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SilverLeaf Horticulture Seasonal BoM Versions SilverLeaf can now create Seasonal versions of Production BoMS to dynamically set consumption. This allows you to fine-tune consumption based on changing inputs, availability, or growing cycles throughout the year.
SilverLeaf Horticulture Product Hierarchy DemoProduct Hierarchy allows growers to plan and grow by specific varieties (children), but output and sell by generic (parent) items.
SilverLeaf Cannabis Production The production module leverages Microsoft Business Central’s powerful manufacturing capabilities. Material are consumed, work in process is created, and finished product is output while costs are inventory are calculated.
Several of my clients have internal struggles about how to internally see the future of the product. The managers think they need it “all” instead of using how little thinking to create a product the customers will love. Some possibilities: Assess the product/project risks to choose a lifecycle. What can you do?
SilverLeaf Cannabis Production Planning The Production Planning features in SilverLeaf will calculate demand for raw materials and finished goods based on existing supply and demand, replenishment points, and forecasted demand.
The idea that this software will genuinely save us time and increase our productivity is not yet taken seriously by business people or the general public. Though different manufacturers describe their products differently, there’s a substantial commonality: Change settings: “Turn on airplane mode,” or “Find my phone.”
Strategy and Product Feedback Loops About 20 years ago, I taught a project management workshop to IT people. Their products and services did not ship outside the building—their products and services enabled the organization to make money. See Customers, Internal Delivery, And Trust for a recent post about demos and trust.)
Silverleaf integrates production, supply chain, sales, and finance in one system. SilverLeaf Horticulture Overview Silverleaf Horticulture is built on Microsoft Dynamics 365 Business Central.
SilverLeaf Horticulture Rack Optimization SilverLeaf Rack Optimization provides users effective and flexible methods to rack product optimizing space on each shelf while ensuring consistent product placement and reducing empty space from shipping.
Sales leaders understand that these potentially high-value customers are looking for more than descriptions of product and service benefits. 3 Ways to Win Over Value Buyers Value buyers want sellers who have solutions to help them achieve key goals, not just products.
SilverLeaf Horticulture Item Costing With SilverLeaf, users always understand the costs of their products. Additional Demos You Might Be Interested In SilverLeaf Horticulture Supermarket Racking Demo… The post SilverLeaf Horticulture Item Costing – Demo appeared first on Velosio.
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I asked Brad these questions: Do you have product or feature teams that are cross-functional and can release alone? ( Component teams create interdependencies and take much more time to finish work.). Does each team focus on just one product at a time? Schedule Variance Does Not Make Sense for Software Products.
In this part, I’ll discuss an option for a product-oriented organization. Consider a Product-Oriented Organization. Instead of organizing by function, consider a product-oriented organization. Again, I am not saying this is the only way a product organization would look, but this is a possibility. What do you do?
So they ask the product or project leaders to write a business case for each effort. Because experiments manage risk, we need people with these perspectives to create the experiments: A product leader: someone who can see where the company wants to head with this product. Regardless of the product results for that experiment.
SilverLeaf Cannabis Quality Control SilverLeaf Quality Control captures all relevant lab results, quarantines product, and will facilitate your compliance processes.
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Often need a mix of instruments here (Powerpoint & Word docs, napkin drawings, demo), depending on the team, industry, and phase of product development (e.g., technology feasibility, commercial feasibility, ramp-up). for government grants). How do you view you business planning efforts?
In Costs of an Agile Approach for Hardware Products , I suggested that an iteration-based approach for hardware was too expensive. Those people work independently until they need to verify the product as a whole, works. This hardware team swarms on a product. You can use an agile approach for parts of a hardware product.
If you're creating products of any kind—especially software products—you've got a team sport. Successful software product development is about how well the team learns together. The better the team learns together, the better the product is. See Product Orientation Requires Technical Excellence ).
SoftwareWorld, a solution review platform that showcases top tools for different industries, has added our product to their list of the best software solutions for resource management this year again. And if you haven’t booked a demo yet, it’s the right time. Let’s start the new year with positive transformations!
We had (and still have) too many products to keep the same teams on them for a long time. For programs, the team stayed together and moved to a different feature set/internal product until the program finished. We could move to a new product and/or a new team. My job was to smooth the way for people to deliver products.
No one wants to demo this work, because everyone thinks the demo will wander all over the place. Worse, no one wants to demo, because they can't see the value for any user. Use the Demo to Guide Sizing. Use the Demo to Guide Sizing. Start with the demo in mind. I bet you can think of more tests.
Maybe you want to use this project as a way to integrate a team into a new product or a new domain. Or, you might only need informal demos to show people where you are. Anything else about the current product that affects your solution. You might show other people internal demos. You'd like to experiment.
High Need for Product Innovation and Change. The more need for product innovation and change, the shorter the feedback loops need to be. When the product requires much innovation and change, management doesn't need estimates. When management sees the product direction, they can say, “Stop with this and continue with that.”
Every sprint delivers working product.” Not the thinking and learning that go into the deliverables where you end up with something demo-able, if not usable.” They do have product goals. However, they don't deliver value, have team-based planning, a review/demo, or a retrospective. ” “Oooh.”
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A mismatch can result in poor work products. During the resource allocation process i.e. staffing a project, criteria such as skills and experience requirements enable matching of resource demand to the right supply.
Built on Microsoft Dynamics 365 Business Central, SilverLeaf will integrate cultivation, processing, production, supply chain, sales and finance in one system.
With SilverLeaf, users always understand the costs of their products. SilverLeaf leverages the power of Microsoft Dynamics Business Central to manage costing and the related financial reporting. All costing information is available real time providing accurate and current information.
Example 1: Startup/Small Organization with Few Products. They offer their product in two versions: Pro and Lite. The first was not waiting for the end of an iteration to demo or release. They demo'd every week on Wednesday mornings and then they released after the demo. Let's start with a couple of examples. Others mob.
I mentioned how you could integrate the demo work into an iteration if you create a column for the demo. Here’s a picture of how you might create a kanban with a Demo state, just before the Done column. Here’s how you walk this board: Start at the column just before Done, the Demo column.
I have a new book: Project Lifecycles: How to Reduce Risks, Release Successful Products, and Increase Agility. Worse, sometimes the team doesn't demo or deliver. See Manage Unplanned Feedback Loops to Reduce Risks and Create Successful Products.) That's because no product survives contact with the customers.
I assume you have some sort of functional product development expertise. If not, why are you in technical product development? This post is about your deep domain expertise, first in product, then in agility. First, the product-based expertise. That's often product people, testers, and some UI/UX people.
By product, where they assign a team to a product for a long period of time. By person, where they take one person from here and one person from there, etc, to create enough people to work on the product. Every time the team delivers, the leaders can reassess the ongoing value of the project or product.
But there are several problems with all this planning: These plans require prediction at all levels, from strategy to product to what the team delivers. However, too often, the managers prevent product innovations or strategy changes because they planned so much. That's the product. They plan to be able to predict the future.
(That might be the feature set or the product. ). ” Many managers now realize they don't have to see everything to get an idea of where the team is going with the product. However, maybe this is a new product for you and you don't quite know how to do that yet. When will we see half of it? That's good.
Back in Part 1 of this series, I explained all the problems I saw with this interview question: “The product owner and dev team cannot decide on a sprint goal, even after hours of discussion. The Wednesday Agenda 9:30- 10 am (or thereabouts) demo the progress the team made. What should the Scrum Master do?” That day needs an agenda.
You might have hypotheses about your market, your customers, or how your current product(s) can offer value. Normally, I like to ask the teams who deliver the product to also do the discovery. You might find, as I do, that using flow/kanban with WIP limits and a cadence of planning/demos/retros works better for you.
The first is that Brooks strongly suggested the idea of a “surgical team” That hierarchical team was a feature- or product-based team. Ten people, seven of them professionals, are at work on the problem, but the system is the product of one mind–or at most two, acting uno animo.”
In addition, a product leader might approve the feature. Finally, the team, a product leader, or the customer(!) might demo the feature. That defect escaped all your checklists, approvals, and demos. Yes, they had to spend time fixing those problems, but they were under no illusions about the quality of the product.
Sales leaders understand that these potentially high-value ideal target customers are looking for more than descriptions of product and service benefits. 3 Ways to Win Over Value Buyers Value buyers want sellers who have solutions to help them achieve key goals, not just products.
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