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Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)
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Scrum Gathering 2012 Shanghai_创业创新分会场:揭秘lean startup – 产品负责人应该知道什么(Julien Mazloum)

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讲师 :Julien Mazloum …

讲师 :Julien Mazloum
Julien is the Consulting Director of OutSofting China, and an active Agile Consultant. His specialties are the business and management aspects of Agile development, with a current focus on Scrum, Lean software development and Lean startup. Julien is particularly interested in the management aspects of an Agile transformation, on “building the right product” and on developing some thinking tools to help others do it. For instance, he is currently co-developing a new framework on how to effectively deliver on high uncertainty projects by using Scrum and Opportunity Engineering. Julien is a Software Engineer with more than 11 years of experience in the software industry as a developer, manager and consultant. Acknowledging the importance of management and “building the right product” in Software development, Julien obtained his MBA in 2006 and started as a management consultant for different companies. He continued the practice of Agile project management and Scrum during his engagements and helped different teams and organizations to be Agile. Since he co-founded OutSofting China in late 2008, Julien is coaching many organization to become Agile in China. Julien provided presentations on Agile topics at QCon Beijing 2009, China Software Technology Conference 2009 in Beijing, Agile Tour 2009 in Chengdu, Shanghai Scrum Gathering 2010, Shanghai Scrum Forum 2010, Agile Tour Beijing 2010, Shanghai Scrum Gathering 2011, Agile2011 conference in Salt Lake City and Agile Tour Beijing 2011.

话题介绍:

本次演讲将会揭秘Lean Startup方法的要素,具体我们将看到: – LeanStartup到底是什么?它的缘起和目的是什么? – Lean Startup和敏捷的关系是什么? -

为什么用客户理解度来作为度量进展的主要指标。 – 怎样在能一边为客户交付他们想要的软件,一边又用该软件学习用户进一步的需求。

本次演讲将展示多种不同的应用程序案例,展示多种客户假设识别和客户假设管理的实践方法。

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  • 1. Demystifying the Lean startup For product owners and entrepreneurs Julien Mazloum(祝亮) Scrum Gathering Shanghai – June 2012 Copyright © 2012 OutSofting. All Rights Reserved.
  • 2. Who am I? Julien Mazloum 祝亮 • Canadian (Quebec) working in Beijing. 来自加拿大魁北克,目前 在北京工作 • Consulting Director at OutSofting China. OutSofting中国区高级 咨询师 • Agile training, coaching and consulting. 敏捷培训,指导,咨询 • Specialties: 特长 – Agile PO coaching. 敏捷PO指导 – Agile transformation coaching. 敏捷转型指导 • Agile Evangelist : Committed to expand Agile in China. 敏捷传教 士:致力于在中国推广敏捷 Copyright © 2012 OutSofting. All Rights Reserved.
  • 3. Purpose 目标 Demystify the basics of the Lean Startup. Copyright © 2012 OutSofting. All Rights Reserved.
  • 4. Warmup! Copyright © 2012 OutSofting. All Rights Reserved.
  • 5. Video introduction about Product Ownership关于产品负责人责任的介绍视频Steve Blank on Product Management:http://www.youtube.com/watch?v=8Xa_IAp75ig from (00:57 to 2:57) Copyright © 2012 OutSofting. All Rights Reserved.
  • 6. Findings 视频中的发现 Product management has always been an issue, especially for innovative products: 产品管理一直是个问题,尤其是创新产品 • More than 90% failure because not the right product was developed (no market for it). • Less than 10% failure because the product was not well developed. What Agile Development did 敏捷开发做了什么 • Dramatic improvements in delivery 急剧改进交付 – Clear improvement on the 10%. • Allowed responding to change 允许相应变化 – Limited improvement to the 90%. Copyright © 2012 OutSofting. All Rights Reserved.
  • 7. Agile right now 现在的敏捷Why do this product?为什么做这个产品? What does this product do? 这个产品做什么?  How to develop this product? 如何开发这个产品? Copyright © 2012 OutSofting. All Rights Reserved.
  • 8. Who?谁?Who takes care of theWhy and What in Scrum?谁负责Scrum中的“为什么”和“ 做什么”? Copyright © 2012 OutSofting. All Rights Reserved.
  • 9. Expectations on Product Owners对PO的期望 Copyright © 2012 OutSofting. All Rights Reserved.
  • 10. Let’s start!现在开始! Copyright © 2012 OutSofting. All Rights Reserved.
  • 11. Case #0The problem AND the solution are well known.问题和解决方案都已知 Requirements AnalysisProblem: known DesignSolution: known Coding Waterfall! Testing Product Deployment 瀑布! Copyright © 2012 OutSofting. All Rights Reserved.
  • 12. Case #0Known problem and known solutions do not reallyexist in software development.在软件开发中基本不存在问题和解决方案都已知的情况。 Copyright © 2012 OutSofting. All Rights Reserved.
  • 13. Case #1Product Owner knows (most of) the WHY and WHAT ofthe Product (simple and established products)产品负责人知道大部分产品“为什么”和“做什么”(简单产品和已有产品)Problem: quite knownSolution: unknownAgile development! Copyright © 2012 OutSofting. All Rights Reserved.
  • 14. About case #1 This is in fact … quite rare. 事实上这种情况也很少。 Only true for products for which we already have an existing business model (we know how to make money with it) such as: • have only too similar alternatives 相似的解决方案 – Example: are quite commoditized. • do not really have other alternatives 没有其他选择 – Example: Cancer or AIDS drugs. • stable utility software 稳定的实用软件 – Treated as a liability and not an asset. – Example: redoing an internal Information System. Copyright © 2012 OutSofting. All Rights Reserved.
  • 15. Case #2Welcome to the real word!欢迎来到现实世界! Copyright © 2012 OutSofting. All Rights Reserved.
  • 16. Case #2Problem: unknown ?Solution: unknown ? Copyright © 2012 OutSofting. All Rights Reserved.
  • 17. Case #2Product Owner isnot sure his vision corresponds to a real market need.PO不确定他的愿景和真实市场需求一致WHY is NOT certain, 不确定为什么WHAT neither. 也不确定做什么 => They need to be discovered. 他们需要被慢慢发现 Most potential value 最潜在的价值 Most uncertainty 最不确定的 Copyright © 2012 OutSofting. All Rights Reserved.
  • 18. What is a startup?A startup is a human institution designedto create a new product or service underconditions of high uncertainty. Copyright © 2012 OutSofting. All Rights Reserved.
  • 19. StartupThe goal of the startup is to find a business model thatwould allow it to grow into a self-sustainable business.The failure of a startup is…. to stay a startup!Therefore a startup is NOT a micro-company!Startups are ALL about dealing with uncertainties!Managing a startup (entrepreneurship) is aboutsurviving all uncertainties to find a good businessmodel and build the business on it. Copyright © 2012 OutSofting. All Rights Reserved.
  • 20. Much more than deciding what product to do! Copyright © 2012 OutSofting. All Rights Reserved.
  • 21. Evolution 革命FROM 从 TO 到 Copyright © 2012 OutSofting. All Rights Reserved.
  • 22. Key questions How can we know if our product idea can lead to a successful business? How can get the fast feedback we need to build the right product? How can we make sure the right product still supports the right business model? Copyright © 2012 OutSofting. All Rights Reserved.
  • 23. Case #2:Customer development! Customer Customer Customer Company Discovery Validation Creation BuildingProblem: unknownSolution: unknownAgile development! Copyright © 2012 OutSofting. All Rights Reserved.
  • 24. What is Lean startupThe application of Lean thinking to the entrepreneurialprocess.Lean startup =Customer Development + Agile development. Copyright © 2012 OutSofting. All Rights Reserved.
  • 25. What is Lean Thinking? Focus on value creation from customer perspective. • Waste elimination in the process. Respect for people. Relentless improvement. Copyright © 2012 OutSofting. All Rights Reserved.
  • 26. Lean in the Lean startup Lean thinking principle How the principle is How the principle is expressed in Agile expressed in the Lean development startup Focus on value creation Working on small valuable The biggest waste is (removing waste in the batches of work with high building a product that process) quality (no hand-offs, no nobody wants. The Lean rework, no task switching). startup engages very early with the users to eliminate this waste Respect for people (the Self-organized team who Not waisting people’s time people who do the work decide how to do the work developing something decide how to do it) nobody will use. Users are at the center of the process Relentless Agile methods such as The business model is improvemeembedds nt Scrum continuous constantly refined and improvement improved. Copyright © 2012 OutSofting. All Rights Reserved.
  • 27. Customer development, the bigger picture!客户开发,更大的视野! Customer Customer Company Customer Discovery Validation Building Creation pivot We can have customers This product addresses a real need. and make a business There are customers for this. out of this idea. There is VALUE in this idea。 GROWTH and PROFITS are possible!From the book : “The four steps to the epiphany”. Copyright © 2012 OutSofting. All Rights Reserved.
  • 28. Customer development, the bigger picture!客户开发,更大的视野! Customer Customer Company Customer Discovery Validation Building Creation pivotValidating the vision Validating the strategy Validating the product Copyright © 2012 OutSofting. All Rights Reserved.
  • 29. The key of customer discovery and validation.Any product vision relies on assumptions.任何产品的远景依赖于假设The key is to validate these assumptions as quicklyas possible (based on facts).关键是依据事实尽快确认假设是否合理 Customer CustomerPivot or persevere. Discovery Validation调整或坚持 pivotSpeed of the pivot is key! Copyright © 2012 OutSofting. All Rights Reserved.
  • 30. Example3D Avatar plugin that can work on any IM 7 years.Many Venture Capitalists and strategists said it isabsolutely great idea.Hidden assumptions (假设):- Users do not want to use a new IM.- Users would invite their existing IM contacts.- Adults would be interested to try it.- Users agree to install the plugin to their existing IM. Copyright © 2012 OutSofting. All Rights Reserved.
  • 31. Let’s use science!Experimenting to learn on our assumptions is the key. Copyright © 2012 OutSofting. All Rights Reserved.
  • 32. Learning Learning is the essential unit of progress for a startup. Validated learning is backed by empirical data collected from real customers. Value hypothesis: Tests whether a product or service really delivers value to customers once they are using it. Growth hypothesis: Tests how new customers will discover a product or service. Copyright © 2012 OutSofting. All Rights Reserved.
  • 33. Minimum Viable Product (MVP)Minimum Viable Product (MVP) is the smallest possibleproduct to test your assumptions.Early adopters are the customers who feel thestrongest need for the product. Copyright © 2012 OutSofting. All Rights Reserved.
  • 34. MVP versus perfectionWe do not know what quality is if we do not know whothe customer is. Copyright © 2012 OutSofting. All Rights Reserved.
  • 35. Innovation accounting Traditional accounting versus innovation accounting. Innovation accounting is about providing evidence that a sustainable business can be built arounf its products and services: • Establish the baseline • Tuning the engine • Pivot or persevere Split tests Good metrics (Actionable, Accessible, Auditable). Beware of vanity metrics! Copyright © 2012 OutSofting. All Rights Reserved.
  • 36. Pivots Why pivoting is heard Different pivots. • Zoom-in pivot • Zoom-out pivot • Customer segment pivot • Customer need pivot • Platform pivot • Business architecture pivot • Vaue capture pivot • Engine of growth pivot • Channel pivot • Technology pivot Copyright © 2012 OutSofting. All Rights Reserved.
  • 37. Pivot or persevere Copyright © 2012 OutSofting. All Rights Reserved.
  • 38. Customer Creation (or ``acceleration``) We make sure we can grow our customer Customer base Creation We need to validate our business model and continue to validate • the assumptions for growth. • The business model sustainability. 3 engines of growth: • Sticky • Viral • Paid. We lay the foundations for an adaptable and learning organizations (technical excellence, 5 whys, quality focus…). Copyright © 2012 OutSofting. All Rights Reserved.
  • 39. The importance of product-market fit What management is about:Market -> Product -> Process -> Structure.20th century focussed on ->21st century shall focus on -> Copyright © 2012 OutSofting. All Rights Reserved.
  • 40. Example: The killer game Copyright © 2012 OutSofting. All Rights Reserved.
  • 41. Case #2: LEAN STARTUPCustomer development! Customer Customer Customer Company Discovery Validation Creation BuildingProblem: unknownSolution: unknownAgile development! Copyright © 2012 OutSofting. All Rights Reserved.
  • 42. Conclusions: Lean startup is about managing innovation and its uncertainties. Startups can happen in large companies. Validated learning is the key measure of progress. We know our initial business plan is wrong so identify the main assumptions and iterate to learn on them. The tools (MVP, split-tests, business model canvas) might evolve in the future. The spirit will redefine management in the 21st century. Copyright © 2012 OutSofting. All Rights Reserved.
  • 43. My contact info My email: julien.mazloum@outsofting.com My Skype ID: jmazloum My Twitter ID: @jmazloum My LinkedIN profile: cn.linkedin.com/in/julienmazloum The Slides: www.outsofting.com/Demystifying_Lean_startup_Shangh ai_2012.pdf Copyright © 2012 OutSofting. All Rights Reserved.
  • 44. Copyright © 2012 OutSofting. All Rights Reserved.
  • 45. An explicit framework and quantitative tool toguide product learning 指导产品学习一个明确的 框架和定量工具 The Scrum + Opportunity Engineering framework provides a strong proof of business viability: Scrum+机遇工程框架提供了商业可行性的有利证明 • Make the financial model across the chain of consumption and state the assumptions (business factors) • 让经济模型跨越消费和假设的链接(商业因子) • Prioritize business factors 对商业因子排序 • Commit to the most important business factors 致力于最重要的商业 因子 • Reduce their uncertainty by testing them in real life 通过真实的测试 来减少不确定性 – Use Agile to implement the features that allow to implement successfully these business factors • Refine and iterate 优化并迭代 Copyright © 2012 OutSofting. All Rights Reserved.
  • 46. Summary! 总结 Customer Customer Discovery Validation We use • Agile delivery to understand the customer needs • 敏捷交付来理解客户需求 • the early adopters for feedback • 先行者获得反馈 to learn on the RIGHT product to DO. 学习构造正确的产品。 Think about the MVP (Minimum Viable Product): 考虑最小可行产 品(MVP) • The most cost-effective way to test the hypothesis underlying your product vision. • Get only the feedback necessary to validate your vision Copyright © 2012 OutSofting. All Rights Reserved.
  • 47. Lean startup References http://steveblank.com/2010/03/04/perfection-by-subtraction- the-minimum-feature-set/ http://torgronsund.com/2010/01/12/minimum-viable-product- revisited-the-mvp-curve/ http://www.slideshare.net/venturehacks/the-lean-startup-2 http://www.startuplessonslearned.com/2008/09/lean- startup.html http://andrewchenblog.com/2009/12/07/minimum-desirable- product/ : MVP, MDP, MFP http://www.ashmaurya.com/2009/10/how-i-built-my- minimum-viable-product/ Copyright © 2012 OutSofting. All Rights Reserved.
  • 48. Other references What is customer development? http://www.startuplessonslearned.com/2008/11/what- is-customer-development.html The book that describes “Opportunity Engineering”. The Lean startup book. The Scrum + Opportunity Engineering framework: http://www.outsofting.com/FromDevelopmentAgility ToBusinessAgility.pdf Copyright © 2012 OutSofting. All Rights Reserved.

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