Issue #11: 1Q 2013

TPMA FOCUS

Toronto ProductManagement Association

THIS EDITION: Snapshot 2Mentoring 2013 2Gamification 3SocialMediatoboostYourProductLaunch 5ChecklistManifesto 7CoolTools 8

What is the TPMA?

"Creating Insight through Shared Knowledge"

Founded in March 2001,theTorontoProductMan-agement Association isa non-profit organizationformed to create an en-vironment that facilitateslearning,mentoring,&net-workingopportunities.

Visit: www.TPMA.ca

KEY DATES:

Gamification Behavioural Sci. or BS?-Tue,Jan29th 6:30pm-MetroHall,55JohnSt.

Product StoryLining-Tue,Feb26th 6:30pm-MetroHall,55JohnSt.

M-Commerce Trends-Tue,Mar19th 6:30pm-MetroHall,55JohnSt.

GamesGames

...

Gamification

TPMA

Mentoring Program 2013

December4th was a great start to the TPMA’ssecondmentoringprogram.

Withover56participantsenrolled,orien-tation night gave everyone an opportu-nitytolearnabouttheprocess,andwhyitisbothgoodforyourcareerandfortheprofessionalcommunityingeneral.Men-tors and mentees both received pack-ages to help them review key aspectsofmentoring.Best of all this in personevent, gave the mentors and menteestheirfirstopportunitytomeeteachotherinpersontostarttherelationship.

Since the kickoff, most mentor pairshavehadoneormorein-personortele-phonemeetingstostarttheprofessionaldevelopment discussions. Pairs wereinstructed tofindagoalofparticular in-terest to the mentee, and to focus onmeanstoachievethatgoal-tostartthediscussions.

Aheartfelt “ThankYou”goesout to themany mentors who have volunteeredtheir time to give back to their profes-sional community. Interestingly, a com-

monthemeamongmentorswhenaskedaboutwhytheywereparticipating-wasthattheywishtheyhadamentorwhentheyhadstarted.Participantsalsomen-tioned that theywanted togiveof theirlearnings to someone in their earlycareer, and that this also gave themachancetodevelop,matureandnetworka little more deeply.Whatever the rea-son, thank you again, as this programcannotberunwithoutastronggroupofmentors.

January, included the first conferencecalls for bothmentor groups, andmen-teegroups - to check in that everyoneisontrack.Atbothgroupsrequests,wewill be doing follow up conference callforbothgroups,intwomonths.

Ifyouareinterestedinmentoringorbe-ingamentee-reachouttousatmentor-ship@tpma.ca. The second mentoringprogram is now running. We are plan-ningtorunanotherwaveoftheprogramstarting September - and will start col-lectingearlyparticipantinterest.

SNAPSHOT

Charles DimovPresident

Ourseasonopenerstartedoffwithasolidlookatyourcareerinproduct

management, and the tips, tools andsuggestions for enhancing your ownabilitiesandtechniquetodrivesuccess.Aptly,weendedDecemberwiththekick-off of our secondmajormentoring pro-gramforproductandmarketingmanag-ers.

Manyheartfeltthankstoallthementorswhohavevolunteeredsomeoftheirtime,tohelpsomeonemorejuniorintheirca-reer, to get their bearings, and have asounding board with whom to discusschallenging topics. Our mentoring pro-gramnowincludesover56participantsmakingthoseconnections,anddeepen-ingthosenetworks.

CongratulationstoourcolleaguesinOt-tawa.TheOPMA-OttawaProductMan-agementAssociationhadtheirinauguralmeeting in December. This is a happyrebirthfortheOPMA.Tremendouseffortgoes into creating an association thatdrives engagement. Congratulations tothe executive-startup team, Mark Lind-say, Peter Hanschke,Andrew Stevens,CharlesFunk,SolonAngel,andAndrewFaulkner.ShouldyoufindyourselfinOt-tawa,dropinonanOPMAmeeting-andtellusallaboutit!

Welcome back for the second half oftheseason.Lookingforwardtolearning,networkingandgrowing.I trustyouwilljoinus. Seeyouthere!

Elizabeth Hosein and Lee Garrison discussing the 2010 TPMA Mentoring Program

TPMA

Gamification: A Winning Strategy for an increasingly Gamified World

(continued on page 4)

Why gamification is good?What isthepotentialdownside?And,most

importantly,howcanyouapplygamifica-tiontowininbusiness?

•Gamification vendors are project-ing197%growthin2012,upfrom155%in2011(M2Research)

• 70%ofGlobal2000organizationswillhaveatleastonegamifiedap-plicationby2014(Gartner)

•The size of the gamificationmar-ketwillhavegrownfrom$100mil-lion today to over $2.8 billion by2016(M2)

Gamification is the use of design tech-niques, thinking and mechanics forgames in non-traditional gaming sce-narios.The intention is toelicitdesiredbehaviour in people and engage withtarget audiences in a meaningful way.TheconceptofGamificationcanbeap-plied in various forms such as to influ-enceemployeeperformance, helpwithinnovation management and improvetrainingprocesses.Abeneficialtactictogamification is the creation of adaptivemarketingapplicationstobuildcustomerengagement.

Inessence,theprocessofgamificationturns the targetaudience(i.e.users,prospects, customers, brandloyalist,etc.)into“gamers.”Gamification trans-forms not-so-ex-citing real-worldactivities into ex-periencesthataregame-like todrivebeneficial behaviourand repeat engagement.Though the term may seemall the rage lately, the conceptshavebeenaroundforalongtime.Itisthetechniqueoflearningandmodellingbehaviour through play. Education andtrainingprogramsfrequentlyusegamesto teach and promote higher conceptsthat are beyond the rules of the game

itselfsuchasleadershipandteamwork.When applied successfully, businessesare trainingandelicitingdesiredbehav-ioursintheircustomers.

Airline loyalty programs and points forpurchaseareclassicexamplesofgami-fication; concepts packaged as loyalty/reward programs incorporating theirowntypeof“leaderboards”todriveuserengagementanddesireforprogressionwithin the system. The main attractionformosttravellerswhobelongtoairlineloyalty programs is free flights, but notfar behind are the “status” tiers withinit. For points systems the driver is forpurchasesand the build up to cashingout fordiscountsor “free”products.Asan example,AirCanada has three sta-tustiers:Prestige,EliteandSuperElite.Eachofthesestatustiershastheirownspecial perks that reward themost fre-quentoffliers,andtheydonotnecessar-ilycostAirCanadamoremoney.Asyougainmilesbyflying,youadvanceinsta-tus tiers and receive additional benefitasyoumoveupfromtiertotier. Thesestatus tiers are a formof a gaming “lead-erboard” andbelongingto a

higher tierbringsstatus as

well asnon-monetary rewardssuchasboardingtheplane inprioritysequenceorhavingfirstaccesstoseatingchoices,etc.Thevaluethatthefrequenttravellerputs on such perks is large. Many fre-quentflierscitethemasaprimarymoti-vatorforairlineloyalty,eventhoughthehardcosttoAirCanadaisminimal.

Asmuchasgamificationisabitofabuzz-wordrightnow,itisnotaneasysolutiontoimplementproperly.Theprogramsin-stitutedtodrivebehaviourneedtomakesense,providetruebenefittousersandbecraftedtotapintopropermotivatorsthatwilldrivedesiredbehaviouralresultsinusers.Whiletheresearchanalystfirm,Gartner,seesahugeuptakeingamifica-tionapplicationsasnotedabove,italsoultimatelypredictsthat80%ofthemwillbe failures. Therefore, gamification isnot something you should take lightlylikesettingupafacebookpageorstart-inga twitter feed. Thesepredicted fail-ures are primarily due to the imperfectdesign and implementation of the pro-grams.Justslappingapointscardontoa transaction does not drive behaviourfor themajority of consumers. If it did,

businesseswouldjustcontinuedis-countingproductsandservic-

es for their cus-tomers and

hope it keepst h e m

around.

For a successful gamificationresult, businesses need to under-

stand some of the deeper principlesofloyalty,motivationandgamemechan-ics. It isnotamatterofaddingbadges,

TPMA

Gamification: Strategy (frompg3)loyaltypoints,check-inorleaderboards.ProperimplementationofaGamificationsystemorthegamificationofaproductrequiresveryinsightfulanalysisofallofthe factors associated to your specificdesired result such as target audience,psychological/physiological motivation,environmentalfactors,etc.Theendgoalistoengagetheuserandenticethemtowant to useaproduct or servicemoreregularlybeyondsimpleday-to-daycostsavings. Ifnotachieved,userswill justmovefrombusinesstobusinessbasedonpricealone.

A good example for a successful gami-fication opportunity is in energy con-servation. Saving energy is ingrainedin virtually every consumer as being agood thing all around (good for them,good for theenvironment,good for thepocketbook), but billboards and radioadstellingyoutosavepowerarelostinthe noise. Instituting a simple gamifica-tion program to challenge consumerstobethe“bestontheblock”forsavingpowerand thenallowingusers to tracktheirprogress,particularlyagainstpeergroupsorneighboursisbothachallengeandrewarding.Allowingforbragsonso-

cialmediathat theuser isat thetopofthe leaderboardand implementing it ina neighbourhood (home vs. home), orwith like-mindedbusinesses (or schoolvs. school), or expand it to have sistercitiescompete(townvs.town)forbrag-gingrightsisaverycompellingconcepttobuildintoanapplication.Tappingintosocially-conscious behaviour results instatusandprestigeand isa realdriverforconsumers.Thefactthatthiscomeswithareductioninanenergybillmakesitevenmoreconcrete.

Thekeytosuccessfulgamification(asitiswithanyapplicationorprogram)istounderstandthecustomerandhowtheyact(andcanact)inthesystem.It’snotall about leaderboards and rewards—users/players need to feel immersedandtofeelrewarded.

Thegamificationopportunityislargewithmanyprovensuccesscases.Itisagreatwaytolookatyourproductandserviceofferings inawholenew light.Thesuc-cesschallengeofproperimplementationistonotrelyontheobvious,buttotakethetimeandefforttodesignsomethingthattheuserreallyneeds,thatwilldrive

desired behaviour and deepen theirloyalty.Likeanythingwithbusiness, it’snotsupposedtobetrivialoreasy-- thekeytosuccessistobemorethoughtful,smarterandbetterthantheotherguy.

References and Suggested readings:• Forbes: Gamification Grows UptoBecomeaCEO’sBestFriend,May 2012

•Gartner: Gartner Predicts Over70 Percent of Global 2000 Or-ganisations Will Have at LeastOne Gamified Application by2014,November,2011

•Gartner: Gartner Says by 2014,80 Percent of Current GamifiedApplications Will Fail to MeetBusiness Objectives PrimarilyDue to Poor Design, November,2012

•M2Research:GamifiedEngage-ment,September,2011

•TechCrunch: Everything You’llEverNeedToKnowAboutGami-fication,November,2012

About the AuthorScott Simpson is CEO of bitHeads, an Ottawa based application and game development company. With a 17 year track record of building enterprise, cloud, console, and

mobile applications and games, bit-Heads introduced a cloud based gamifi-cation service called brainCloud in 2012.

For more information, visit www.bit-heads.com , email info@bitheads.com or give us a call toll free at 1-877-bithead.

TPMA

How to Leverage Social Media to Boost Your Product Launch

I’mafanof theshowDragon’sDen. Itisalwaysinterestingtohearaboutnewinnovationandevenmoreinterestingtohear how some entrepreneurs manage toaccomplishtheirlevelofsuccesswithlittleresourcesathand.Oflate,Inoticedan increasingnumberofentrepreneursontheshowareattributingpartof theirsuccesstosocialmedia.BeardoWearwasoneof them (andno, this isnotapaidsponsorship).

Beardo Wear is a relatively new com-pany selling playful, innovative head-wear targeting the ski slopes. In lessthan 4 months, they rallied more fanson Facebook than Arlene Dickinson,the reputable dragonette on Dragon’sDen. Beardo Wear currently has over38,000 ‘likes’and1,700+ ‘talkingaboutthis’,comparabletothewell-established

snowboardgearcompany–K2(42,000+‘likes’,1,300‘talkingaboutthis’).Nottooshabbyforatwo-SKUstart-up.

Thisisproofthatsocialmediacanbeagreatlaunchpadforone’sproductevenifyouarenotamultinationalwith largebudgets.So,howcanyou leverageso-cialmediatoboostyourproductlaunch?Herearesixhandytips:

While your product may not be readyfor theworld justyet, there isanaturalcommunityandadvocatesout thereforlikeproductsoraroundtheproblemyourproductwillsolve. Identifyyourcommu-nityandinfluencers.

In the ageof social networks, you canidentifyyour influencersdown to the in-dividual level by using social listeningtools.Therearemanytools,evensomedecentfreetoolsforlightsociallistening.For example,Twitter’s advance searchcanhelpyouidentifythosevocalonspe-

cifictopicsonTwitter;GoogleAlertscanhelpyou identifyconversationsinavarietyofplatforms(e.g.discus-siongroups,blogs,video).Ifyouarelookingforafreetoolthatgivesyoua bitmore depth and a dashboardview on the topic (e.g. sentiment,reach, strength, related keywords,top users) you can try Social Men-tion (www.socialmention.com). Anorganization that is serious aboutitssocialmediaeffortsshouldinvestin listeningandmeasurement toolsthatcansearchandorganizebrand,competitor or industrymentions forfor analysis and followup. Leadingsocial listening and measurementtoolsinthemarketincludeSysomos,Radian6,etc.Personally,IprefertheSysomos interface due toitseaseofuse.

The mentioned approachis exactly how Delviniaapproached the MicrosoftOffice365 product launch

in the social media space, aprojectDelviniawas engagedinbyclientMicrosoft.

Tip No. 2: Define Your Strategy and Platforms to Focus OnBy understanding where your naturalcommunity is on the social net is thefirst step in helping you formulate theright social strategy and determine therightplatformstofocuson.Oftentimes,Delvinia worked with clients who areoverwhelmedwiththenumberofsocialplatformstheyareengagedwithanddonotseethereturnoninvestment.Thisisasymptomofnothavinganestablishedstrategyandfocus.

Thinkthroughwhyyouareusingsocialmedia.Whichplatformsareyour targetaudienceusing?Whichplatformmakessenseforthetypeofcontentyouarepro-ducing?Whatare theKPIs thatarego-ing tohelpyoumeasureyourprogressandsuccess?Socialmediaisdeceptive-lysimple–justcreateaFacebookpageorTwitterprofileandtheworldwillcometoyou.Nothingcouldbefurtherfromthetruth. You need a plan to create audi-encescale,publish relevant interestingcontent and have a response plan todealwithquestionsandfeedback(bothpositiveandnegative)

Tip No. 3: Engage Your Community Long Before LaunchEngaging this community early wouldbuildanticipationandensureyouhaveanaudiencetobroadcasttowhenyourproductisreadyfortheworld.

Pre-launch engagement could include

(continued on page 6)

TPMA

Social Media to Boost Product Launches (frompg5)collaborating with them to vet productideasorgain insightson theirattitudesandneeds.Forexample,“MyStarbucksIdea”isacrowdsourcedplatformthatal-lows consumers to share product-relat-edideaswitheachotherandthecompa-ny.Sincetheprogramlaunchedin2008,more than 315 of the ideas submittedhave been implemented, like healthier

morningfoodoptionsandreusablecoldcups.

Tip No. 4: Develop Authentic, Share-able ConversationsCanada is a fertile ground for onlineengagement. Canadians are spendingmore time online than people in anyother country. The average Canadian

spends about 45 hours a monthbrowsingtheInternet(source:Com-Score Inc.) and has 225 Facebookfriends.Furthermore,youngCanadi-ansbetweentheagesof13-24have330 Facebook friends and tell 1.6billionstoriesonFacebook(source:Facebook,June2011).

By making your product-relatedstories and engagements share-able, you increase the visibility ofyourproductmultifold.Forexample,Beard Wear identified snowboard-ersastheircorecommunityandwasable todevelopengagingconversa-tionswith them.The engaging con-versations then propagate through thiscommunity’snetworkof friendsandhelped increaseBeardo’sprod-uctvisibilityandfanfare.

Itisimportanttonotethatthesecretsaucetoasuccessfulcommunityishavingavoiceandpersonality thattrulysharesthepassionandvaluesof the community. I believe part ofBeardo Wear’s success in the so-cialmediaspacewasduetothefactthat the people behind the BeardoWear brand are passionate abouttheskislopes.Therefore,theywereable to create conversations andengagementsthatarerelatableandauthentic to theircommunity. Ifyoudon’tsharethevaluesandpassionof the community that would useyourbrand,thenconsiderrecruitingacommunitymanager thatdoes toensure successful engagement inthesocialmediaspace.

Tip No. 5: Connect with BloggersBloggershaveextraordinaryamountof influence in the social sphere.Theyareseenasthemoreobjective

source compared to the advertisers.AstudybyCisionandGeorgeWashingtonUniversity found that an overwhelmingmajorityofreportersandeditorsdependonsocialmediasourceswhenresearch-ingtheirstories.89%ofthejournalistsinthestudyturntoblogsforstoryresearchwhile65%usesocialnetworksand52%useTwitter.Journalistsareusingsocialmediatofindideasforstoriesandthepeopletointer-viewaboutthem.Encouragingadvocacyinsocialmediacancreateagroundswellthatjournalistscanseeandfeel.

Tip No. 6: Measure and RefineIf youalready tested thewaterwithso-cialmediaforyourproductlaunch,con-gratulations! That’s the first step. Be-yondthat,itisimportanttomeasureandrefine your engagement approach andmessaging. For example, Crystal Lightrealizedthroughmeasurementthatoneof themost engaging topics related totheir brand was around flavour. There-fore, they adjusted their content andadded more conversations around fla-vourtofurtherengagetheircommunity.

Finally,futureconsumersarealotmoresocial-savvy than the mainstream con-sumerstoday.Learninghowtoengagetheminsocialmediawillonlybecomein-creasingly important. Just recall the im-portanceofhavingaproductsite10-15yearsagoandtoday.Ten,fifteenyearsago,havingproduct informationon theInternetwasoptionalbutnottoday.Thatwill be the case with social media en-gagementaswellintheverynearfuture.

About the AuthorRosalina Lin Allen is the Director, Client Strategy at Delvinia. Delvinia helps organizations innovate and improve their digi-tal experiences through the use of data-driven in-

sights, a customer centric process, sto-rytelling and emerging digital platforms.

Contact Rosalina at rlinallen@delvinia.com for inquiries or find out more about Delvinia at: www.delvinia.com.

. TPMA Mentoring Program - Take II

This season’s mentoring program is already underway. Thanks to all those who attended the orientation session in early

December. The program is off to a great start with over 56 participants. This season’s program will run to

June, with plans for the next program to start in September 2013.

Thanks to participants, and Mentors who are volunteering their time and experience.

Without you this would not be possible.

Comments to: mentorship@tpma.ca

NOTE: NOT a Job Referral Service!

TPMA

A simpleconceptofthechecklisthasfacilitatedtheoperationsofvariousindustries from aviation,manufacturing,construction,andhealthcare.Inhis2009book,AChecklistManifesto:HowtoGetThingsRight,AtulGawande,articulatesthebenefitsofusing thissimple tool toachieve significant benefits. Gawandenotes that formanyprofessionsa vastbody of knowledge exists, and a chal-lengeexistsintheabilitytoaccessthisinformation. For example, in medicine,there are over 68,000 diagnoses withthousandsofmedicationsandsurgeries.Indeliveringpatientcare,thechallengeis to draw upon and implement thisknowledge in a timelymanner.Humanmemorywouldbechallengedtoensurekeystepsareconsistentlyfollowedinahigh volume of procedures. Gawandeadvocates implementing a simple tool–checklists- inhealthcaredeliveryandotherprofessionstoorganizeanddirectthecomplexity,whichcanleadtomoreconsistentoutcomeswithfewererrors.

As a surgeon and public health re-searcher, Gawande provides many ex-amplesfromthehealthcarefield.Inoneexample, he notes the implementationofaWHOsurgerychecklistin8hospi-tals throughout theworld demonstrat-eda36%dropinmajorcomplicationsfollowingsurgeryanda47%drop indeaths. In another example, check-lists implementedatMichiganhospitals

PM’s Book Review Cornerforroutineproceduresreducedhospital-acquired infections.Checklists resultedin1500livessavedinthefirst18monthswith$175millioninsavings.

In product management, the checklistconcepthas twokeyapplications.Firstisimplementingchecklistsintokeyprod-uctmanagementtaskssuchasalaunchplan checklist.My team has started toestablish re-usable checklists to assistpreparation forotheractivities,suchassolutiondemos,tradeshowevents,andcustomeradvisorygroupmeetings.

The second application, particularly forsoftware product managers, is the po-tential of implementing the checklistconceptintoaproduct.Myfirmdevelopssoftwaresolutionsforusersinthehealthcare,communitycareandsocialservic-essectors.Onemoduleinoursolutionisusedtogenerateapersonalizedpatientcareplantemplatebasedonresponsesfromapatientassessment.Patientcareplansarethemselveschecklists,withalist of goals to address a patient’s setofissues,andalistoftaskstoachieveeachgoal.AqualityCarePlanchecklistnot only promotes standardization andimplementationofbestpracticesofcare,butalsoreducesaclinician’stimespentdeveloping plans and increases timespentonclinicaljudgmentandcare.

Gawandepresentsinterestingprinciples

Readability: Content: Applicability: Overall:

on deploying checklists, particularly inteam settings where communicationsteps are set within the checklist. Healso notes challenges of implementingchecklistssuchasstaffresistingtheuseof a tool viewed as time consuming oreven humbling to some professionals.Toaddressthese issues,Gawandepro-videslessonslearned,includinginsightsfrom other industries such as aviationandconstruction,whichheuses in theimplementationofhissurgicalchecklists.

Thebook is very readableandaquickreadat225pages.Itincludesexamplesfrommultipleindustries,inwhichGawa-ndedemonstrates the tangiblebenefitsof usinga checklists.Gawandemakesthecase thatachecklist isaswiftandsimple tool aimed to support the skillsofprofessionals. Itgets theeasy,evensimple stepsoutof theway–allowingtheusertofocusonhigherlevelissues.Forproductmanagement,thisbookcanmayprovideusefulinsightandideasintermsofbothproductmanagementanddevelopmentprocesses.

About the ReviewerMario Fernandopulle is a Solutions Manager at B Sharp Technologies. B Sharp develops specialty documenta-tion and complex case management solutions across the healthcare, social services, and community care sectors. Contact Mario at mario.fernandopulle@

TPMA

COOLTOOLS: Balsamiq

Whenyou’reproposinganewor re-vised part of a software product

andwantfeedback,amockupisworthathousandwords.BalsamiqMockupsletsyoucreateandmodifymockupsofappscreensorWebpagesveryeasily.Ifyouwantabutton,atextlabel,ascrollbar,amap,aniPhonekeyboard,orsomethingcreated by you or another user, find itinthecollectionatthetopofthescreenanddragitdownontoyourworkingarea.Draginmorethings;double-clicktoeditthemforsize, labelling,orotherproper-ties;dragthingsaround;addannotationsthat look like sticky notes. You won’tevenneed thedocumentation touse it.Balsamiq mockups intentionally look abit rough so people you show them toarelesslikelytothinkthey’rewireframesand that the new functionality is final-ized andwill be ready soon! BalsamiqMockups isavailableasadesktopappforWindows,Mac,orLinux,viaAdobeAIR(US$79,oneuser),orasanonlinewebapp ($12/monthandup, unlimitedusers),orasaplugin forGoogleDrive,Atlassian Confluence, Atlassian JIRA,FogBugz, or XWiki (pricing varies).Allversionshaveafreetrial.

Trello

Even while some organizations arestillmovingtoScrumandothershort-

iteration-basedapproaches to software

development,others likeF a c e b o o khave gone further ande l im i na t editerations en-tirely, devel-oping eachchange indi-vidually anddeploying itas soon as it’s ready.This followsthe Kanbana p p r o a c hw h e r e people andteams “pull” an item from one columntoanother, thesimplestexamplebeingTo Do, In Progress, Done. In softwaredevelopment, an actual column mightbe “Finished Development and ReadyforTesting”,with items placed on it bydevelopers and pulled out of it by tes-ters.AgoodtoolforthisisTrello–andif you do a Web search for Trello De-velopmentBoardyou’llseeTrello’sownboard(yes, it’spublic,andintheIdeascolumnyoucanvoteforwhatyou’dlikethemtoworkon).Visuallyit’smuchlikePivotalTracker,butdoesn’tincludeitera-tions,velocity,etc.and ismoreflexiblebecause it’sactuallyageneral-purpose“listoflists”tool.Whichgivesyouthisad-vantagewhenyouintroduceittopeopleinyourorganization:they’relikelytosay

Feescollectedthroughsponsorshiphelptodeferthecostsofobtainingexceptionalspeakers,operatingthewebsite,andbuildingresourcesandtoolsforourmembers.Theseareactivitieswhichinturnattractmoremembers,drivehigheractivityonthewebpages,andincreasetheexposureforoursponsors.

©2013TorontoProductManagementAssociation

See www.TPMA.ca/sponsors fordetailsorcontactusat info@TPMA.ca to findoutaboutCommercialSponsorshiporCorporateMembership.

SPONSORS

“hey,Icanusethisformyownlists!”soyou’ll face lessof theresistanceyou’reusedtogettingwhenyoumakepeopledealwith somethingnew.Trello is free(andnoads),andhas justhitamillionsignups.

CharlesDimov PresidentLeeGarrison SecretaryNikiCoons TreasurerAllanNeil VPOperationsAldwinNeekon VPComm.DeepikaMediratta VPStrat.Init. Published: Jan 28, 2013

LEADERSHIP TEAM

Example Screen Shot of a mockup project in Balsamiq Mockups

About the AuthorRohan Jayasekera is a product management & development con-sultant. Rohan is also currently advising Inter-axon on the very excit-ing, and growing field of thought-controlled com-puting. Rohan has also

been a long standing member, contribu-tor and supporter of the TPMA.