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    PAH13 Janice Fraser Keynote PAH13 Janice Fraser Keynote Presentation Transcript

    • Lean StartupProduct TeamsJanice FraserApril 2013
    • © LUXR.CO APRIL 2013
    • TWEET! @clevergirl #LeanStartup cc @LUXRCO© LUXR.CO APRIL 2013
    • June & Pete’ s Wedding Cake© 2013 LUXr Incorporated, www.luxr.co
    • Pete June http://saptstrength.com/© 2013 LUXr Incorporated, www.luxr.co
    • April May June July August http://saptstrength.com/© 2013 LUXr Incorporated, www.luxr.co
    • sedonaweddingcakes.com© 2013 LUXr Incorporated, www.luxr.co
    • freebestpictures.blogspot.com© 2013 LUXr Incorporated, www.luxr.co
    • thekitchn.com© 2013 LUXr Incorporated, www.luxr.co
    • Zoe Clark, The Cake Parlour© 2013 LUXr Incorporated, www.luxr.co
    • sedonaweddingcakes.com Zoe Clark, The Cake Parlour© 2013 LUXr Incorporated, www.luxr.co
    • LEAN Startup© 2013 LUXr Incorporated, www.luxr.co
    • LEAN Startup© LUXR.CO APRIL 2013
    • Build measure learn!© LUXR.CO APRIL 2013
    • © LUXR.CO APRIL 2013
    • Lean Startup is NOT Cheap Startup Fast Startup Shortcut Startup© LUXR.CO APRIL 2013
    • 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 entrepreneur’s assumptions, and using customer feedback to evolve the product, thereby reducing waste.© LUXR.CO APRIL 2013
    • 1. List your assumptions. 2. Understand your customers. 3. Experiment efficiently. 4. Adjust direction based on evidence.© LUXR.CO APRIL 2013
    • Lean Startup advocates experiments & learning© LUXR.CO APRIL 2013
    • Go backward to go forward. Learn Build Measure© LUXR.CO APRIL 2013
    • Think of it like this... TDD Test-driven product management A Lean Startup is a test-driven COMPANY© LUXR.CO APRIL 2013
    • Victory is measured in learning.© LUXR.CO APRIL 2013
    • RISK = UNVALIDATED EFFORT Plot the difference MAKE release MAKE release MAKE release THINK TIME© LUXR.CO APRIL 2013
    • RISK = UNVALIDATED EFFORT Lots of little wiggles TIME© LUXR.CO APRIL 2013
    • Each wiggle is a learning cycle. RISK = UNVALIDATED EFFORT MEASURE MAKE BUILD release BUILD TIME LEARN© LUXR.CO APRIL 2013
    • This will change how you think about your role, your work, your team, your process.© LUXR.CO APRIL 2013
    • © LUXR.CO APRIL 2013
    • 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. Don’t 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. Don’t carry the past.© LUXR.CO APRIL 2013
    • Team first, then product© LUXR.CO APRIL 2013
    • Team first, then product • Not just who’s on the team, but how they work together (no ninjas, gurus, rockstars!) • Invest time in developing productive relationships© LUXR.CO APRIL 2013
    • Chris Min10 years as CEO, Wharton MBA, Silicon Valley trained
    • Burning social capital© LUXR.CO APRIL 2013
    • Team first, then product • Not just who’s on the team, but how they work together (no ninjas, gurus, rockstars!) • Invest time in developing productive relationships • Continuous process improvement© LUXR.CO APRIL 2013
    • 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. • A trusting team wastes little time on pettiness, hurt feelings, arguments© LUXR.CO APRIL 2013
    • Lean Startup teams believe in... (from Lean Manufacturing and Extreme Programming) Simplicity Courage Trust Process Continuous Improvement© LUXR.CO APRIL 2013
    • 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 APRIL 2013
    • If you get the team right, you’ll find your way to the right product.© LUXR.CO APRIL 2013
    • Don’t carry the past.© LUXR.CO APRIL 2013
    • © LUXR.CO APRIL 2013
    • Tom Conrad Grew Pandora from 10 people to IPO© LUXR.CO APRIL 2013
    • © LUXR.CO APRIL 2013
    • © LUXR.CO APRIL 2013
    • © LUXR.CO APRIL 2013
    • © LUXR.CO APRIL 2013
    • 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 APRIL 2013
    • Yesterday...© LUXR.CO APRIL 2013
    • © LUXR.CO APRIL 2013
    • WHICH LEADS US TO Icebox Zero© LUXR.CO APRIL 2013
    • 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 APRIL 2013
    • Thank you! happiness@luxr.co #LeanStartup cc @LUXRCO, @clevergirl© LUXR.CO APRIL 2013