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2013 scandev 10 principles keynote
- 3. TWEET!
@clevergirl
#LeanStartup
cc @LUXRCO
© LUXR.CO MARCH 2013
- 11. LEAN
Startup
© LUXR.CO MARCH 2013
- 12. Build
measure
learn!
© LUXR.CO MARCH 2013
- 14. Lean Startup is NOT
Cheap Startup
Fast Startup
Shortcut Startup
© LUXR.CO MARCH 2013
- 15. Lean Startup is...
An approach for building companies that are
creating new products and services in
situations of extreme uncertainty.
The approach advocates creating small
products that test the entrepreneurʼs
assumptions, and using customer feedback to
evolve the product, thereby reducing waste.
© LUXR.CO MARCH 2013
- 16. 1. List your assumptions.
2. Understand your customers.
3. Experiment efficiently.
4. Adjust direction based on evidence.
© LUXR.CO MARCH 2013
- 18. Go backward to go forward.
Learn Build
Measure
© LUXR.CO MARCH 2013
- 19. Think of it like this...
TDD
Test-driven product management
A Lean Startup is a test-driven
COMPANY
© LUXR.CO MARCH 2013
- 20. Victory is
measured in
learning.
© LUXR.CO MARCH 2013
- 21. RISK = UNVALIDATED EFFORT
Plot the difference
MAKE
release
MAKE
release
MAKE release
THINK
TIME
© LUXR.CO MARCH 2013
- 23. Each wiggle is a learning cycle.
RISK = UNVALIDATED EFFORT
MEASURE
MAKE
BUILD release
BUILD
TIME
LEARN
© LUXR.CO MARCH 2013
- 24. This will change
how you think
about your role,
your work, your
team, your process.
© LUXR.CO MARCH 2013
- 26. Principles for Lean Startup Teams
1. Team first, then product.
2. PM + Dev + UX = 1 Product Team
3. Work out loud.
4. Make processes repeatable, then routine.
5. Donʼt get stuck in your happy place.
6. Invest in clarifying the problem.
7. Drive toward goals and measure outcomes.
8. Ideas are cheap. Have a lot of them.
9. Decide quickly. Hold decisions lightly.
10. Donʼt carry the past.
© LUXR.CO MARCH 2013
- 28. Team first,
then product
• Not just whoʼs on the team, but how
they work together (no ninjas, gurus,
rockstars!)
• Invest time in developing productive
relationships
© LUXR.CO MARCH 2013
- 31. Burning
social capital
© LUXR.CO MARCH 2013
- 32. Team first,
then product
• Not just whoʼs on the team, but how
they work together (no ninjas, gurus,
rockstars!)
• Invest time in developing productive
relationships
• Continuous process improvement
© LUXR.CO MARCH 2013
- 33. Why does this matter to
Lean Startups?
• Most of your decisions as a team, as
a company, will be wrong.
• Flexible teams can solve almost any
problem.
• Respectful, trusting team wastes little
time on pettiness, gossip, arguments
© LUXR.CO MARCH 2013
- 34. Lean Startup teams believe in...
(from Lean Manufacturing and Extreme Programming)
Simplicity
Courage
Trust
Process
Continuous Improvement
© LUXR.CO MARCH 2013
- 35. The Influence of Agile
“The courage to speak truths,
pleasant or unpleasant, fosters
communication and trust.
“The courage to discard failing
solutions and seek new ones
encourages simplicity.
“The courage to seek real,
concrete answers creates
feedback.”
© LUXR.CO MARCH 2013
- 36. If you get the
team right, you’ll
find your way to
the right product.
© LUXR.CO MARCH 2013
- 37. Dev + PM + UX = 1 team
No “Product Owner”
© LUXR.CO MARCH 2013
- 38. Dev
Dev
Dev
Dev Dev
Dev
Dev
© LUXR.CO MARCH 2013
- 39. Learning culture Small increments of
working code
Standup
Short development
User Stories Dev cycles
Dev
Dev Testing early &
Refactor often
Dev Dev
Continuous Dev
Integration
Dev Product Owner
Retrospectives
Lightweight communication over
written specifications
© LUXR.CO MARCH 2013
- 41. Dev
Dev
Dev
Dev Dev
Dev
Dev
© LUXR.CO MARCH 2013
- 42. Dev
Dev
Dev
Dev Dev
Dev
Dev
© LUXR.CO MARCH 2013
- 43. }
Rest Dev
of Dev
Dev
the Dev Dev
World Product
Owner Dev
Dev
© LUXR.CO MARCH 2013
- 44. BLAME
}
Rest Dev
of Dev
Dev
the Dev Dev
World Dev
Dev
© LUXR.CO MARCH 2013
- 45. BURNOUT
}
Rest Dev
of Dev
Dev
the Dev Dev
World Dev
Dev
© LUXR.CO MARCH 2013
- 46. SHARED
OWNERSHIP blah blah
blah blah
blah blah
blah blah
PRODUCT
IDEAS
UX & Design De
/PM v&
Biz En
g
•
Credit for this idea goes to Tim McCoy, now at Pivotal Labs
© LUXR.CO MARCH 2013
- 47. Design
+ Product Management
+ Development
= 1 product team
© LUXR.CO MARCH 2013
- 48. DESIGN
Empathizer-in-Chief
Understand the customer at an expert level.
Define and prioritize customer problems.
Translate high-value needs into product.
➡ Design is a strategic problem-solving role,
not merely an aesthetic role.
© LUXR.CO MARCH 2013
- 49. DEVELOPMENT
“Raise high the roof”
Envision the best possible solutions based on
available technology.
Match code to problem and desired (ie,
measurable) outcomes.
➡ Developer is a creative and experimentation
role, as well as an execution role
© LUXR.CO MARCH 2013
- 50. PM & BUSINESS
Scales of Justice
Identify the business the value in customer needs.
Make fast, concrete decisions despite inadequate
evidence and conflicting priorities.
➡ Decison-making is a service role, not an
ownership role
© LUXR.CO MARCH 2013
- 51. When things go wrong, thereʼs no one to
blame but ourselves...and thatʼs okay.
© LUXR.CO MARCH 2013
- 52. When to use this model
➡ DO use this model when developing a new
product in situations of extreme uncertainty
(ie, successive failures are likely)
➡ DO NOT use this model when you need to defer
failure risk onto an external party (ie, in
professional services)
© LUXR.CO MARCH 2013
- 55. Tom Conrad
Grew Pandora from 10 people to IPO
© LUXR.CO MARCH 2013
- 60. Pandora-Style Planning
• Whole company (up to 6 ppl), every 60 or 90 days.
• Ahead of the meeting, everyone submits requests to the CEO/
CTO, with the prompt “We would be stupid not to…”
• Submit each idea as a slide, with a headline and a few bullet
points to explain.
• 70-100 items. CEO/CTO de-duplicates and assigns a $-value that
represents the amount of effort
• “Dollars” are created in an amount that represents current
capaticy, divided equally among the 6 participants.
• Day-long working session to “shop” for the most important items.
• Chuck the unfunded. Group the fully funded, nearly funded,
radically under-funded.
• Discuss and bargain until you have a set of fully funded items.
© LUXR.CO MARCH 2013
- 64. Icebox Zero
• User stories go stale after 60 days.
• Rewrite as high-level objectives and put
those into the 60-day planning process.
• When the high-level objectives are
“funded”, rewrite the stories...better,
stronger, more relevant, based on
newest learning and metrics.
© LUXR.CO MARCH 2013
- 65. Thank you!
happiness@luxr.co
#LeanStartup
cc @LUXRCO, @clevergirl
© LUXR.CO MARCH 2013