2013 scandev 10 principles keynote

Lean Startup Product TeamsPrinciples of Success

Janice FraserCEO, LUXr


TWEET!

#LeanStartupcc @LUXRCO

@clevergirl


http://saptstrength.com/


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LEAN Star tup


Build measure

learn!


Lean Startup is NOT

Cheap Startup

Fast Startup

Shortcut Startup


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...


1. List your assumptions.2. Understand your customers.3. Experiment efficiently.4. Adjust direction based on evidence.


Lean Startup advocates experiments & learning


Go backward to go forward.

Learn

Measure

Build


Think of it like this...

TDD

Test-driven product management

A Lean Startup is a test-driven COMPANY


Victory is measured in

learning.


Plot the difference

THINK

release

MAKErelease

MAKErelease

MAKE

RISK

= U

NVAL

IDAT

ED E

FFOR

T

TIME


Lots of little wigglesRI

SK =

UNV

ALID

ATED

EFF

ORT

TIME


RISK

= U

NVAL

IDAT

ED E

FFOR

T

TIME

Each wiggle is a learning cycle.

MAKE

releaseBUILD

LEARN

BUILD

MEASURE


This will change how you think

about your role, your work, your

team, your process.


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


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


Chris Min10 years as CEO, Wharton MBA,

Silicon Valley trained


Burning social capital


• Not just whoʼs on the team, but how they work together (no ninjas, gurus, rockstars!)

• Invest time in developing productive relationships

• Continuous process improvement



• 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?


Lean Startup teams believe in...(from Lean Manufacturing and Extreme Programming)

SimplicityCourageTrust ProcessContinuous Improvement


“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


If you get the team right, you’ll find your way to the right product.


Dev + PM + UX = 1 teamNo “Product Owner”


Dev

Dev

Dev

Dev

DevDev

Dev


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


Dev

Dev

Dev

Dev

DevDev

Dev


Product Owner

Dev

Dev

Dev

Dev

DevDev

Dev}Restof

theWorld


} Dev

Dev

Dev

Dev

DevDev

Dev

BLAME

Restof

theWorld


} Dev

Dev

Dev

Dev

DevDev

Dev

BURNOUT

Restof

theWorld


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


Design+ Product Management

+ Development

= 1 product team


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.


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


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


When things go wrong, thereʼs no one to blame but ourselves...and thatʼs okay.


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)


Don’t carry the past.


Tom ConradGrew Pandora from 10 people to IPO


• 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


Friday, before I left for this conference.


WHICH LEADS US TO

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.

Icebox Zero


[email protected]

#LeanStartup

cc @LUXRCO, @clevergirl

Thank you!

2013 scandev 10 principles keynote

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