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2008 09 06 Eric Ries Haas Columbia Customer Development Engineering
2008 09 06 Eric Ries Haas Columbia Customer Development Engineering
2008 09 06 Eric Ries Haas Columbia Customer Development Engineering
2008 09 06 Eric Ries Haas Columbia Customer Development Engineering
2008 09 06 Eric Ries Haas Columbia Customer Development Engineering
2008 09 06 Eric Ries Haas Columbia Customer Development Engineering
2008 09 06 Eric Ries Haas Columbia Customer Development Engineering
2008 09 06 Eric Ries Haas Columbia Customer Development Engineering
2008 09 06 Eric Ries Haas Columbia Customer Development Engineering
2008 09 06 Eric Ries Haas Columbia Customer Development Engineering
2008 09 06 Eric Ries Haas Columbia Customer Development Engineering
2008 09 06 Eric Ries Haas Columbia Customer Development Engineering
2008 09 06 Eric Ries Haas Columbia Customer Development Engineering
2008 09 06 Eric Ries Haas Columbia Customer Development Engineering
2008 09 06 Eric Ries Haas Columbia Customer Development Engineering
2008 09 06 Eric Ries Haas Columbia Customer Development Engineering
2008 09 06 Eric Ries Haas Columbia Customer Development Engineering
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2008 09 06 Eric Ries Haas Columbia Customer Development Engineering

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  • 1. Customer Development Engineering Eric Ries
  • 2. Customer Development Engineering <ul><li>How do you build a product development team that can thrive in a startup environment? </li></ul><ul><li>Let's start with the traditional way... Waterfall </li></ul><ul><ul><li>“The waterfall model is a sequential software development model in which development is seen as flowing steadily downwards through the phases of requirements analysis, design, implementation, testing (validation), integration, and maintenance.” </li></ul></ul>
  • 3. Problem: known Waterfall Unit of progress: Advance to Next Stage
  • 4. Problem: known Waterfall Unit of progress: Advance to Next Stage Solution: known
  • 5. Problem: known Solution: known Waterfall Unit of progress: Advance to Next Stage
  • 6. Agile Development <ul><li>“ Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.” - http://agilemanifesto.org/ </li></ul><ul><li>Embrace Change </li></ul><ul><ul><li>Build what you need today </li></ul></ul><ul><ul><li>Process-oriented development so change is painless </li></ul></ul><ul><li>Prefer flexibility to perfection </li></ul><ul><ul><li>Ship early and often </li></ul></ul><ul><ul><li>Test-driven to find and prevent bugs </li></ul></ul><ul><ul><li>Continuous improvement vs. ship-and-maintain </li></ul></ul>
  • 7. Problem: known Agile (XP) “ Product Owner” or in-house customer Unit of progress: Working Software, Features
  • 8. Problem: known Solution: unknown Agile (XP) “ Product Owner” or in-house customer Unit of progress: Working Software, Features
  • 9. Problem: known Solution: unknown Agile (XP) “ Product Owner” or in-house customer Unit of progress: Working Software, Features
  • 10. Problem: unknown Customer Development Engineering Unit of progress: Learning about Customers Hypotheses, experiments, insights
  • 11. Problem: unknown Solution: unknown Customer Development Engineering Unit of progress: Learning about Customers Hypotheses, experiments, insights
  • 12. Customer Development Engineering <ul><li>How do you build a product development team that can thrive in a startup environment? </li></ul><ul><li>Let's start with the traditional way... Waterfall </li></ul><ul><ul><li>“The waterfall model is a sequential software development model in which development is seen as flowing steadily downwards through the phases of requirements analysis, design, implementation, testing (validation), integration, and maintenance.” </li></ul></ul>
  • 13. Problem: unknown Solution: unknown Customer Development Engineering Unit of progress: Learning about Customers Hypotheses, experiments, insights Data, feedback, insights
  • 14. Traditional Agile (XP) Tactics <ul><li>Planning game </li></ul><ul><ul><li>programmers estimate effort of implementing cust stories </li></ul></ul><ul><ul><li>customer decides about scope and timing of releases </li></ul></ul><ul><li>Short releases </li></ul><ul><ul><li>new release every 2-3 months </li></ul></ul><ul><li>Simple design </li></ul><ul><ul><li>emphasis on simplest design </li></ul></ul><ul><li>Testing </li></ul><ul><ul><li>development test driven. Unit tests before code </li></ul></ul><ul><li>Refactoring </li></ul><ul><ul><li>restructuring and changes to simplify </li></ul></ul><ul><li>Pair Programming </li></ul><ul><ul><li>2 people at 1 computer </li></ul></ul>
  • 15. <ul><li>Split-test (A/B) experimentation </li></ul><ul><li>Extremely rapid deployment </li></ul><ul><ul><li>Continuous deployment, if possible </li></ul></ul><ul><ul><li>At IMVU, 20-30 times per day on average </li></ul></ul><ul><li>Just-in-time architecture and infrastructure </li></ul><ul><ul><li>Incremental investment for incremental benefit </li></ul></ul><ul><ul><li>Software “immune system” to prevent defects </li></ul></ul><ul><li>Five why's </li></ul><ul><ul><li>Use defects to drive infrastructure investments </li></ul></ul>Customer Development Engineering Tactics
  • 16. Five Why's <ul><li>Any defect that affects a stakeholder is a learning opportunity </li></ul><ul><li>We’re not done until we’ve addressed the root cause… </li></ul><ul><li>… including, why didn’t any of our prevention tactics catch it? </li></ul><ul><li>Technique is to “ask why five times” to get to the root cause </li></ul>
  • 17. Five Why's Example <ul><li>For example: </li></ul><ul><ul><li>Why did we change the software so that we don't make any money anymore? </li></ul></ul><ul><ul><li>Why didn’t operations get paged? </li></ul></ul><ul><ul><li>Why didn’t the cluster immune system reject the change? </li></ul></ul><ul><ul><li>Why didn’t automated tests go red and stop the line? </li></ul></ul><ul><ul><li>Why wasn’t the engineer trained not to make the mistake? </li></ul></ul><ul><li>We’re not done until we’ve taken corrective action at all five levels </li></ul>

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