What Is A Lean Startup?
by ashmaurya on Apr 07, 2010
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Presentation I did for Agile Austin.
Presentation I did for Agile Austin.
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To get a sense of who’s in the room,
How many people here have heard about Lean Startups before?
How many people are in a startup or have been in a startup?
While lean startup came out of the startup up world, the concepts themselves are fairly general and can be applied to companies of any size or industry that are building new products or services.
I’ll talk about why building new products can be so challenging, briefly cover some lean startup theory, and then illustrate them with a case study from my startup.
Let’s first look at how software is built.
Which is where Agile comes in.
But what if you are building a new product or service and don’t yet have any customers or even know what problems to solve?
The first is building products with parallel customer and product development tracks.
The second is the emphasis on validated learning about customers over achieving product milestones or lines of working code.
The first is building products with parallel customer and product development tracks.
The second is the emphasis on validated learning about customers over achieving product milestones or lines of working code.
You start with some ideas which you build into code then measure and learn from it.
Build/Measure/Learn is the fundamental iteration loop and startups that succeed are those that manage to iterate enough times before running out of resources.
After the feature is tested and deployed, someone still has to verify if the feature was any good.
I have been in business for several years and have launched 2 products. The first product was built using release early, release often… It started out as a very simple application but quickly grew out of hand because we were trying to be all things to all people. I eventually hit the reset button and stripped about 60% of the features that weren’t getting used.
I had started reading about customer development and lean startup and decided to apply those techniques to my second product. You can see some of the differences but the biggest payoff for me was being able to define and prioritize my success metrics more clearly.
I have been in business for several years and have launched 2 products. The first product was built using release early, release often… It started out as a very simple application but quickly grew out of hand because we were trying to be all things to all people. I eventually hit the reset button and stripped about 60% of the features that weren’t getting used.
I had started reading about customer development and lean startup and decided to apply those techniques to my second product. You can see some of the differences but the biggest payoff for me was being able to define and prioritize my success metrics more clearly.
Steve Blank literally wrote a book on customer development where he asserts that all the answers lie outside the building and emphasizes engaging customers even before the product is built.
I used a problem presentation to identify the top 3 problems most important to my customers which helped me define what needed to go into a minimum viable product.
Steve Blank literally wrote a book on customer development where he asserts that all the answers lie outside the building and emphasizes engaging customers even before the product is built.
I used a problem presentation to identify the top 3 problems most important to my customers which helped me define what needed to go into a minimum viable product.
Steve Blank literally wrote a book on customer development where he asserts that all the answers lie outside the building and emphasizes engaging customers even before the product is built.
I used a problem presentation to identify the top 3 problems most important to my customers which helped me define what needed to go into a minimum viable product.
In CloudFire, we use Continuous Deployment to release software almost daily and incorporate both qualitative and quantitative metrics to measure, learn, and occasionally kill features that don’t measure up.
In CloudFire, we use Continuous Deployment to release software almost daily and incorporate both qualitative and quantitative metrics to measure, learn, and occasionally kill features that don’t measure up.
In CloudFire, we use Continuous Deployment to release software almost daily and incorporate both qualitative and quantitative metrics to measure, learn, and occasionally kill features that don’t measure up.