2013 scandev 10 principles keynote
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Lean Startup Product TeamsPrinciples of Success
Janice FraserCEO, LUXr
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© LUXR.CO MARCH 2013
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TWEET!
#LeanStartupcc @LUXRCO
@clevergirl
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http://saptstrength.com/
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sedonaweddingcakes.com
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freebestpictures.blogspot.com
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thekitchn.com
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brides.com
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brides.com
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brides.comsedonaweddingcakes.com
brides.com
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LEAN Star tup
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Build measure
learn!
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Lean Startup is NOT
Cheap Startup
Fast Startup
Shortcut Startup
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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.
Lean Startup is...
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1. List your assumptions.2. Understand your customers.3. Experiment efficiently.4. Adjust direction based on evidence.
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Lean Startup advocates experiments & learning
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Go backward to go forward.
Learn
Measure
Build
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Think of it like this...
TDD
Test-driven product management
A Lean Startup is a test-driven COMPANY
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Victory is measured in
learning.
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Plot the difference
THINK
release
MAKErelease
MAKErelease
MAKE
RISK
= U
NVAL
IDAT
ED E
FFOR
T
TIME
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Lots of little wigglesRI
SK =
UNV
ALID
ATED
EFF
ORT
TIME
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RISK
= U
NVAL
IDAT
ED E
FFOR
T
TIME
Each wiggle is a learning cycle.
MAKE
releaseBUILD
LEARN
BUILD
MEASURE
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This will change how you think
about your role, your work, your
team, your process.
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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.
Principles for Lean Startup Teams
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Team first, then product
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• Not just whoʼs on the team, but how they work together (no ninjas, gurus, rockstars!)
• Invest time in developing productive relationships
Team first, then product
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Chris Min10 years as CEO, Wharton MBA,
Silicon Valley trained
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Burning social capital
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• Not just whoʼs on the team, but how they work together (no ninjas, gurus, rockstars!)
• Invest time in developing productive relationships
• Continuous process improvement
Team first, then product
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• 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
Why does this matter to Lean Startups?
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Lean Startup teams believe in...(from Lean Manufacturing and Extreme Programming)
SimplicityCourageTrust ProcessContinuous Improvement
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“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.”
The Influence of Agile
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If you get the team right, you’ll find your way to the right product.
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Dev + PM + UX = 1 teamNo “Product Owner”
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Dev
Dev
Dev
Dev
DevDev
Dev
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Dev
Dev
Dev
Dev
DevDev
Dev
Lightweight communication over written specifications
Standup
Retrospectives
Learning culture Small increments of working code
User Stories
Refactor
Short development cycles
Testing early & often
Product OwnerContinuous Integration
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Dev
Dev
Dev
Dev
DevDev
Dev
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Dev
Dev
Dev
Dev
DevDev
Dev
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Product Owner
Dev
Dev
Dev
Dev
DevDev
Dev}Restof
theWorld
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} Dev
Dev
Dev
Dev
DevDev
Dev
BLAME
Restof
theWorld
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} Dev
Dev
Dev
Dev
DevDev
Dev
BURNOUT
Restof
theWorld
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UX
& D
esig
nDev & Eng
•
blah blahblah blah
blah blahblah blah
PRODUCT IDEAS
SHARED OWNERSHIP
Biz/PM
Credit for this idea goes to Tim McCoy, now at Pivotal Labs
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Design+ Product Management
+ Development
= 1 product team
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DESIGNEmpathizer-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.
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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
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PM & BUSINESSScales 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
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When things go wrong, thereʼs no one to blame but ourselves...and thatʼs okay.
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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)
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Don’t carry the past.
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Tom ConradGrew Pandora from 10 people to IPO
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• 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.
Pandora-Style Planning
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Friday, before I left for this conference.
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WHICH LEADS US TO
Icebox Zero
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• 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.
Icebox Zero