Blog by Gilb

Succeeding in product development with Kai Gilb by Jussi from Scraping Toasts

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So, hand on heart, how confident are you in your capability of developing new products or services, be it physical, digital or both? Wouldn’t it be great to actually ...

Learn more and see Demo of ValPlan

(1) Value Requirements (3 hours  9 min)

(2) Value Design: Selection based on Qualities and Costs (3 hours 5 min) 

(3) Value Management: Super Management Techniques (2 hours 18 min)

 (4) Value Agile: How to refocus the weak Manifesto (1 hour ...

ValueFirst Video Podcast with Tom & Kai Gilb

Sincerely
Tom & Kai Gilb
ValueFirst

Your developers and engineers might try to confuse you with all kinds of arguments for why they consistently under-deliver value, late, and over budget.
We will break it down for you, or at least have a laugh talking about it.
Please join the conversation below. It makes it so much more colorful for e...

ValueFirst Video Podcast with Tom & Kai Gilb

Stakeholders..., not merely users, surely not user-stories, not solely customers. To succeed, you got to get your Stakeholders right.

Join Tom Gilb & Kai Gilb as we discuss and joke about what needs to be done to succeed in product development.

www.loo...

ValueFirst Video Podcast with Tom & Kai Gilb

See the whole interview with Elon Musk by the Everyday Astronaut - Tim Dodd.
A conversation with Elon Musk about Starship
https://www.youtube.com/watch?v=cIQ36Kt7UVg

www.loowatt.com
www.bullshitgenerator.com
https://www.un.org/development/desa/disabilitie...

Tom Gilbs Keynote at Empowering Creators

Principles of Project Failure:  How to sabotage a project, without anyone noticing you.

by Agent 20-7

Version 050619.0002 

‘Something like 42% of all IT Projects Fail’ (Google that! 7 million hits).

Some of you might like to know ‘how to sabotage a project,’ an IT project, or any other project. ...

In all planning situations, you can safely assume that there will be known unknowns, unknown unknowns, and shocking changes.

You can, like many ‘weak’ planners, use these ’surprises’ as your ‘excuses’ for your project failure. But we hope you want better options.

You can instead, deal with these...