courageous using courageous candor and saying “no” in your conversations.

1:45-2:30 p.m.

Developing Agile Leadership - Daily Practices for Becoming a More Effective Agile Champion

Jesse Fewell

What do we say when the boss asks "This agile thing is interesting. How can I help?" What concrete steps and practices can we offer them beyond "Be a servant leader?" and what does that even mean? Even more worrying, do WE actually exhibit the very behaviors we demand of our leaders? And how do I develop those behaviors?

In this high energy session, you will learn research-based frameworks for describing agile leadership. Then, you will get "hands-on" practicing concrete tips, hacks, and routines that will improve effectiveness for you and your boss, whether you are a project manager, supervisor, departmental head, or executive.

2:30-3:15 p.m.

7 Agile and DevOps Insights I Wish I Knew Earlier

Hans Eckman

In user surveys by VersionOne each year, over 80% of respondents claim faster delivery, better teamwork, and closer stakeholder alignment. However in quantitative studies, Agile is no better than other delivery methodologies. Wait, WHAT?!!! Why is that?

Companies are moving to DevOps, BusDevOps, DevSecOps, SalesBusDevSupportSecRinseRepeatOps (and the list goes on), but few teams can agree what that means or how to do it. What are we missing?

In this session, we’ll look at seven patterns and insights that will help you understand why these programs aren’t achieving their full value and what needs to change to fully succeed.

  • Understand the primary reasons why Agile and DevOps teams are struggling

  • Learn the most important key to successful team delivery (Hint: It’s not methodology.)

  • Discover ways to help influence and transform your teams into highly productive ones.

3:15-4:00 p.m.

Agile Leader is coming to the pub Team, what to start from?

Artem Bykovets

It happens that the Leader comes to the existing team and with good intentions begins to build relationships with people around but do it not in the best way. We will discuss a few examples, and Artem will share ideas and some tools of change leader (Scrum Master / Agile Coach / Consultant) aimed at not harming and to build a good relationship and trust, which will be the foundation for further change in processes and results.

4:00-4:45 p.m.

The flexibility of Agility

Stella Ihenacho

In this talk we will cover:

  • The reality of agility in teams when the expectations are not the same as reality.

  • How to champion an agile mindset within teams and have a whole team approach when decisions have to be made.

  • What scrum masters and the team can do to avoid conflict and friction between what is expected and what is evident.

4:45-5:00 p.m.

Conference Closing


09:30–10:00 a.m.


10:00–10:45 a.m.

Platform product management/technical product management

Sanchit Juneja

How tech and platform PM impact business.

10:45–11:30 a.m.

How to innovate by an ex-founding PM an ByteDance/TikTok

Andrew Oh

Learn the process to achieving product market fit and what to do once you reach it.

11:30–12:15 p.m.

Managing User Churn as a Product Manager

Shiva Arunachalam

12:15–1:00 p.m.

Understanding and Curating Data in PM

Justin Malloy

Why is data important in product and project managers, how to use historical data to dictate future success, and how to curate the data story and present relevant information.

1:00-1:45 p.m.

How do we collaborate inclusively?

Marc Abraham

This talk will cover the nature and benefits of a cognitive diverse team, and the impact on the products they create. Having a diverse team is a great first step, but how can people in the team collaborate effectively and inclusively. We will look into creating an environment that brings the best out of people and feels psychologically safe.

1:45-2:30 p.m.

How to differentiate yourself as a generalist PM

James Dillard

2:30-3:15 p.m.

Building with ML – How to develop products that learn

Alex Muller

Building software that is designed to learn requires a significant mind shift. In this session, Alex goes through the evolution from Agile software process (now 20 years old) that nearly all software development currently uses, to a new AI centric software development process. As the current Founder of SAVVI AI and the former Chief Product Officer, for Synchrony Financials AI enabled Products, much of Alex time was spent managing large and talented teams to implement products that learn. Those products learned to improve personalization, enhance credit decisioning, grow profitability and reduce customer complaints. Alex walks through specific case studies and examples of how to plan for AL/ML in your software, via adding “Learning Stories” into your software process. In this session he will also explain some of the pitfalls and how to overcome them, especially around getting colleagues comfortable that software that learns can be very safe and extremely effective.

3:15-3:30 p.m.

Conference Closing

Conference program:

Global Online PMDay 2021 Summer

PM Models

09:30–10:00 a.m.


10:00–10:45 a.m.

Accelerating Value Delivery with Value Stream Management

Richard Knaster

In today's fast-paced digital economy, Agile and DevOps are not enough to get the full benefits from a digital transformation. Enterprises must adopt value stream management (VSM) to deliver innovation better and faster than their competitors.

According to Gartner, by 2023, 70% of organizations will use value stream management to improve delivery flow. In this talk, Richard Knaster, Chief Scientist will explain core VSM concepts and how they can accelerate value delivery. Learning objectives include:

  • How to define value and what is a value stream

  • The difference between value stream mapping and management

  • How to organize teams to deliver value faster

  • Key metrics for measuring progress

  • How to get started with value stream management

10:45–11:30 a.m.

Up and down the Deliberately Adaptive Organisation – business agility at every scale

Mike Burrows

A modern take on a 70's classic, we take some of the tools of modern product and organisation development and plug them into Stafford Beer's Viable System Model, a model that (still) describes organisations of all sizes that have the drive to survive in a changing environment. The result of this exercise will feel remarkably familiar to Lean-Agile eyes, and yet it helps to reveal some of the serious dysfunctions too often experienced with current frameworks, both team-level and larger.

11:30–12:15 p.m. Minimalism in Project Management

Nader K. Rad

We keep making our project management systems so complicated that they are not usable anymore. Then, we can't use those structured approaches for managing our projects and instead do it intuitively, which is difficult, expensive, and risky.

There's a solution: We need to have a simple, straightforward project management system. It doesn't have to be perfect, and it doesn't have to provide all the possible benefits of a structured approach. Instead, we have to focus on the essentials and keep the system practical. is such a solution: a minimalist project management system designed for those who don't have magical powers! People like you and me. In this presentation, I'll give you a quick tour of this non-proprietary system and introduce resources for learning more about it.

12:15–1:00 p.m.

From Chaos to Confident: The 6 Pillars Project Leadership Framework

Annmarie Curley

Are you overwhelmed by constantly shifting priorities, changing visions and constant interruptions?

Are you spending too much time putting out fires rather than addressing the root cause of the chaos?

What if you could confidently lead your team, boost engagement and accountability, increase your influence to create unstoppable momentum, and accelerate outcomes and results for your organization?

The Six Pillars Project Leadership framework outlines the power skills required to effectively lead teams and projects rather than simply manage them.

During this session, we will review the core capabilities that project leaders need to develop to confidently lead, empower and elevate their teams. You will walk away with clarity on what you need to do to boost your team’s performance in 2021.

1:00-1:45 p.m.

Rethinking the architecture of PM

Dave Snowden

1:45-2:30 p.m.



2:30-3:15 p.m.

Flattening the competence curve

Obi Omoregie

In today’s world there is a plethora of information of the skills and trainings required for project managers and a dwindling light on the competence of the entire project team.

This session unveils strategies to build not just the competence of the project manager, but all touch points in the journey to delivering value. By “Flattening the curve”, the goal is the balance the knowledge and skill level of the project team.

3:15-4:00 p.m.

Antifragility is the Vision

Mishirika М. Scott

As project practitioners, we’re mostly after one thing: project success. But when ill-defined, success can mean something very different, even to members on the same team. Is it possible for project leaders and teams to become stronger, better, and more efficient during change, ambiguity, and chaos? Absolutely. Antifragile team communication can be a first step in the right direction. Innovation for the future will only be as strong and stable as the teams creating such a future. If project leaders are the head, then teams are the heart of project success. Together, let’s discover new ways to inspire high-performing, healthy teams during tough change.

Learning outcomes:

  • Learn six project documents that can take your team vision from snore to score

  • Learn the value of simple project documents that keep your team aligned with a clear vision of success

  • Learn how to embrace antifragility as your new team culture moving forward

4:00-4:45 p.m.

TOP-5 mistakes in Objective and Key Results (OKR)

Konstantin Koptelov

4:45-5:30 p.m.

Help! Managing Projects and Stakeholders from Hell

Benjamin C. Anyacho

In this interactive and action-packed session, participants will learn how to effectively engage difficult stakeholders in complicated projects, hostile and politically charged environments. These principles are based on successful real-life projects, using some of the best research in persuasion science, leadership, and management. It cuts through the clutter with practical applications—utilizes continuous buy-in principles, “Gratitude Altitude,” personal Net Performance Score (pNPS), “Pre-assignment @ charter” and shared ownership, logic-politics, managing up, participatory design principles, and more.

5:30-5:45 p.m.

Conference Closing


09:30–10:00 a.m.


10:00–10:45 a.m.

How to Navigate the Messy Connection between Work and Value in your Team

Dave West

Everyone knows that agile approaches are designed to deliver value. The idea of incremental delivery in pursuit of a mission for customers is fundamental to Scrum and the Agile Manifesto. So why is it so hard to decide on a Sprint Goal? And why, when asked about progress, do people talk about velocity and Story Points? Many Scrum Teams’ reality is that their very reason for being is defined not by value but by work. But what changes when teams and organizations look to value instead of work?

In this talk, Dave West, CEO of, discusses the interesting, messy connection between work and value. He outlines how changes to the Scrum Guide have shone a spotlight on the challenge that many teams face when delivering more value.

In this talk we will cover:

- Why value is important and what happens when you are missing it.

- How to measure value inside and outside the team.

- What teams and leaders can do to better orient towards value.

10:45–11:30 a.m.

Developing business resilience in practice

Angel Diaz-Marotto

11:30–12:15 p.m.

Systems of Professional Collaboration: Life in a Post-Lean, Post-Agile World

Jim Benson

Individuals work in teams to provide value.

In agile we have practices to help teams, in Lean we have practices to increase value. Both Agile and Lean talk about individuals, but can't really figure out what to do with them.

Individual professionals on our teams must have the right environment in which they can form a healthy team and really dedicate time to providing customer value.

Jim Benson has worked around the world in software development, international governance, engineering, architecture, construction, health care, law enforcement, and a host of other verticles. His software company started Agile with a pre-press copy of Kent Beck's XP Explained, in 1997. He is an inventor of Kanban, Personal Kanban, and Lean Coffee. He's used Agile and Lean practices in many verticals and situations.

He's seen the promise of them and the failings.

In this keynote, Jim Benson will talk about that journey and provide real, tangible ways to create a real, professional environment for your that thinks about the individuals, the teams, and the value. One that thinks about management, leadership, customers, and all other partners, as collaborators and not interruptions. One that respects everyone involved.

12:15–1:00 p.m.

How and why not to scale Agile no matter which framework you are looking at

Artem Bykovets

Agile and Scrum in particular have clearly become almost the gold standard for building software development processes in 70-80% of companies around the world today. But despite the fact that Agile celebrated its 20th anniversary in February, and Scrum celebrated its 25th anniversary last November, quite often at the scaling stage there are very “unique” examples of adapting both the principles of the manifest and a minimalistic framework that introduces and requires only basic fundamental rules: 3 roles, one product backlog, one sprint and sprint backlog + 4 main events per team on a regular basis.

Have you ever seen when someone is a member of several teams at the same time: “In general, he is a member of the “A” team, but 30% more in the “B” team this quarter ...”? And what about the Team that takes tasks from 3-5 backlogs in the Sprint? And what about a team with 5 Product Owners with whom you need to agree on priorities? And what does it all turn into when there are 5-10 teams, and even in different locations?

Unfortunately, I also happened to see various "adaptations for the uniqueness of the context", but fortunately I managed to help such teams and organizations optimize and evolve their processes over time :)

In this talk, we'll talk:

  • about the most common anti-patterns that occur "in fields"

  • about why they might not be the best solution to the problem we want to solve with them

  • about what are the alternatives to these solutions, if your company is “too unique” to take a ready-made scaling framework in the form described by the authors

  • and how these decisions can be reached evolutionarily, and not from a position: “I am an expert and I know how to do it right, but you did everything wrong!”

1:00-1:45 p.m.

Exposing Uncomfortable Topics: Errors and Omissions with Scaling

Gene Gendel

"Bad scaling is one of the biggest 'agile problems' of modern days for companies.

Bad scaling is one of the three (the other two are : "agile tools" mania and falling a victim to big consultancies' industrial model [see/play Dave Snowen's view here: ) most expensive mistakes companies make, when they set themselves on a wrong 'agile course'.

Bad scaling is one of the three corners of "Trippe Taxation" triangle:

Bad scaling comes in the form of trivializing agility at is core, weakening agile roles, plagiarizing and relabeling someone else's experiments and calling them 'operating models', copy-pasting Scrum and Scrum roles into Fractal Geometry that look great on paper.

Are there better ways to work? Probably not, if the ultimate goal is to relabel existing enterprise complexity with fancy agile terminology and then call it "enterprise scaling". But there could be better ways to work if an ultimate goal is to simplify existing complexity (de-scale), and by doing so, improve your chances to scale agile ways of working (e.g. do Scrum, by more than one team, working for the same Product Owner, on the same product, out of the same backlog).

1:45-2:30 p.m.

Getting Beyond Fixed-Price, Fixed-Scope: The Ten Risks That Can Kill Your Proeject and 10 Agile Contracts to Master Them

Peter Stevens

Murphy was an optimist. Everything that can happen will happen, including the risks that can bring your project to a standstill - unless you take action to ensure that they don’t occur. A digitization project is ultimately a software project. How do the risks of a software project differ from those of, say, a construction project? Scrum and other agile frameworks have been developed to reduce risks and increase the likelihood of success for software development projects. How should Scrum work? What are the most common risks that should be avoided in a digitization project? We'll examine delivery risk, time and budget risk, scope risk, and seven other risks, and how Scrum and other agile frameworks are designed to prevent and mitigate those risks.

2:30-3:15 p.m.

Post-Covid Office Environments & Team Structures

David Sabine

Work-from-home and work-from-office are part of our future. With rare exceptions, companies will blend the two concepts to create work environments that enable remote-working and in-person interaction as well. Let's explore recent signals in the market that indicate the most likely scenarios as companies re-engage a post-Covid world of work.

3:15-4:00 p.m.

Diversity in Agile

Nimi Bello

4:00-4:15 p.m.

Conference Closing


09:30–10:00 a.m.


10:00–10:45 a.m.

How to innovate smarter and build world-changing products

Radhika Dutt

Methodologies such as Lean and Agile have taught us to harness the power of iteration to innovate faster -- we've learned how to drive faster, but our ability to set the destination hasn't kept pace. When we iterate in the absence of a vision and strategy, our products and companies become bloated, fragmented, and driven by irrelevant metrics. They catch “product diseases” which are often fatal to innovation.

This talk introduces you to a radical new approach to build successful companies and deliver world-changing innovation repeatably. We’ll challenge conventional wisdom about what makes a good vision and talk about where the current mantras for product development fall short. You’ll walk away with practical tools to develop a vision for the change you want to bring about in the world and translate that systematically into reality.

10:45–11:30 a.m.

How to Get to No: Ruthless Prioritization for Product Managers

Cassidy Fein

This talk is for you if:

  • You’re a product manager at any level of experience, or

  • You work with product managers and want to better understand their perspective

In the face of a crowded market and limited resources, it is a product manager’s job to prioritize what gets built. But it’s hard to get a feature to the finish line when everyone seems to want shiny new features built.

In this talk you’ll learn:

  • How to determine what’s most important and keep your team focused on it

  • How to avoid the dreaded "Swoop and Poop" from exec or your board

  • How to keep sales focused on selling when all they want is more features

Cassidy will discuss how to ruthlessly prioritize, get your team on board while defending them from requests and insertions, and to lose any fear of saying "No"

11:30–12:15 p.m.

Fireside chat

Crystal Chen

After a year-long sabbatical, Crystal is currently Head of Product at an early-stage edtech startup based in San Francisco and Consultant/Coach to select product teams and product managers internationally. Before moving into Product, Crystal was a Senior Software Engineer at LinkedIn and had a short stint in Private Equity as well. She then went on to lead Client Experiences, a core product pillar, at GOGOVAN: Hong Kong’s first unicorn startup, operating across Asia. Beyond her roles, Crystal shaped and open-sourced LinkedIn’s Women in Tech Trainee Program, dabbled briefly as an Investor, and continues to serve on the alumni advisory board of an international education foundation.

Join us for this fireside chat to learn from Crystal's experience across functions, industries, geographies, and more, and how it informs her work as a product leader today.

12:15–1:00 p.m.

Creating Groundbreaking New Products

Marcel Furmie

In this presentation, Marcel Furmie, Director of Product at Quantgene and founder of Fifo Technologies talks about his product design process, from inception to launch.You will hear how he is working at Quantgene to democratize healthcare services to bring early cancer detection to everyone, and how at Fifo he is creating autonomous firefighting systems that can automatically detect and extinguish wildfires.In this frank discussion about the precarious journey that a product can go through, Marcel shares lessons from more than 14 years of experience in technology.

1:00-1:45 p.m.

Essential Product Management skills

Vibhu Agarwal

1. Product management – intro and ideation framework

2. How & what to measure, customer funnel

3. Prioritization frameworks

4. Dealing with engineers

1:45-2:00 p.m.

Conference Closing

Organizer Edunomica

Edunomica is a global educational platform serving North America and Europe markets. Edunomica is dedicated to providing cutting edge technology education and insights through various media channels by curating technology reviews, interviewing industry leaders, organizing development workshops, providing online training, and hosting global conferences.